DRIVING PROCUREMENT FORWARD
Kriti Jain on Innovation, Sustainability, and Strategic Impact at Lucid Motors
As procurement is expanding beyond traditional boundaries in today’s dynamic business environment, Kriti Jain, Senior Director of Indirect Procurement at Lucid, is redefining what it means to lead with purpose. With over a decade of experience spanning automotive, retail, technology, and manufacturing sectors, Kriti brings a strategic, tech-enabled, and people first approach to procurement transformation. Her journey from engineering to procurement leadership is marked by a consistent focus on cross functional collaboration, sustainability, and digital innovation.
At Lucid, Kriti has been instrumental in reshaping indirect procurement into a strategic driver of value, streamlining operations, fostering supplier partnerships, and embedding ESG into the sourcing lifecycle. In this executive insight, Kriti shares her perspectives on agile procurement strategies, supplier relationship management, and the future of digital procurement, while emphasising the importance of leadership, team development, and a forward looking mindset.
Professional Journey
Can you share your career path and what led you to your current role as Director of Indirect Procurement at Lucid Motors?
My career has been a journey of continuous learning and growth. I began as a Mechanical Engineer at General Motors, where I focused on emissions certification and regulatory compliance. I later transitioned into procurement and sourcing roles across various organisations, gaining valuable cross-industry experience in sectors such as automotive, aerospace, pharmaceuticals, and retail. These roles helped me build a strong foundation in vendor management, cost optimisation, and supply chain strategy.
A turning point in my career came during my time at Anaplan, where I led a significant procurement transformation. That experience reinforced my passion for strategic thinking and team collaboration— principles I continue to apply in my current role. At Lucid, I’ve redefined procurement from a tactical function into a strategic powerhouse, overseeing a substantial indirect spend portfolio.
Outside of work, I’m deeply committed to supporting STEM education, empowering women in technology, and raising awareness around mental health. My leadership is driven by a strong desire to create a positive impact—both within my organisation and in the broader community.
Strategic Sourcing Initiatives
What strategies have you implemented to optimise procurement processes and ensure cost effectiveness in sourcing
non production goods and services?
In today’s fast-paced, globalised market, procurement is not just a cost-cutting function; it’s a strategic enabler of growth and value. As part of a two-year transformation roadmap for indirect procurement, I focused on aligning procurement with broader business goals and building a more agile, strategic function.
One of the key shifts I led was moving procurement from a transactional, day-to-day purchasing role to a value-driven, strategic function that aligns with business outcomes. Embedding procurement early in business strategy development was essential to this transformation.
I prioritised building strong cross-functional partnerships with Finance, Legal, IT, and Operations to ensure procurement played a central role in delivering business goals efficiently and transparently. Data-driven decision-making became a cornerstone of our approach—we leveraged analytics to forecast demand, make informed sourcing decisions, and optimise supplier relationships based on performance metrics.
To streamline operations, I implemented a centralised system for supplier onboarding and performance tracking, allowing for better risk management and visibility. We also optimised our sourcing strategies by applying market intelligence and category management principles, placing an emphasis on long-term supplier relationships.
I encouraged supplier innovation by involving key partners early in the design and planning process, which not only drove innovation but also led to cost reductions. On the risk side, we developed a comprehensive risk matrix and diversified our supplier base to enhance resilience and minimise supply chain disruptions.
Finally, digital transformation played a critical role. We integrated procurement software like Coupa to automate and standardise processes, driving end-to-end efficiency across the function. Together, these strategies helped me elevate procurement to a trusted business partner and strategic asset, contributing to continued growth and innovation
Supplier Relationship Management
How do you cultivate and maintain strong relationships with suppliers to ensure quality and reliability in the supply chain?
Effective Supplier Relationship Management (SRM) goes far beyond negotiating favorable contracts. It is also about building long-term, mutually beneficial partnerships that drive innovation, resilience, and continuous improvement. In today’s fast-paced, competitive environment, I believe strong supplier relationships are essential to an organisation’s success.
Over the years, I’ve implemented SRM programs that have significantly improved supplier performance, collaboration, and overall supply chain efficiency. A key starting point for me was developing a structured SRM framework. I introduced a Preferred Supplier Program that streamlined our supplier portfolio by rationalising the number of suppliers across categories. This allowed us to negotiate better terms and more effectively leverage supplier capabilities. I also segmented our suppliers based on strategic importance, giving priority to high-impact partnerships.
Regular Executive Business Reviews (EBRs) with top-tier suppliers were critical to performance monitoring. I used scorecards to assess metrics and align on long-term objectives. These sessions fostered transparency, built trust, and ensured accountability. They also helped uncover opportunities for joint improvement, whether by reducing lead times or driving product innovation.
To further enhance value, I encouraged suppliers to collaborate beyond transactional exchanges. We brought them into the R&D process and invited their input on innovation and efficiency. During global supply chain disruptions, these strong partnerships proved invaluable, enabling us to work together, navigate challenges, and ensure continuity of supply.
Ultimately, I’ve found that SRM built on mutual respect, transparency, and shared accountability drives long-term value, operational efficiency, and sustainable competitive advantage. These initiatives helped me transform procurement into a true value-creating partner.
Sustainability in Procurement
How is Lucid Motors integrating sustainable practices within its procurement policies to align with environmental considerations?
Sustainability is core to our mission at Lucid and a key pillar of my procurement strategy. I prioritise suppliers with strong Environmental, Social, and Governance (ESG) credentials, embedding sustainability criteria directly into sourcing decisions to drive both environmental responsibility and cost efficiency.
By incorporating lifecycle costing into procurement decisions, I ensure that the long-term financial and environmental impacts of products and services are fully evaluated. This approach goes beyond immediate cost savings. It takes into account the broader sustainability implications throughout the entire lifecycle of the product or service.
I also apply green contracting principles by aligning supplier agreements with our corporate sustainability targets. This includes embedding eco-friendly standards and ensuring compliance with climate-related goals, focusing specifically on reducing carbon emissions, waste, and energy consumption. In doing so, procurement plays a vital role in advancing climate-conscious business practices.
Collaboration with suppliers is another key component of my strategy. Through joint improvement plans and continuous feedback loops, I foster shared accountability for environmental performance. This ensures that our partners consistently meet evolving sustainability expectations and reinforces alignment with our long-term growth objectives.
By embedding sustainability into every stage of procurement, we are actively shaping a responsible, future-ready supply chain that supports broader organisational commitments to environmental stewardship.
Technological Integration
What role does technology play in enhancing procurement operations at Lucid Motors, and how have digital tools been leveraged for efficiency?
The evolving role of procurement demands deeper integration of technology—not just as a tool, but as a transformative driver. Over the years, I have led several procurement digital transformation initiatives that simplified complexity and enhanced agility. One of the most impactful experiences was leading the overhaul of a Procure-to-Invoice (P2I) system, ensuring it aligned more closely with broader organisational needs. This transformation wasn’t merely a software upgrade—it was about embedding technology across every facet of procurement, from sourcing and contracting to invoicing.
Automation played a crucial role in driving efficiency, particularly in contract management and sourcing workflows. Streamlining these processes resulted in significant time savings, reduced errors, and improved compliance. A key focus was also on embedding advanced analytics into procurement decision-making, enabling real-time insights, smarter sourcing strategies, and improved supplier performance management.
The adoption of AI-powered tools to forecast demand and manage risk further enhanced our ability to respond to dynamic market shifts. These tools empowered procurement teams with predictive capabilities that helped mitigate disruptions and supported more proactive, forward-looking strategies.
By aligning technology with business needs, I have helped evolve procurement at Lucid from a transactional function into a strategic enabler—supporting agility, resilience, and sustained business growth.
Risk Management Strategies
What measures are in place to identify and mitigate risks associated with procurement activities, especially concerning price volatility and supply disruptions?
In today’s dynamic business environment, effective risk management is a key enabler of procurement’s growing strategic impact.. The ability to foresee and mitigate risks is critical to ensuring business continuity. Throughout my career, I’ve employed a combination of predictive analytics, scenario planning, and supplier diversification to manage risks and build resilient procurement strategies.
Predictive analytics has been invaluable in helping me identify potential disruptions early—whether related to geopolitical shifts, natural disasters, or logistics bottlenecks. Using data-driven insights, I’ve been able to assess potential risks in real time and make informed decisions on how to mitigate them, such as shifting to alternative suppliers or adjusting inventory levels.
Supplier diversification has also been a key strategy I’ve used to reduce dependency on any single source, thereby enhancing overall resilience. By developing contingency plans and utilising scenario planning models, I’ve helped ensure that procurement teams are better equipped to respond to sudden disruptions without compromising business continuity.
Ultimately, the ability to remain agile and responsive to using data and strategic foresight—is what enables procurement to not just survive, but thrive in an evolving market.
Team Development and Training
How do you ensure that your procurement team remains skilled and knowledgeable about the
latest industry trends and best practices?
Procurement transformation is as much about people as it is about processes. Building highperforming teams has always been a fundamental part of my approach to driving procurement success. I believe strong, capable teams are the foundation upon which every procurement initiative rests, and investing in their growth leads to a more dynamic and innovative procurement function. In practice, this means providing mentorship to emerging leaders, fostering a culture of accountability, and creating opportunities for continuous learning. A critical aspect of team development for me is aligning team goals with the broader organisational strategy. By clearly communicating procurement’s role in delivering value and supporting business objectives, I help my teams gain a deeper understanding of their impact, which leads to greater engagement and motivation.
At the heart of every successful procurement team is collaboration. I make it a point to encourage cross-functional collaboration—not only to build stronger internal relationships, but also to support more informed and effective decision-making. I’ve seen firsthand how teams that are empowered to lead initiatives, innovate, and share new ideas are better positioned to adapt and grow in an evolving business environment.
By investing in people through training, coaching, and leadership development, I ensure that the procurement function can continue to adapt, grow, and deliver long-term value.
Adapting to Market Changes
How does the procurement team stay agile and responsive to market fluctuations and supply chain disruptions?
In today’s fast-paced business world, agility and resilience are not just buzzwords—they are essential qualities for procurement to thrive. I’ve found that the ability to adapt quickly to changing market conditions, customer demands, or supply chain disruptions is critical. Over the years, I’ve implemented agile procurement strategies specifically designed to respond swiftly to change and ensure business continuity.
Real-time market monitoring tools and dynamic sourcing strategies have been key to staying ahead of market volatility. This approach allows my team to make quick adjustments—whether scaling operations to meet new demand, managing inflationary pressures, or pivoting suppliers in response to disruptions. That flexibility to shift sourcing strategies, renegotiate contracts, and dynamically manage suppliers has ensured that procurement remains closely aligned with broader business needs, even during periods of uncertainty.
Equally important to me is embedding a culture of resilience within procurement teams. I focus on fostering a mindset of flexibility, where change is viewed as an opportunity rather than a challenge. In doing so, procurement becomes a proactive enabler of business growth—not just a reactive function. In a constantly evolving landscape, I believe resilience allows procurement not only to withstand challenges, but to emerge stronger, more innovative, and better prepared for what comes next.
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Cost Management Strategies
What approaches are taken to ensure cost effectiveness in procurement without compromising on quality and service delivery?
Cost management in procurement has evolved beyond simple cost-cutting exercises to focus on creating long-term value. While managing costs effectively remains a priority for me, the approach I take emphasises balancing short-term savings with long-term strategic benefits. One of the key frameworks I’ve used is Total Cost of Ownership (TCO), which ensures that procurement decisions account for not just the initial purchase price, but also the broader impact on the organisation’s bottom line.
Strategic supplier consolidation has also proven highly effective in driving cost efficiency without compromising on quality or service levels. By consolidating suppliers across categories, we’ve been able to reduce redundancies, lower administrative overhead, and improve our leverage in negotiations. However, I believe that cost management isn’t solely about reducing spend—it’s about aligning procurement decisions with broader company objectives such as sustainability, innovation, and operational excellence.
Ultimately, creating value beyond savings means cultivating strong supplier relationships and fostering collaboration. This long-term approach ensures that procurement contributes not just to cost reduction but to the strategic success of the business—delivering sustained value to all stakeholders.
Future Outlook for Procurement
Looking ahead, what are your key objectives for advancing the procurement function at Lucid Motors, particularly concerning innovation and sustainability?
We continue to embrace the evolution of procurement into a strategic, value-driven function— grounded in digital fluency, agility, and alignment with sustainability goals. As we build on this transformation, our focus remains on equipping our teams with the tools, technologies, and mindset needed to thrive in a fast-changing environment. Innovations like AI-powered forecasting and predictive analytics are already enhancing our ability to make data-driven decisions and proactively manage risk.
Strong, inclusive leadership remains central to our approach. It’s about more than just providing resources—it’s about cultivating a culture where diverse perspectives are welcomed, collaboration is second nature, and individuals feel empowered to lead change. We continue to foster an environment of continuous learning and development, enabling our teams to quickly adapt to evolving market dynamics and business needs.
Sustainability is not a new initiative—it is a core principle that we actively embed into our procurement strategies. By integrating ESG considerations into our decision-making processes, we aim to contribute to long-term, responsible growth.
As our teams navigate changing roles and new challenges, we reaffirm the value of transferable skills, a growth mindset, and resilience. These qualities remain essential to staying future-ready. Our procurement teams are not just responding to today’s needs—they are actively shaping the future and driving sustainable, strategic impact across the organisation.
Lucid is a Silicon Valley-based technology company focused on creating the most advanced EVs in the world. The award-winning Lucid Air and new Lucid Gravity deliver best-in-class performance, sophisticated design, expansive interior space and unrivaled energy efficiency. Lucid assembles both vehicles in its state-of-the-art, vertically integrated factory in Arizona. Through its industry-leading technology and innovations, Lucid is advancing the state-of-the-art of EV technology for the benefit of all.
Kriti Jain Senior Director of Indirect Procurement