The third-annual AP Honors Ceremony celebrated the accounts payable profession and recognized excellence in the field. During the ceremony, Ardent Partners presented awards for outstanding performance and execution in the last year — “The AP Honors” — to a variety of high achievers including Accounts Payable and P2P leaders and teams, as well as ePayables (AP Automation) solution providers and other experts.
Let’s look at the AP Leadership Award (AP Manager of the Year) award winner.
The AP Leadership Award (AP Manager of the Year): This award is presented to the AP leader who has driven new performance heights as a result of their direct involvement, leadership and overall exceptional organizational.
Key People: Rahmah Aal-Ali, Director, Procurement & Contracts for Dubai South
Company: Dubai World Central Corporation (DWCC)
Website: https://www.dubaisouth.ae/en
*All data given above is based on publicly available information.
Dubai South’s Journey Toward Strategic, AI-Driven Excellence
When it comes to procurement transformation, Dubai South is a superb example of shifting from transactional operations to a fully strategic function that drives innovation, sustainability, and long-term value. What began as a framework in 2020 has now evolved into a comprehensive 2024-2027 strategic plan, aligning closely with Dubai’s broader corporate objectives. Leading the charge is Rahmah Alali, director, procurement & contracts, at Dubai World Central Corporation (DWCC) who is this year’s recipient of the AP Honors “AP Leadership Award (AP Manager of the Year).”
An Ambitious Framework and Mission
Dubai South represents a journey both of modernization of systems, coupled with cultural, operational, and technological shifts, where procurement has become the key driver of organizational success. Operating in a complex public sector environment, Alali said the procurement and contracts department at Dubai South initially established its strategic framework for 2020-2023. Based on that foundation, the framework has been extended and advanced through 2027, guided by the clear vision: to lead innovation and create value through AI-powered procurement and contracts.
The mission is equally ambitious, with the intent of transforming procurement by leveraging AI-driven solutions that foster efficiency, transparency, and strategic value for sustainable growth. This direction mirrors the government of Dubai’s focus on ESG, governance, compliance, and efficiency, reinforcing procurement’s role as both a contributor to profitability and a partner in delivering community value. To achieve its objectives, procurement relies on both internal and external stakeholders, ranging from logistics, aviation, and real estate businesses to vendors, contractors, and consultants.
People, Process, and Technology Align
A central theme in Dubai South’s procurement transformation has been the integration of people, process, and technology. Alali explained that investment in organizational development ensures that team members are equipped with new skills, up-to-date training, and opportunities to grow. Rather than replacing people, AI and automation are seen as enablers, supporting decision-making and freeing teams from repetitive tasks.
Process optimization has also been a priority, she says. By digitizing transactions, automating sourcing, and streamlining workflows, the department has dramatically improved transparency, fairness, and efficiency. These efforts ensure compliance with Dubai’s strict governance and sustainability regulations, while also enhancing stakeholder satisfaction. While on the technology side, Dubai South has embraced data-driven decision-making. Alali said integrating multiple systems has created a seamless flow of information across functions, despite the lack of a single holistic procurement platform. Tools such as Microsoft Dynamics 365 and Power BI now provide real-time analytics, giving leadership full visibility into spending, savings, and performance metrics.
Digital Transformation Required Adoption and Collaboration
Alali said the shift to digital procurement was not without challenges. The greatest hurdle was cultural. Primarily convincing teams to embrace new systems and processes. In 2020, Dubai South lacked a sourcing system and relied heavily on manual, paper-based workflows. Driving adoption of digital solutions required persistent communication, hands-on demonstrations, and trust-building across departments.
The speed of adoption accelerated during the COVID-19 pandemic, said Alali. With teams forced to work remotely, the benefits of automation and digital workflows became clear, making it easier to gain buy-in. By September 2020, Dubai South had successfully automated sourcing and other procurement processes through Dynamics 365, laying the foundation for ongoing enhancements.
Another major key to success was forging a near seamless partnership between procurement and finance. Alali said traditionally, the two functions faced challenges in aligning priorities, especially around payables and receivables. Through regular meetings, joint planning sessions, and strong top-management support, Dubai South created shared accountability for managing financial assets effectively. Such collaboration yielded greater efficiencies, such as streamlined supplier payments and improved budgeting processes. The introduction of three-way matching has simplified payment workflows, reducing friction for both vendors and finance teams. Procurement and finance now operate as integrated partners, ensuring financial integrity while supporting strategic business goals.
At the same time, governance and compliance remain foundational. Enhanced risk management frameworks, harmonized policies, and internal operational agreements ensure consistent alignment with Dubai government standards. By embedding governance into daily practices, said Alali, procurement reinforces its role as a trusted partner to diverse business units across aviation, logistics, and real estate.
People and Leadership are the Heart of Change
While technology is essential to digital transformation, Alali said people are at the heart of procurement success. She cites continuous training, upskilling, and exposure to global events and conferences as part of the department’s development strategy. Negotiation training, for example, is reframed not as bargaining but as building mutually beneficial agreements.
Leadership has also emphasized mentoring and empowerment, enabling team members to take ownership of their growth while contributing to the department’s strategic goals. This culture of learning and collaboration ensures the workforce remains future-ready.
The convergence of people, strategy, and technology have elevated a once transactional function into a cornerstone of innovation and value creation. Procurement has become a strategic partner at Dubai South, establishing growth and value now and into the future.
