Refine business processes through supply chain and logistics improvements to meet future growth

Safra Company Limited is the biggest company in the Middle East producing Aliphatic and Aromatic solvents, serving industries such as Paints, Adhesives, Insecticides & Pesticides, Thinner, Ink, printing, Tannery, Resins, Industrial Cleaning and Maintenance, Dry Cleaning, Spot Removing, Wood Protection and varnishes, Construction Chemicals, Oil Fields Chemicals, and Bitumen Based Products. Headquartered in Saudi Arabia, Safra ships materials both locally to Gulf Corporation Countries, as well as, bulk quantities of their products internationally.


Safra was planning a plant expansion that would multiply their production capabilities tenfold. While capitalizing on major market demands meant the opportunity for increased revenue, the company wanted to be sure the supply chain was positioned to handle the growth.


Safra communicated its requirements to BDP during a conference in Dubai, so BDP introduced Centrx to Safra as a solution provider.

“When we saw the background and resources of Centrx, we were confident that they knew what they were doing,” Safra’s Logistics Officer says. “BDP’s experience and involvement in the region, as well as the company’s international reputation, was a large factor in the selection of Centrx-BDP GENCO. Their knowledge of manufacturers and other petrochemical processing companies in the region was important.”

According to the managing director of Centrx, Safra was seeking to develop a logistics plan looking out five years. “It was a case of evaluating the current state of their supply chain and logistics network to determine if the network could handle any number of challenges, given that the company wanted to be in certain locations and markets by that time,” he says.

“The Centrx-BDP GENCO process focused on developing recommendations based on understanding where the client is within its supply chain logistics development and through the analysis of shipment data,” says Centrx.

“One area Centrx suggested we concentrate on initially was our internal process separate from development of our logistics needs,” Safra’s Logistics Officer points out, “and to work on our internal communications – better scheduling and a more detailed look at what we were doing.”

Next, the type of logistics plan to be developed was discussed – basically a function of the business objective and complexity of the supply (logistics resource) market. It was determined the logistics plan should be based on risk management, a strategy that pursues minimizing outages to ensure supply and minimizing risk in the critical components of downtime. This covered physical flow (berth, vessels, road tankers, and the SPP division, and storage and distribution). Partner development and information flow were key considerations.

For Safra, “The most beneficial part of the relationship was exposure to the international experience of Centrx. Their flexibility and the trust we established were key factors that made our relationship much smoother. Working with Centrx-BDP GENCO has helped us not just in our logistics operation, but it also confirmed for us that we need to rework our process and the way we do business.”