Interview: Mohammed Jaidah, Group Executive President, Jaidah, on boosting local capabilities to overcome disruption
To what extent will the continued expansion of Qatar’s energy sector create opportunities for local manufacturing and industrial capabilities?
JAIDAH: The expansion of Qatar’s energy sector is no longer only about increasing production volumes. It is about strengthening the industrial system that supports those assets over their full operating life. The regional conflict that began in early 2026 and the resulting disruption to shipping through the Strait of Hormuz exposed the fragility of procurement models built on distant sourcing and lean inventories. When logistics corridors are disrupted and supply chains stall, the industrial capability that exists within the country’s borders becomes the only reliable buffer. As liquefied natural gas capacity grows and facilities become more complex, the need for reliable, locally based technical support becomes ongoing rather than occasional. This creates real opportunities in areas such as equipment assembly, specialised maintenance, asset integrity services and engineered solutions delivered close to where the assets operate. Local capability shortens response times, improves reliability and reduces dependence on long and exposed supply routes.
What technologies are becoming most important for improving the resilience, monitoring and longterm reliability of energy infrastructure in Qatar?
JAIDAH: Energy infrastructure depends as much on visibility and insight as it does on physical strength. Technologies that help operators identify issues early on and make informed decisions are becoming essential. Recent incidents at major energy facilities in the region have reinforced a fundamental point: the difference between rapid containment and prolonged impact often comes down to how much realtime visibility operators have before an event occurs. Advanced sensors, digital twins, predictive analytics and condition-monitoring systems are now part of normal operations across major energy assets. They allow operators to track performance in real time, optimise maintenance planning and reduce unplanned downtime. Protecting operational systems from cyber risks is also equally important as digitalisation expands across the energy value chain.
How are companies in Qatar’s energy and industrial supply chains adapting procurement and sourcing strategies to geopolitical uncertainties?
JAIDAH: Procurement strategies have changed significantly. The regional conflict placed assumptions about Gulf logistics under direct scrutiny. Transit routes, lead times and vendor access all came under pressure simultaneously. Companies that had already diversified their supplier base and built local stock for critical materials were considerably better positioned than those that had not. Security of supply has become the primary concern, displacing cost optimisation as the lead priority. Longer-term contractual frameworks with trusted partners are replacing transactional purchasing models, reflecting a broader recognition that reliability cannot be negotiated on a spot basis when disruption strikes.
Which further steps are needed to enhance the efficiency and resilience of Qatar’s maritime logistics and export infrastructure?
JAIDAH: As Qatar strengthens its position as a global energy supplier and regional logistics centre, the priority is not just expanding capacity but building a faster, smarter and more resilient ecosystem. This means continuing to enhance port infrastructure while ensuring seamless connectivity with inland networks, so cargo moves efficiently end to end. At the same time, digitalisation must be accelerated to enable real-time visibility, quicker decision-making and fully streamlined trade processes. Equally important is creating a more agile regulatory environment. Predictability and speed in Customs and clearance processes are critical to competitiveness in today’s global trade landscape.
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