Agnes Krol Interview Brochure

W O R D S: B E C K Y N O R T H F I EL D

A G N E S K R O L ART OF AUTOMOTIVE VALIANT TMS’ AGNES KROL DISCUSSES THE IMPACT OF THE INFLUENTIAL AUTOMOTIVE INDUSTRY AND HOW HER ORGANISATION STRIVES TO BE A KEY PARTNER IN THE RAPIDLY EMERGING FIELD OF ELECTRIC VEHICLES.

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In my current role, I’m the Executive Director of Global Procurement and Quality at Valiant TMS. We operate in 11 countries and specialise in designing, building, and integrating intelligent automation solutions for the world’s leading companies, focusing on the automotive sector.

In this role, I’m responsible for developing and deploying departmental strategies that align seamlessly with our organisation’s overarching vision, which drives shareholder value, leveraging the best opportunities in the global market.

I’ve spent over 25 years in the automotive industry - it’s the only career I know.

I grew into and with this industry in various roles and functions, learning along the way, an investment which has evolved into a fulfilling career.

Throughout my career, the function of procurement has played an influential role, whether directly or indirectly. As I progressed in my professional journey, opportunities to advance presented themselves, allowing me to leverage my prior experience in manufacturing and quality management, seamlessly transition into a leadership role in procurement, and take on an integral role as part of the global executive team at Valiant TMS.

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Can you tell us about your work and experience?

I was fortunate to meet great mentors and influential people along the way; individuals well recognised for their achievements in the industry, they have played a vital role in shaping my career. Their guidance and support have been instrumental in shaping my career, and I’m immensely grateful for that. I intend to pay forward the mentorship and support I’ve received by assisting others on their career journeys within this dynamic industry.

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You are responsible for the business that manufactures the very equipment you used to procure. Can you talk about that journey?

My journey into the automotive world started with my choice to study mechanical engineering – a conscious decision to join this industry. From the very first day at the university, I understood the undertaking I was embarking on — what I would study, where I would work, and the impact I could make in the automotive sector.

Automotive is my life; I grew up in this industry. I’ve chosen it as my professional path. After 25 years, I remain as passionate and enthusiastic as when I first began — learning, growing, and building a professional network.

Early in my career, I worked on the Original Equipment Manufacturer (OEM) side of the

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business. This experience gave me a strong foundation and significantly impacted my career path. I started as a manufacturing process engineer, launching new vehicle programs and significant retools for highvolume automated assembly equipment.

This role provided me with experience working alongside global suppliers, collaborating closely with procurement teams, managing project budgets, and overseeing milestone timing, all in preparation to meet critical product launch deadlines.

As the years went by, my journey took a turn, leading me to the other side of the automotive spectrum — becoming a supplier to OEMs and Tier-1 customers. This shift required some adjustment and took me out of my comfort zone. However, I adapted by drawing on the wealth of experiences I had gained on the OEM side. I continued to embrace diverse roles, expanding my reach and

labour practices to ensure long-term, mutually beneficial partnerships and growth.

What do you think have been the key drivers or trends behind the procurement evolution?

Transformation is necessary for multiple reasons. We must adapt to societal changes, specifically environmental and consumer sentiment, rapid trends and technology transformation, and changes in consumer behaviours and expectations. Transformation is necessary to maintain a competitive edge in the market, align with changing customer demands, and improve operations efficiency.

Procurement has gone from being a transactional function to a strategic one.

Like many companies, our organisation now integrates procurement with a broader business strategy, fostering alignment with finance, operations, and strategic planning.

Additionally, procurement has transitioned to a partnership approach with suppliers, emphasising risk mitigation, transparency, accuracy of reporting, communication, sustainability, environmental impact, and fair

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remaining open to the countless opportunities the automotive sector offered. With each step, my scope broadened, and so did my determination and desire to contribute more to the organisation and its stakeholders.

Why is transformation necessary, and how do you do it successfully?

Leadership and organisations must recognise the need for these changes and that transformation is not just a single event. Leadership must plan, execute, and adequately prepare the company for change, understanding that it’s a continual process.

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P H O T O: M IC H A EL F O U R S E T

Your organisation strives to be a key influencer in the rapidly emerging electric vehicles (EVs) field. Can you dive into what you do in procurement to make that happen?

Our sector is going through a substantial transformation into EVs, the next generation of the automotive industry. This trend is driven primarily by government demand through strict environmental and safety regulations, incentives, and consumer demand for clean energy solutions. Humanity is expecting this and is excited by the EV movement.

Although procurement is an essential element of this transformation, it alone cannot meet the expectations — it’s one part of the overall movement.

Focusing on sustainability and a circular economy will influence the procurement discipline by selecting equipment, components, and materials that can be reused or recycled. The biggest challenge for procurement professionals, as market data

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shows, is that the price of sustainable and circular economy solutions are more costly than traditional ones. We must work to offset the higher cost through creative engineering solutions, exploring new markets, and considering new partnerships.

So, it’s a joint effort that starts with circular engineering, innovation, and sustainable procurement.

What does the automotive industry look like from a procurement perspective compared to other industries?

The automotive industry has a significant impact on society and humanity.

It represents the cutting edge of technological advancements by merging various fields like robotics, computer science, engineering, AI, and data analytics. For professionals in this field, there is the allure of working with the latest technologies and engineering solutions, offering a wide range of opportunities, challenges, and numerous career advancement opportunities.

The automotive industry has been at the forefront of applying scientific achievements and technological solutions for the benefit of consumers. It has shaped consumer expectations and trends like very few other industries.

Procurement in the automotive industry is fundamentally different when compared to other sectors. The complexity, rapid technological changes, consumer-driven cost considerations, global supply chain footprint, and sustainability are among the topics that continuously challenge OEMs and automation line integrators and make procurement in the automotive industry much more dynamic and fast-moving than others.

As automation becomes more prevalent, regulatory bodies worldwide are keenly

The industry offers exciting professional opportunities due to its innovative nature and significant impact. From a procurement perspective, it presents unique challenges and considerations compared to other sectors, requiring specialised knowledge and strategic abilities.

Valiant TMS specialises in advanced automation and robotics technologies – what advancements in this tech have appealed to you the most?

As consumer behaviours, demands, and expectations evolve, we must adapt by utilising technology. Consumer trends indicate the need for more vehicles, more models, speed to market, and cost-friendly options

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Procuring for the industry can be intricate due to products’ technical complexity, dynamic market conditions, and shifts in automation technology, which can affect procurement strategies and timelines.

That requires procurement professionals to stay updated with the latest advancements to make informed decisions.

interested in setting standards, guidelines, and growing emphasis on sustainable and green technologies. Automation procurement decisions might lean towards suppliers and solutions that are more environmentally friendly, which contradicts the cost expectations of OEMs and consumers.

The procurement professionals must be well-equipped to find an equitable solution for the benefit of all stakeholders.

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offering more functionality than currently available on the market.

Augmented reality is one example of a new technology we have adapted and used in our industry. Overlaying digital computergenerated models in physical environments has improved design reviews, equipment assembly, integration, and commissioning.

It’s even reduced our need for costly travel — improving our sustainability objectives.

We’re applying this technology in new ways as it provides alternative and modern solutions that enhance our business processes.

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Can you tell me more about your work at Valiant TMS? My procurement journey with Valiant TMS started with supplier quality. We launched a supplier management program for the organisation, focusing on supplier evaluation and qualification, outsourcing plans and execution, monitoring and reporting, continuous improvement, and supplier development program.

As my transition into procurement continued, it provided me with the opportunity to lead the purchasing organisation along with the quality team I was already managing.

I started by initiating a detailed GAP analysis of the department. Restructuring followed, optimising the organisational structure, implementing processes and the right resources, and building a team aligned with organisational needs and expectations.

We established a department budget with performance monitoring and reporting.

We communicated the goals and objectives of the department to all stakeholders in alignment with the company vision.

Key procurement goals and objectives focused on generating value for shareholders and other stakeholders, leveraging the global supply chain to offer innovative and costcompetitive solutions, and developing a corporate structure to provide full authority to procurement for all commercial and financial negotiations.

The biggest challenge was to change the 52

organisation’s culture, what traditionally was considered as a transactional function to a strategic one and to allow procurement to have authority over all commercial and financial negotiations, acting in the best unbiased interest of the organisation.

What key initiatives have you worked on, and how did they help evolve the organisation’s function?

The complexity of the global procurement role comes with many responsibilities and great opportunities to impact the organisation, deploying strategies and leading the change.

One of the biggest challenges in the last decade has been expanding our global footprint and increasing market share. Our ability to adapt to new cultures and understand and operate within new market conditions, customer standards and requirements has been challenging but rewarding.

The movement for more sustainable engineering solutions has challenged the organisation and our teams to reach new levels of responsibility and innovation.

Our success will depend on how we inspire our partners and suppliers to join and support this movement with sustainable solutions. We already offer successful engineering solutions — reusing and recycling equipment and more economical power consumption options.

Much of the focus has also been on standardisation of global processes, optimising outputs and improving efficiency.

Our strategic partnerships with Siemens, Festo, Turck, and DESTACO, as well as many others, have been key to our success in supporting customers on a global scale.

How have challenges the industry faced impacted the role of procurement?

The uncertainty and financial challenges that various industries have faced over time, particularly notable during periods like the 2008 financial crisis and the COVID-19 pandemic, have significantly impacted the role and work of procurement in several ways:

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Siemens Canada is a proud manufacturer and supplier of automation and motion solutions for Valiant TMS. Customer Interaction Center 1-888-303-3353 siemens.ca

Procurement has evolved from being a transactional function to a strategic one.

Companies and our organisation recognize the need to integrate procurement decisions with business strategy, procurement teams are now actively engaged with other functions like finance, operations and strategy to ensure alignment with broader business objectives.

Organisations invest more in systems that give them greater visibility into their supply chains.

There’s a shift from short-term, transactional relationships to long-term, collaborative ones. Companies have realised that working closely with suppliers and transforming them into partners can lead to mutual growth and stability, especially in turbulent times.

There’s a heightened emphasis on cost savings and cost avoidance. Procurement teams have expanded their scope beyond just purchasing.

They identify ways to reduce costs, renegotiate contracts, find alternative suppliers, and develop partnerships offering better terms.

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The focus on supply chain risk management has intensified. Teams now actively assess supplier health, geopolitical risks, and other external factors that could disrupt supply.

Diversifying the supply base and creating contingency plans have become a priority.

The unpredictable nature of global challenges means procurement teams must be agile.

They must develop flexible contracts, manage a diversified supply base, and quickly adapt to changing circumstances. Relying on a single supplier or geographic region has proven risky. As a result, there’s a drive towards diversifying suppliers to prevent potential disruptions.

Strategic partnerships and collaboration have proven to be the most successful approaches during challenging periods. Instead of just transactional relationships, companies are collaborating more closely with key suppliers to ensure continuity and mutual growth. We have done that successfully with supplier

While looking for cost advantages, companies internationally expanded their supply bases.

However, global events have also shown risks of over-reliance on specific regions.

Now, there’s a balanced approach to global versus local sourcing.

Regular supplier performance assessments have become more rigorous, including lead times, quality, and financial stability.

Effective governance focusing on ethical procurement, transparency and compliance is fundamental to conducting business globally.

Supplier vision and belief, as they relate to transparency, accuracy of reporting and communication, sustainability, fair labour practices, and environmental impact, play

a more central role in our decisions to develop long-term partnerships. Regular audits and stricter compliance measures are in place to ensure our organisation and suppliers adhere to the required standards and regulations.

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partners like Siemens, who continue to work closely with us to prioritise material flow, take extra measures to minimise risks, and maintain product deliveries during challenging times.

What is your approach to leadership and teams?

Leadership is the most critical factor determining the organisation’s success.

It is more like a philosophy, concept, or model adapted, developed, and implemented in an organisation. I firmly believe that strong leadership needs to demonstrate perseverance to achieve goals and objectives.

Leaders must articulate a clear vision, define the purpose, develop and establish strategic goals and objectives for the future and explain why they matter. They should inspire and motivate their team towards that vision.

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D AV AI GD N E MS ILL K R EOL R | | I IS S SU UE E E SIG E VH E T NE T EE NEN

Leaders must clearly understand a rapidly changing world and society, technological trends and development, create an environment that empowers people, encourages innovation, and equips them with the tools, resources, and autonomy to succeed.

Effective modern leaders celebrate diversity of ideas, backgrounds, and experiences to foster trust, open communication, and collaboration.

They ensure people participate and contribute to success. The ability of an organisation to create a platform to enable people to further their personal and professional development is essential for a successful team and positive culture. Investing in the growth of team expertise and skills and adapting new technologies will result in higher participation, practical contributions, and a better team collaborative environment.

Well-defined and communicated roles and responsibilities, expectations, and goals to achieve within the organisation and the team are a perfect recipe for highperforming, winning teams and a positive organisational culture.

Therefore, effective modern leadership involves strategic thinking in building a positive culture by working with committed and motivated teams. The modern leader develops an organisation’s social and technical framework to enable people to contribute to the overall success and prosperity.

What do you think the future holds for your industry?

The automotive industry has always been at the forefront of adopting automation and integrating advanced technologies into its production lines. With the rapid advancements in automation, robotics, artificial intelligence, and digitalisation, the future of automotive line integrators and the automation industry looks promising. Also, society’s demand for more sustainable solutions will significantly impact the future.

With growing concerns about environmental impact, there will be a shift towards a more 56

circular economy and engineering, sustainable production processes, materials, and waste management techniques. The shift towards EVs will continue rapidly, and our industry must adapt to produce electric powertrains, batteries, and other EV-specific component production lines. The level of automation will increase with the next generation of robots, offering more flexibility and the capability to handle complex tasks, including a higher degree of collaboration with humans.

AI and IoT applications will play a central role in the future of the automation industry, and we must prepare to adapt and provide similar solutions. With connected devices and data collection, the manufacturer will be able to monitor and optimise production processes, anticipate problems, optimise operations and production in real-time, predict maintenance needs, and reduce downtime.

After facing challenges like the COVID-19 pandemic and supplier disruption, the automotive industry will focus on creating more resilient, transparent, and adaptable supply chains, including the increasingly critical need for a skilled workforce to manage, maintain, and innovate.

In summary, the future of automotive line integrators and the automation industry will be shaped by technological advancements, changing consumer demands, and global challenges. Companies that can adapt, innovate, and integrate these emerging trends will be well-positioned for success in the coming years.

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