From local player to global leader
PROCUREMENT IN MOTION
Raul Jodar on Driving Global Value and Sustainable Impact at Swissport
As the aviation industry accelerates its transformation, procurement has emerged as a key strategic lever, shaping sustainability outcomes, enabling operational efficiency, and driving innovation at scale. Raul Jodar, Global Procurement Manager at Swissport, brings a fresh perspective to the role, drawing on over a decade of experience in the automotive sector with SEAT and CUPRA, where speed, scale, and supply chain complexity were the norm.
Now leading Swissport’s global procurement transformation, Raul is focused on harmonising processes, embedding ESG across sourcing decisions, and building a data-driven, future-ready procurement function. In this exclusive interview, he shares insights on supplier collaboration, digital enablement, electrification, and how procurement is evolving to support Swissport’s long-term growth, resilience, and sustainability goals.
Professional Journey
Can you walk us through your career path and what led you to your current role as Global Procurement Manager at Swissport?
I began my procurement career in the automotive industry, spending over ten years with SEAT and CUPRA, both brands within the Volkswagen Group. This gave me deep experience in sourcing, supplier management, and global operations. At CUPRA, I was involved in launching the brand from the ground up, which required building the supplier base and procurement strategy under tight timelines. Additionally, the industry-wide shift toward electrification pushed us to adapt our sourcing strategies to emerging technologies and new innovation models. These challenges taught me how to lead cross-functional teams, manage supplier networks, and adapt quickly to change. The environment demanded rigour, speed, and innovation, all while maintaining strong performance under pressure.
In 2024, I joined Swissport as Global Procurement Manager. While aviation is a new industry for me, it shares key traits with automotive: global scale, speed, and complexity. I’ve been able to apply my background to help accelerate procurement transformation, bringing in structured processes and a forward-looking approach. My goal is to position procurement as a driver of long-term value, not just a cost-control function.
Role of Procurement in Business Transformation
How does your role support Swissport’s global strategy and operational excellence, and what are some of the key procurement transformation priorities you oversee?
At Swissport, procurement is a core enabler of operational excellence and global scalability. One of my main responsibilities is leading the shift from a fragmented procurement landscape to a globally harmonised model. This includes implementing category management, standardising processes, and improving spend visibility across the organisation. We focus on developing sourcing strategies that align with business objectives while delivering cost savings and reducing risk. For instance, in categories like temporary labour, we’ve consolidated suppliers and introduced more structured evaluation criteria to drive quality and ensure service consistency. Procurement is no longer viewed as purely transactional. Our teams now work closely with operations and commercial stakeholders to influence decisions early in the process and ensure long-term value. As Swissport continues to expand, procurement must evolve in parallel, becoming more efficient, strategic, and resilient, while upholding compliance and fostering innovation in every aspect of our work.
Sustainable Procurement Practices
Can you share how the company’s Sustainable Sourcing Policy has been implemented and what tangible outcomes you’ve seen so far?
At Swissport, sustainability is central to our procurement strategy. Through our Sustainable Sourcing Policy, we integrate ESG criteria into supplier selection, renewals, and performance evaluations. This ensures we work with partners who align with our environmental and social standards.
We’ve seen tangible progress through increased engagement with certified suppliers, a reduction in the use of high-emission materials, and a growing awareness of sustainability within our internal teams.
We’re also making strides on Scope 3 emissions by collaborating with key suppliers to improve data sharing and transparency. Additionally, our procurement teams receive ESG training to embed sustainability considerations early in the sourcing and decision-making process.
Ultimately, our goal is to make responsible sourcing a lever for competitive advantage — not just a compliance exercise.
Risk Management in Procurement
Swissport screens suppliers for ESG compliance, legal risk, and sustainability performance. How do you manage supplier risk and ensure responsible sourcing across a complex global supply chain?
Managing supplier risk at Swissport requires a proactive and multi-layered approach. We screen strategic suppliers for ESG compliance, financial stability, legal risk, and operational performance. To maintain an up-to-date view of our risk exposure, we combine internal assessments with third-party data and monitoring tools.
Beyond initial screening, we emphasise continuous engagement. We hold regular reviews with critical suppliers to assess performance, address any emerging risks, and reinforce expectations around responsible sourcing.
By embedding these principles into every phase — from supplier selection to ongoing evaluation, we’re building a supply chain that is not only resilient and transparent but also fully aligned with Swissport’s business values and long-term sustainability goals.
AI and Automation in Procurement
With the adoption of AI-powered accounts payable and digital invoice processing at Swissport, how is your procurement team leveraging automation to drive efficiency and transparency?
We’re leveraging automation to streamline procurement operations and enhance decisionmaking. Beyond accounts payable and digital invoice processing, we’re also exploring automation in areas like spend analytics and contract lifecycle management to further increase efficiency and transparency.
These digital capabilities provide faster insights and free up capacity across the team, making procurement more agile and better aligned with the pace of the business. Ultimately, automation isn’t just about speed, it’s about enabling smarter, data-driven sourcing decisions that add long-term value.
Green Procurement and Electrification
Swissport is committed to procuring more electric ground support equipment (eGSE). How are procurement decisions supporting the company’s carbon reduction goals while balancing cost and operational efficiency?
Swissport’s carbon reduction goals are directly reflected in our procurement practices, particularly in the electrification of ground support equipment (eGSE). Our procurement team leads the sourcing of electric vehicles and supporting infrastructure, working closely with OEMs and internal stakeholders across functions.
Each airport presents unique operational requirements, so balancing sustainability with feasibility is essential. We ensure that eGSE investments are evaluated based on lifecycle cost, emissions impact, and technical readiness, not just upfront price.
To reinforce this strategy, we’ve developed supplier frameworks that prioritise electric models and reward innovation. For us, green procurement is not just an environmental initiative — it’s a strategic priority that supports long-term operational performance and resilience.
Partnerships and Collaborations
Swissport’s success is closely tied to its supplier and partner ecosystem. How do you approach strategic collaborations with core partners, and what makes a supplier relationship truly successful?
We view suppliers as long-term partners, not just service providers. Strong relationships are built on transparency, shared goals, and early involvement in the process.
At Swissport, we engage core suppliers at the planning stage, involve them in solution design, and align on performance metrics from the outset. This collaborative approach allows us to co-develop solutions and respond more flexibly to evolving business needs.
The most successful partnerships are those that grow with us, adapting to our requirements, introducing innovation, and demonstrating a shared commitment to continuous improvement.
Our procurement team leads the sourcing of electric vehicles and supporting infrastructure, working closely with OEMs and internal stakeholders across functions
Collaboration Across Business Units
How do you align global procurement strategies with regional teams and internal stakeholders to ensure agility, compliance, and value delivery at scale?
To ensure alignment across regions, we integrate global strategies with local insights. Our governance model includes early engagement with regional procurement leads and internal stakeholders, creating a platform for collaboration from the outset.
This approach allows us to develop sourcing strategies that reflect both global objectives and the operational realities on the ground. By combining central direction with regional flexibility, we’re able to move with greater speed and precision.
The model promotes accountability, accelerates execution, and ensures that procurement consistently delivers value, compliance, and agility at scale.
In 2019, Swissport appointed Travod as its translation and localization vendor after a rigorous tender for competitive pricing, faster delivery times, clear communication protocols and tech-enabled solutions. The partnership centers on Travod’s Client Portal, ISO-aligned processes, and reuse of approved content to deliver significant savings and stronger operational control across languages.
BUDGET IMPACT
The collaboration enabled Swissport to cut annual translation spend by
50%
while centralizing production and strengthening quality under ISO-compliant controls.
CENTRALIZED DELIVERY
All translation requests, scoping, approvals, deliveries, and invoicing run through Travod’s Client Portal, giving Swissport stakeholders one platform for end-to-end project management and real-time budget alignment.
This reduces email traffic, automates workflows, and provides an auditable record for performance reviews.
CENTRALISED PROCUREMENT
QUALITY ASSURANCE
Work follows ISO 17100, 9001, 27001, and 18587 with defined roles, mandatory second linguist review, documented verification, and robust protection of client information security. Translation memory optimization and change control keep terminology up-to-date, ensure full consistency in regulated content, and reduce rework and cost over time.
OPERATIONAL EFFICIENCY
Delivery times improved by 25% on average through streamlined workflows. The subsequent adoption of Human-in-the-Loop AI translation accelerated processes by another
40%
directly supporting operational planning and executive decision-making.
This approach ensures cost optimisation, spend visibility, process automation, improved risk management, and maximal quality control. For Procurement Leaders, this translates into predictable costs, tighter budgetary control, and the ability to make data-driven decisions with confidence.
Founded in 2010, headquartered in Leeds, UK, Travod is a global language service provider with 100+ employees and 5,000+ linguists serving clients in 120+ languages across aviation, manufacturing, automotive, e-commerce, software, e-learning, and other industries.
• Centralized control: all project intake, approvals, delivery, budget aligning and invoicing in one place for operational visibility
• Enterprise integration: API/ TMS connections to existing client systems without governance risk
• Reduced manual work: automated handoffs and workflows that support scale and cost tracking
• Smart Technology: proprietary project management system to run AI-translation projects smoothly and build integrations with clients’ tools and systems
Training and Capability Building
Swissport includes sustainability and ESG training for its procurement teams. What capabilitybuilding initiatives are you prioritising to ensure your team remains future-ready?
We’re investing in upskilling our teams to prepare for the future of procurement. This includes targeted training in ESG principles, digital procurement tools, negotiation techniques, and category management best practices.
We also foster knowledge sharing across regions through internal networks, creating a culture of collaboration and continuous learning. The goal is to build a team of procurement professionals who are confident, strategic, and adaptable in a rapidly evolving environment.
Empowering our people is essential to staying competitive and delivering long-term value across Swissport’s global operations.
Future Outlook for Procurement at Swissport
Looking ahead, what are your strategic priorities for procurement at Swissport, and how do you see the function evolving over the next five to ten years?
Procurement at Swissport is becoming increasingly strategic and technology-driven. Our future priorities include expanding the use of digital tools, enhancing data analytics capabilities, and embedding ESG considerations into every sourcing decision.
We aim to become more predictive and collaborative — anticipating risks, identifying opportunities, and contributing directly to sustainable growth.
In the next five to ten years, procurement will play a central role in Swissport’s transformation by orchestrating value across cost, service, and innovation. It will evolve from a support function into a true strategic partner within the business.
Swissport International is a leading global provider of airport ground services and air cargo handling. Operating in nearly 300 airports across more than 40 countries, Swissport offers passenger services, ramp handling, baggage services, lounge hospitality, and specialty cargo care. Committed to safety, reliability, and sustainability, Swissport delivers high-quality, full-service airport support to airlines, airports, and passengers worldwide.
Raul Jodar Global Procurement Manager