Project Delivery & Logistics
Farasan Island RO Plant
Protecting delivery of a remote-island desalination project by resolving a critical ferry-capacity constraint and coordinating complex off-site execution.
- Role
- Project Manager
- Project value
- Approx. SAR 90M
- Workforce
- Approx. 250 people
- Delivery
- About 9 months vs. 12 planned
The Challenge
Internationally sourced equipment, materials, suppliers and workers had to move from Jazan Port to Farasan Island by ferry. Limited transport capacity threatened the delivery sequence and schedule.
My Responsibility
Lead project delivery, align more than six major contractors, coordinate the workforce and protect the schedule across logistics, fabrication and site execution.
The Approach
- Negotiated three ferry trips per week, each capable of moving approximately 30 trailers.
- Aligned suppliers, vendors and subcontractors around a coordinated logistics plan.
- Used off-site fabrication and preassembly to reduce island-based work and protect sequencing.
Outcome
Delivered in about 9 months against a 12-month plan.
The logistics constraint was converted into a managed delivery system, supporting the movement of critical equipment and materials without allowing ferry dependency to control the schedule.
Programme Context
Farasan Island was delivered alongside support to the Al Lith desalination project, a combined value of approximately SAR 230M during the same period.
What This Demonstrates
- Constraint-led planning
- Stakeholder negotiation
- Contractor coordination
- Schedule protection
- Decisive project leadership