(Solution) CIPS New ROSHN APGCE Assignment
Solution
Executive Summary
This report evaluates global commercial strategy of ROSHN through evaluating the organizational structures, management of supply chain, allocation of resources, and financial aspects which can be enhanced to attain improved strategic fit, efficiency in operations and sustainable growth. ROSHN is a public Saudi Arabian real estate developer established by the Public Investment Fund, which delivers large-scale, sustainable communities in line with Vision 2030. Its nationwide projects demand integrated corporate, business and functional structures for their coordination and delivery.
The report findings show that ROSHN’s hierarchical, people-centred organisational structure provides support for governance, accountability and operational oversight but is limited in its flexibility, responsiveness and cross-functional collaboration. The supply chain shows a moderate visibility with a strong performance monitoring in the corporate but low insight at the regional and subcontractor levels, exposing vulnerabilities in delay in material deliveries, labour shortage and price volatility. Resource management is supported by skilled professionals, advanced technology system, and financial planning for sustainable competitive advantage and stakeholder engagement and PESTLE analysis for strategic resilience. Financial strategies such as fixed-price contracts and Supplier Scorecards are used to manage costs, risks and provide supplier accountability, though price volatility is a concern that is subject to external economic factors.
As a result of these findings, the report recommends the following:
- Implement a matrix organizational structure in order to enhance flexibility, responsiveness and cross-functional cooperation across projects.
- Enhance supply chain visibility by integrating real time tracking of suppliers and ERP dashboard integration of tier 1 and tier 2 suppliers.
- Improve Supplier Scorecards through KPI-linked strategic goal coupled with quarterly supplier assessments.
- Enhance digital collaboration tools to project teams in order to enhance collaboration of functional and regional teams.
Table of Contents
1.1 ROSHN Organization Background. 4
2.0 Global Commercial Strategy. 5
2.1 ROSHN Organization Structure. 5
2.2 Aligning the Strategy with ROSHN’s Objectives. 6
3.0 Relationship between strategy and corporate, business and functional structures. 6
3.1 Strategy and corporate structure. 6
3.2 Strategy and business structure. 7
3.3 Strategy and functional structure. 7
3.4 Strengths and weaknesses of ROSHN’s structure. 8
4.0 Analysing the supply chain. 10
4.1 Supply Chain Visibility. 10
4.2 ROSHN’s supply chain analysis. 10
4.3 Risk Assessment and Management 11
4.4 Supply chain competition. 12
4.5 Improving supply chain analysis and management 13
5.1 Managing People, Information, Technology and Finance. 13
6.0 Costs impact on supply chains. 17
6.1 Financial objective of ROSHN.. 17
6.3 External factors on price volatility. 19
7.0 Conclusion and Recommendations. 19
Figure 1: ROSHN Organization Structure. 5
Figure 2: ROSHN’s Business Structure.. 7
Figure 3: ROSHN’s Functional Structure. 8
Figure 5: McKinsey 7S Model 10
Figure 7: Porter’s Five Forces. 13
Figure 8: The Resource-Based View.. 14
Figure 9: A Summary of ROSHN Stakeholders. 15
Figure 10: Mendelow’s Matrix. 16
Figure 11: Supplier Scorecard.. 18
Table 1: A Summary of ROSHN Major Projects. 4
Table 2: A Summary of ROSHN’s Mission and Vision.. 6
Table 3: An example of ROSHN Risk Assessment Matrix. 12
Table 4: ROSHN’s PESTLE Framework. 17
1.0 Introduction
The report examines the global commercial strategy of ROSHN, grounded on the examination of how organisational structures, supply chain analysis, resource management, and financial factors affect strategic outcomes. The assessment correlates such dimensions to the operational environment of ROSHN and the aspects that should be enhanced. The report also provides evidence-based recommendations that can be applied to enhance strategic alignment, supply chain performance, as well as sustainable commercial growth.
1.1 ROSHN Organisation Background
ROSHN is a public Saudi Arabia real estate developer founded by the Public Investment Fund to develop large-scale sustainable communities to support Vision 2030 housing and quality-of-life targets (ROSHN, 2025). The organisation is coming up with modern neighbourhoods with integrated infrastructure, walkability and community amenities. Its nationwide portfolio demonstrates great scale, with major projects currently under development, as seen in table 1.
Table 1: A Summary of ROSHN Major Projects
Source: ROSHN (2025)
The project portfolio in Table 1 illustrates ROSHN’s large-scale, multi-location operations which require integrated corporate, business and functional structures to coordinate delivery. The scale and geographic distribution also point to the complexity of its supply chain, underlining the need for effective analysis, resource management and financial planning to help implement the strategy effectively.
2.0 Global Commercial Strategy
2.1 ROSHN Organization Structure
ROSHN’s organisational structure is people-centred, with clear reporting relationships to support strategic coordination of its nationwide developments (Brand Finance, 2025). At the top, there are the Board of Directors who provide governance and give direction. The Chief Executive Officer leads the organisation and is supported by an executive leadership team made up of Chief Officers in the areas of Development, Construction, Commercial, Supply Chain, Finance, Human Resources and Digital Transformation. Each Chief Officer is in charge of teams of directors, managers and specialists who translate strategic objectives into operational delivery (See Figure 1).
Figure 1: ROSHN Organization Structure
Source: Brand Finance (2025)
This people-based hierarchy provides accountability, decision making and the ability to collaborate across functions in large, complex megaprojects. Regional project teams are run under project directors and provide local responsiveness while staying in touch with corporate strategy.
2.2 Aligning the Strategy with ROSHN’s Objectives
ROSHN strategic aims focus on changing the landscape of housing in Saudi Arabia through the delivery of modern integrated communities with an improved national quality of life (ROSHN, 2025b). These aims are rooted in its mission to deliver quality, sustainable neighbourhoods and vision to set new standards in urban development across the Kingdom. Here is a summary for these:
Table 2: A Summary of ROSHN’s Mission and Vision
Source: ROSHN (2025b)
As illustrated in table 2, ROSHN’s mission and vision offers a unifying direction for its strategic aims, to ensure commercial decisions, organisational structures and resource allocation are aligned with long-term community development goals. This strategic clarity enhances the effectiveness of the implementation of the organisation’s global commercial strategy across multiple regions and projects.
3.0 Relationship between strategy and corporate, business and functional structures
3.1 Strategy and corporate structure
Corporate structure defines the way in which leadership roles, departments and decision-making pathways are organized within an organisation to support an organization’s strategic intent (Estevez, 2025). At ROSHN,…………….
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