A STRONGER CHALLENGER BUSINESS
DRIVING STRATEGIC IMPACT
Karim Kerkor on Procurement Excellence at Imperial Brands
With over a decade of experience leading procurement across global FMCG giants, Karim Kerkor brings a nuanced, forward thinking approach to his role as Procurement Business Partner for Asia, the Middle East, and Turkey at Imperial Brands. In this exclusive interview, Karim shares his professional journey, insights on digital transformation, supplier relationship management, and strategies for building resilience in a rapidly evolving procurement landscape. From aligning procurement with business goals to championing sustainability and mentoring the next generation of professionals, Karim reveals how he’s helping shape a procurement function that is both agile and strategically influential.
Professional Journey
Can you share your career path and what led you to your current role as Procurement Business Partner at Imperial Brands?
I am Egyptian, born and raised in Egypt. I graduated from the American University in Cairo with a BSc in Mechanical Engineering and later earned a Master’s degree from Edinburgh Business School. My career began in the construction industry, but I soon transitioned to the FMCG sector, starting as a production planner for Unilever in Egypt.
My journey in procurement began when I joined Nestlé as a Buyer, managing the indirect spend for the Egyptian market. This role marked the start of my extensive experience in steering procurement strategies. Over the years, I have climbed the career ladder, taking on increasingly significant roles across various leading FMCG companies. I have led the procurement function for the GCC region in the indirect field at renowned organisations such as PepsiCo, Mars, and Amazon.
In 2023, I joined Imperial Brands as a Cluster Procurement Business Partner, where I manage indirect procurement for Asia, the Middle East, and Turkey, covering both factories and markets. My career path has equipped me with a deep understanding of the procurement landscape across different regions and industries, allowing me to drive value and efficiency in every role I undertake.
Role of a Procurement Business Partner
As a Procurement Business Partner, how do you collaborate with various departments within Imperial Brands to align procurement strategies with overall business objectives?
As a Procurement Business Partner at Imperial Brands, my role is to ensure that procurement strategies are seamlessly aligned with overall business objectives. Procurement is an enabling function, and understanding the broader goals and targets of the business is essential for successful collaboration.
The organisation’s five year plan is shared across all functions, forming the foundation upon which procurement objectives are built. I ensure that procurement has a seat at the table with the cluster leadership to discuss business needs, provide procurement support, and share achievements. This involvement is crucial for aligning procurement strategies with the wider business goals.
On a more granular level, I hold regular meetings with key stakeholders in each market to discuss detailed plans. These meetings help ensure that business goals are met without compromising procurement priorities. Open and consistent communication is key to achieving both sets of objectives.
By emphasising the strategic role of procurement and fostering a deep understanding of business needs, I’m able to drive value and efficiency. Transparent and ongoing dialogue with various departments ensures procurement strategies not only align with but actively support the company’s overall direction.
Implementation of SRM Connect
Imperial Brands has introduced SRM Connect to enhance supplier relationships. How has this program transformed your approach to working with strategic suppliers, and what benefits have you observed?
The introduction of SRM Connect at Imperial Brands has significantly transformed our approach to working with strategic suppliers. This program provides a well structured performance review framework that involves key internal and external stakeholders. By conducting deep dives into deliverables and comparing SLAs against business needs and expectations, SRM Connect enables focused communication that helps identify both strengths and areas for improvement.
This structured approach not only enhances our ability to drive innovation but also supports the business by ensuring procurement objectives are consistently met. One of the key benefits of SRM Connect is its emphasis on long term relationship building with our suppliers. It allows us to foster stronger, more collaborative partnerships that align with our strategic goals.
Implementing SRM Connect came with its challenges. One of the primary hurdles was ensuring all stakeholders, both internal and external, were aligned with the new processes and expectations. This required extensive communication and training to ensure everyone understood the benefits and functionality of the platform.
Overall, SRM Connect has been instrumental in creating a more transparent and effective supplier management process. It’s a journey that has just begun, but it’s already contributing to the success of our procurement function and supporting broader business objectives.
Digital Transformation in Procurement
The company has undertaken digital initiatives to reshape its strategic sourcing process. Can you discuss the impact of these digital tools on procurement efficiency and decision making?
At Imperial Brands, we fully embrace technology and digital transformation. In procurement, we have adopted several digital platforms to enhance data gathering, negotiations, and analysis. These tools are essential in providing us with a clear understanding of past performance, which helps us build more accurate forecasts for the future.
Digital tools play a significant role in monitoring, tracking, and securing optimal outcomes for the organization. They enable us to make more informed decisions, increase efficiency, and drive value through e-tenders, RFQs, and other platforms. Additionally, savings trackers help us demonstrate the value generated by our activities year over year.
By leveraging these tools, we have created efficiencies that streamline our processes and enable faster, data-driven decision-making. For example, e-tenders and RFQs allow us to quickly gather and compare bids, ensuring we secure the best deals. Savings trackers provide real-time insights into cost savings, helping us align procurement outcomes with our strategic goals.
However, it’s important to emphasise that these tools are enablers, not replacements, for the human factor. The expertise and judgment of our procurement professionals remain essential to using digital tools effectively. Their insights and experience are critical in interpreting data and making strategic decisions.
By integrating digital initiatives into our strategic sourcing process, we have reshaped our approach to procurement, resulting in improved efficiency and more effective decision making.
Sustainability in Procurement
How does Imperial Brands integrate sustainability into its procurement practices, and what role do you play in promoting responsible sourcing?
At Imperial Brands, responsible sourcing is at the heart of every procurement activity. The Global Procurement team has developed a comprehensive Supplier Code of Conduct built around the core pillars of responsible sourcing: ethical practices, environmental sustainability, and social consciousness. This code ensures that all our suppliers share our vision and adhere to the same high standards.
In my role, I actively promote and enforce this code by working closely with our key suppliers to ensure their commitment to its principles. Through open communication and strong partnerships, we collaborate to drive sustainable practices throughout our supply chain.
I also play a key role in embedding sustainability into our procurement strategies by identifying and sourcing from suppliers who prioritise ethical and environmentally responsible operations. This not only supports our commitment to responsible sourcing but also contributes to achieving our broader business objectives.
By integrating sustainability into our procurement practices, we help build a more responsible and resilient supply chain, one that aligns with our ethical, environmental, and social values while contributing to a more sustainable future.
Managing Supply Chain Risks
In light of global supply chain disruptions, what strategies have you implemented to ensure resilience and continuity in Imperial Brands’ supply chain?
Supply chain is the backbone of any industry. With the ever changing global geopolitical environment, agility and resilience are key attributes for supply chain success. As a procurement professional, I continuously monitor geopolitical developments, forecast their potential impacts, and act based on thorough risk assessments to stay ahead of potential disruptions.
To ensure resilience and continuity in Imperial Brands’ supply chain, I have implemented several key strategies:
• Proactive Risk Assessment: Regular analysis and forecasting of potential risks allow us to anticipate disruptions and prepare accordingly. This involves staying informed about global events and evaluating their potential impacts on our supply chain.
• Supplier Diversification: Reducing dependency on any single source by diversifying our supplier base ensures we have alternative suppliers ready to step in if disruptions occur.
• Developing Contingency Plans: We always maintain a Plan B. By working closely with our key supply chain partners, we develop and regularly update contingency plans that can be activated when needed. These include alternative sourcing options and logistical arrangements.
• Strengthening Supplier Relationships: Strong, collaborative relationships with our suppliers lead to better communication and faster cooperation during times of disruption. This helps us quickly address and resolve issues as they arise.
By implementing these strategies, we have built a resilient and agile supply chain that can withstand global challenges and maintain operational continuity.
Cost Optimisation and Value Creation
How do you balance cost optimisation with the need to maintain quality and innovation when selecting and managing suppliers?
Balancing cost optimisation with the need to maintain quality and innovation is a critical aspect of procurement at Imperial Brands. Quality is non-negotiable. We begin by shortlisting suppliers based on a rigorous quality assessment, any supplier that does not meet our minimum quality requirements is not invited to participate in the tender process.
To maintain this balance, we implement several key strategies:
• Strategic Supplier Selection: We carefully select suppliers who not only offer competitive pricing but also demonstrate a strong commitment to quality and innovation. This involves thorough evaluations and assessments to ensure they align with our standards.
• Total Cost of Ownership (TCO) Analysis: Rather than focusing solely on the initial purchase price, we evaluate the total cost of ownership, which includes maintenance, operational costs, and innovation potential. This holistic approach ensures cost savings are achieved without sacrificing quality or innovation.
• Collaborative Partnerships: We build strong, collaborative relationships with our suppliers. Through close cooperation, we identify opportunities for cost savings while promoting innovation. Regular communication and joint initiatives help align our goals and deliver mutual value.
• Performance Monitoring: Ongoing monitoring of supplier performance ensures they consistently meet our quality and innovation benchmarks. We use key performance indicators (KPIs) to track results and address issues promptly.
• Encouraging Innovation: We actively encourage our partners to share innovations and new ideas, which are then taken through validation and testing. Our SRM program supports this by recognising and rewarding supplier innovation efforts.
• Risk Management: We carefully assess and manage risks associated with cost optimisation. This includes evaluating the potential impact on quality and innovation and implementing measures to mitigate any adverse effects.
By integrating these strategies, we ensure our cost optimisation efforts do not compromise the high standards or innovative spirit that are essential to our success. This balanced approach allows us to create lasting value for the organisation while fostering a culture of continuous improvement.
Future Trends in Procurement
What emerging trends do you foresee in the procurement landscape, and how is Imperial Brands preparing to adapt to these changes?
The procurement landscape is continuously evolving, and several emerging trends are set to shape its future. At Imperial Brands, we are proactively preparing to adapt to these changes to stay ahead of the curve. We do not adopt any new technology without thorough review and confidence in its effectiveness.
To maintain this balance, we implement several key strategies:
• Artificial Intelligence and Automation: AI and automation are transforming procurement by increasing efficiency and accuracy. Machine learning and robotic process automation (RPA) are being used to automate routine tasks such as invoice processing and spend analytics. While we have not yet adopted these tools, we are actively exploring their potential and evaluating their fit for our operations.
• Sustainability and ESG Goals: There is a growing emphasis on sustainability and environmental, social, and governance (ESG) goals in procurement. Companies are increasingly focused on responsible sourcing and reducing their carbon footprint. At Imperial Brands, we have already integrated sustainability into our procurement practices and remain committed to promoting responsible sourcing.
• Digital Tools and Cloud Based Solutions: Digital platforms are revolutionising procurement by offering real time data and analytics. Cloud based solutions provide greater flexibility, scalability, and cost efficiency. We have adopted various digital tools to enhance our strategic sourcing process and improve overall procurement efficiency.
• Talent Development and Workforce Diversity: The procurement workforce is becoming more diverse, encompassing a mix of generations, genders, and ethnic backgrounds, each bringing different skills and perspectives. We are investing in talent development to attract and retain top talent, ensuring our team is prepared to meet future challenges.
• Risk Management and Resilience: In today’s volatile geopolitical environment, risk management and supply chain resilience are more important than ever. We continuously monitor potential risks and develop contingency plans to ensure supply chain continuity.
By staying informed about these emerging trends and proactively evolving our strategies, Imperial Brands is well positioned to navigate the future of procurement and continue delivering value across the organisation.
Advice for Aspiring Procurement Professionals
Drawing from your experience, what guidance would you offer to individuals aspiring to excel in procurement roles within the fast moving consumer goods (FMCG) industry?
Develop a Strong Foundation: Start by building a solid understanding of procurement principles and practices. Gain experience across various areas, such as sourcing, negotiation, and supplier management. A strong foundation will serve you well as you progress in your career.
Understand the Business You Are In: Procurement is an integral part of the business and contributes to value creation through not only cost savings, but also risk mitigation and innovation. Understanding the business and speaking its language is imperative for driving value.
Embrace Technology: The FMCG industry is rapidly evolving, and technology plays a critical role in procurement. Familiarise yourself with digital tools and platforms that enhance data analysis, negotiations, and decision making. Staying current with technological advancements will give you a competitive edge.
Focus on Relationship Building: Procurement is not just about transactions, it’s about building strong relationships with suppliers and stakeholders. Develop your communication and interpersonal skills to foster collaborative partnerships that drive long term value.
Stay Agile and Resilient: The FMCG sector is dynamic and subject to frequent changes. Cultivate agility and resilience to adapt to new challenges and opportunities. Being proactive and flexible will help you navigate disruptions and maintain continuity in your supply chain.
Invest in Continuous Learning: The procurement landscape is constantly evolving, so it’s essential to keep learning. Pursue professional development, attend industry events, and stay informed about emerging trends. Continuous learning will help you stay ahead of the curve.
Leverage Data: Data driven decision making is key to successful procurement. Develop strong analytical skills to interpret data and make informed decisions. Use data to identify opportunities for cost savings, efficiency gains, and innovation.
Seek Mentorship: Find mentors who can guide you and share their experiences. Learning from seasoned professionals provides valuable insight and helps you navigate your career path more effectively.
Be Ethical: Uphold high ethical standards in all procurement activities. Integrity and transparency are essential to building trust with suppliers and stakeholders. Ethical practices are the foundation for long term success and sustainability.
Stay Passionate: Lastly, stay passionate about your work. Procurement can be challenging, but it’s also highly rewarding. Your enthusiasm and dedication will drive you to excel and make a meaningful impact.
Imperial Brands is a global consumer-focused business and the world’s fourth-largest international tobacco company. Headquartered in Bristol, UK, it operates in over 120 markets, offering a diverse portfolio of combustible tobacco products and next-generation alternatives such as vapes, heated tobacco, and nicotine pouches. With a strong challenger mindset, Imperial Brands is committed to innovation, harm reduction, and delivering long-term value for shareholders.
Karim Kerkor AMET Procurement Business Partner
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