The Procurement Ledger - April 2025

Building a Culture of Innovation in Procurement:

Maria Villablanca on Empowering Teams for Transformation

Strategic Procurement in a Disruptive World:

Nishish Saxena on Driving Innovation, Collaboration, and Sustainability at Maersk

Pioneering Procurement Excellence: An Interview with Youssouf Djire, Founder & CEO of 3novex Global

Dear Readers,

Welcome to the latest edition of The Procurement Ledger, where we spotlight the innovators shaping the future of procurement.

This month, we feature Maria Villablanca, CEO of Villablanca Consulting, who shares her insights on transforming procurement into a strategic, agile function. Khalid Alothman, Head of Procurement Excellence at Qiddiya, discusses building agile systems for Saudi Arabia’s largest projects, while Nishish Saxena, Head of Procurement at Maersk, highlights sustainability and innovation in global supply chains.

In our Executive Insight series, Bassem Salama, Director at Americana Foods, discusses procurement agility in overcoming challenges, and Youssouf Djire, Founder & CEO of 3novex Global, shares his vision for the future of procurement events.

Sebastian Chua, Chairman of The Procurement Council under Supply Chain Asia, reflects on leadership and digital transformation, and Aqil Alghamdi, Head of Procurement at KAUST, shares insights into enhancing operational efficiency in research institutions.

We also feature Alice Kwek, Director of Procurement at Pan Pacific Hotels Group, and Atta Deaibes, Procurement leader at Alef Education, who discusses supplier management and digital transformation in the EdTech sector. Mohamed Fouad, international expert in logistics and supply chain, emphasises the importance of risk mitigation, while Saimoni Veramu, Head of Procurement at Fiji Procurement Office, talks about innovation in public procurement.

Additionally, Ebru Sebat, Global Operations and Supply Chain Director at Norwex, leads sustainability efforts in supply chain management, and Dojo Esquivel, General Manager at Club Assist, discusses building resilient supply chains.

Lastly, Nadeem Arif, Senior Procurement Officer at the Department of Energy, Environment and Climate Action, provides insights on integrating cybersecurity into procurement strategies.

Packed with valuable insights, this edition offers a comprehensive look at how procurement is evolving to meet new challenges.

Enjoy the read!

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BUILDING A CULTURE OF INNOVATION IN PROCUREMENT

Maria Villablanca on Empowering Teams for Transformation

As the CEO and Founder of Villablanca Consulting, Maria Villablanca has been a driving force behind transforming procurement into a more strategic, agile, and innovative function. With a deep passion for empowering teams to challenge the status quo, Maria has cultivated a culture where innovation thrives, enabling her company to stay ahead of the curve in an ever-evolving business landscape.

In this exclusive interview, Maria shares insights gained from hundreds of conversations with leading professionals through her Transform Talks podcast series and the TFEST event for supply chain and procurement leaders. She discusses the mindset shifts necessary for procurement to evolve beyond traditional cost-cutting roles, emphasizing the importance of leadership, cross-functional collaboration, and agility in driving sustainable procurement practices. Maria also highlights how thought leadership and knowledge-sharing play a crucial role in shaping the future of procurement.

What role has digital transformation played in reshaping procurement operations?

Digital transformation has completely redefined procurement, shifting it from a tactical function to a strategic powerhouse.

It’s not just about cost-cutting anymore— it’s about agility, resilience, and datadriven decision-making. Automation has eliminated tedious manual tasks, AI is enhancing supplier risk management,

and real-time data visibility has revolutionised supply chain transparency. In today’s world, procurement leaders must think beyond transactions and embrace digital tools that enable strategic supplier partnerships, sustainability, and risk mitigation. Those who are still relying on outdated, reactive processes are already falling behind.

How do you assess the return on investment (ROI) for digital procurement tools?

ROI in digital procurement goes beyond simple cost savings—it’s about efficiency, risk reduction, and long-term value creation. The key is looking at tangible metrics: reduced cycle times, fewer procurement errors, better contract compliance, and enhanced supplier performance. But there’s also the strategic impact— improved agility, sustainability reporting, and the ability to predict supply chain disruptions before they happen. A strong digital procurement strategy pays for itself by delivering resilience, competitive advantage, and insights that drive smarter business decisions.

What technologies have had the biggest impact on streamlining procurement processes?

AI and machine learning have been gamechangers, enabling predictive analytics, supplier risk assessments, and automated decision-making. Cloudbased procurement platforms have enhanced visibility and collaboration, breaking down silos between procurement, finance, and supply chain teams. Then there’s blockchain, which has huge potential for

improving traceability and trust, particularly in complex global supply chains. And, of course, automation— whether it’s robotic process automation (RPA) or AIdriven contract management—has removed much of the manual workload, allowing procurement teams to focus on strategic priorities.

How do you approach the challenge of integrating new technologies with legacy systems?

Integrating new technologies with legacy systems is always a balancing act. The key is prioritising interoperability—choosing flexible, cloud-based solutions that can connect with existing infrastructure rather than trying to rip and replace everything at once. A phased approach works best, starting with

quick-win integrations that demonstrate value early. Leadership buy-in is crucial, as is change management—people resist new systems when they don’t understand the benefits. Successful integration is less about the technology itself and more about ensuring the organisation is ready to embrace it.

How have you fostered a culture of innovation within procurement teams?

Innovation isn’t just about technology—it’s about mindset. Procurement teams need to feel empowered to challenge the status quo, experiment with new tools, and rethink traditional processes. That starts with leadership setting the tone: encouraging collaboration, rewarding forward-thinking initiatives, and providing the right training and resources. Cross-

functional partnerships also play a huge role—bringing procurement closer to finance, IT, and supply chain teams fosters an environment where innovation thrives. And, crucially, we need to move away from a pure cost-cutting mentality and towards a valuedriven approach that embraces agility, sustainability, and resilience.

BUILDING RESILIENCE AND AGILITY IN MEGA EVENT PROCUREMENT

Khalid Alothman on Leading Procurement at FIFA

World Cup Qatar 2022

With extensive experience in procurement and supply chain management, Khalid Alothman, currently working at Qiddiya, is at the forefront of driving procurement transformation for one of Saudi Arabia’s most ambitious projects. As Qiddiya prepares to become a world-class destination for entertainment, sports, and arts, Khalid’s leadership in procurement is key to ensuring that operations run smoothly, suppliers are strategically aligned, and procurement practices are agile enough to respond to the ever-changing demands of a mega project.

In this exclusive interview, Khalid reflects on his experience with the FIFA World Cup Qatar 2022 (Q22) and shares his insights on how he established an agile procurement function, navigated supply chain disruptions, and built strong, reliable supplier relationships. He discusses how the lessons learned from leading procurement for high-profile events, like the FIFA World Cup, helped shape his approach to procurement excellence. Khalid also highlights the importance of adaptability, innovation, and collaboration within procurement, and how these values are essential to the long-term success of Saudi Arabia’s ambitious vision.

How Do You Establish an Agile Procurement Function for a Mega Event like the World Cup?

When setting up a procurement function or optimising an existing one, every step of the process must be scrutinised. Simply following “best practices” or relying on benchmark exercises might not always serve the best interests of the organisation. Each process must be logical, add value to stakeholders, and align with the organisation’s unique objectives. There’s no universal “right” way to implement best practices— what works for one company might not work for another. Understanding what the board and top management expect from procurement, the nature of operations, and budget constraints is key to designing effective policies and procedures.

When I developed the procurement function for Q22, I couldn’t rely solely on my previous experience in oil and gas or semi-government entities. I had to challenge everything I knew about procurement processes. A tender committee might be useful for additional control but wouldn’t support agility. Capping change orders at 10–20% in the policy makes sense for construction projects but not for simple services. I involved internal stakeholders in the process who could genuinely add value rather than create unnecessary layers of bureaucracy. This approach allowed us to establish controls while maintaining flexibility and speed.

How Did You Adapt Your Procurement Strategies to Respond to Change

Leading Up to the World Cup?

The initial procurement objectives for Q22 were designed to handle FIFA World Cup operational requirements alongside corporate needs. However, plans had to shift quickly when we were tasked with running a test event—the FIFA Arab Cup 2021—just one year before the World Cup.

This required a fundamental change in approach. Instead of issuing separate, specific tender packages for the World Cup, I took a more strategic approach by bundling requirements for both events. We also secured framework agreements with flexible terms to accommodate additional requirements leading up to both tournaments. This approach benefited both FIFA and the suppliers. Strong performance in the Arab Cup effectively guaranteed a supplier’s role in the World Cup, while we locked in the best prices and contract terms well in advance.

How Did You Overcome Supply Chain Disruptions During the COVID-19 Pandemic?

The COVID-19 pandemic triggered a global semiconductor shortage, leading to supply chain disruptions, inventory shortages, and rising IT equipment costs. Our initial strategy—call-off agreements with storage at local suppliers’ facilities— was effective under normal circumstances but wasn’t suited for a crisis of this scale.

As soon as the shortage became evident, I pivoted our approach. First, I worked with the IT department to reassess equipment specifications, expanding the pool of acceptable alternatives. I also widened our supplier network, reaching out to both local and regional vendors to secure stock. And sometimes, procurement requires going beyond the usual corporate channels— visiting small, independent retailers proved to be a crucial move in sourcing the equipment we needed.

Why Are Strong Supplier Relationships Key to Successful Contracting for a High-Profile Event Like the World Cup?

The World Cup for Qatar was a once-in-a-lifetime opportunity—there’s no second chance to get it right. You can ask for bid bonds and performance guarantees, but if a project fails, no amount of paperwork, lawsuits, or cash will fix it. That’s why our procurement approach prioritised strong supplier relationships and risk mitigation.

Testing suppliers through the Arab Cup and other events helped us build trust while ensuring reliability. Understanding FIFA’s buying power and the suppliers’ positions in the supply chain was also key. We identified backup suppliers in case of disruptions and, for some projects, consciously split the scope between multiple suppliers to enhance efficiency and reduce risk.

How Did You Build Procurement Agility and a Strong Team for the World Cup?

In organisations with well-established procurement functions, robust control measures often come with bureaucracy and long procurement cycles. These systems are effective, but they rely more on process than people. In contrast, an agile procurement function depends on talent, leadership support, and efficient decision-making.

At Q22, I was fortunate to recruit and train a team of top-tier professionals, backed by leadership that understood procurement’s strategic value. This combination allowed us to strike a balance between control and flexibility, ensuring that procurement supported—not hindered—the success of the best World Cup ever.

STRATEGIC PROCUREMENT IN A DISRUPTIVE WORLD

Nishish Saxena on Driving Innovation, Collaboration, and Sustainability at Maersk

With over a decade of experience in procurement and supply chain management, Nishish Saxena, Head of Procurement for Ports and Terminals at Maersk, is at the forefront of transforming procurement into a strategic enabler for business growth. Leading procurement efforts across the Indian Subcontinent, Middle East, and Africa, Nishish is focused on strengthening supplier relationships, embedding sustainability into decision-making, and fostering cross-functional collaboration to navigate an ever-evolving global trade environment.

In this exclusive interview, Nishish shares insights on Maersk’s procurement strategy, the importance of trust-driven supplier partnerships, and how procurement is evolving beyond cost management to drive innovation, operational resilience, and long-term value creation. He also discusses Maersk’s ambitious sustainability goals and how procurement is playing a pivotal role in reducing carbon emissions. From leveraging technology to enhancing team development and risk management, Nishish provides a deep dive into the evolving role of procurement in shaping the future of global supply chains.

Professional Journey

Can you share your career path and what led you to your current role as Head of Ports and Terminals Procurement at Maersk?

I started my career as a Management Trainee in a small, family-owned company in West Africa, where I managed fish and poultry procurement. This hands-on experience gave me a deep understanding of supplier relationships and how procurement decisions directly impact the P&L. In 2012, I joined Maersk’s procurement team, working across different categories and geographies.

Over the past decade, I’ve had the opportunity to lead teams, with a strong focus on coaching and mentoring. Six years ago, I relocated to Dubai as the Head of Ports and Terminal Procurement for the Indian Subcontinent and the Middle East, and my role has since expanded to include Africa. This position enables me to drive strategic initiatives and build strong supplier partnerships, contributing to Maersk’s broader vision for efficiency and innovation in procurement.

Procurement’s Role in Regional Operations

How does the procurement function support Maersk’s operations across the Indian Subcontinent and Middle East, particularly in ports and terminals?

At Maersk, our core focus is being a reliable partner to our customers, which means our operations teams work around the clock to ensure that cargo moves seamlessly—whether it’s arriving at factories, warehouses, or ports on time.

To put things into perspective, some of our vessels span the length of four football fields and can displace around 55,000 tonnes when empty—that’s the equivalent weight of approximately 7,857 African elephants. Ensuring these massive ships can berth, unload, and depart efficiently requires meticulous coordination at ports and terminals. These facilities serve as key nodes where containers— often likened to giant Lego blocks—are either discharged for local distribution, connected to other ports, or loaded as exports to be delivered worldwide.

I firmly believe that a supply chain is only as strong as its weakest link. Our suppliers are an essential part of this chain, and for Maersk to fulfill its commitment to customers, procurement plays a crucial role in securing the right suppliers—balancing cost with quality to maintain operational excellence and reliability.

Sustainable Procurement Practices

What initiatives have you implemented to ensure that procurement processes align with Maersk’s commitment to sustainability and reducing carbon emissions?

At Maersk, sustainability is not just an aspiration—it’s a fundamental part of our business strategy. In 2018, we set an ambitious target to achieve carbon neutrality by 2050, which we have since accelerated to 2040. Reducing our carbon footprint, whether through direct emissions (Scope 1) or supply chain impact (Scope 3), is embedded in our daily decision-making and procurement processes.

In our region, we actively seek suppliers who share our commitment to sustainability. This ensures that environmental responsibility is not just a point of negotiation but a mutual priority. Our approach focuses on two key areas:

1. Encouraging Supplier Investment: Where sustainable solutions require financial commitment, we work closely with suppliers to provide business assurances that support long-term investment in greener technologies and processes.

2. Process Optimisation: Many sustainability gains can be achieved through efficiency improvements rather than financial investment. We integrate clear service-level agreements into contracts to drive the right behaviors, ensuring that sustainability remains a core focus in supplier performance.

By embedding sustainability into procurement, we are not only aligning with Maersk’s decarbonisation goals but also creating a more resilient and environmentally responsible supply chain.

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Supplier Relationship Management

How do you cultivate and maintain strong relationships with suppliers to ensure quality, reliability, and alignment with Maersk’s values?

For me, supplier relationship management (SRM) is fundamentally about building trust. Strong partnerships require commitment and investment from both sides, and like any meaningful relationship, they take time to develop. As the saying goes, “Rome wasn’t built in a day,” and the same applies to SRM.

One of the most common challenges I’ve observed is that while supplier relationships often start with enthusiasm and high expectations, over time, engagement can diminish, leading to communication gaps and misalignment. The key to avoiding this is consistency—ensuring regular touchpoints, structured engagement, and open communication to maintain alignment. Another crucial element is senior leadership buy-in. Procurement alone cannot drive the SRM agenda; it requires active sponsorship and involvement from executive leadership across both organisations. When the leadership teams are engaged, SRM initiatives are far more effective and deliver greater long-term impact.

At Maersk, we have deliberately focused on these aspects, and as a result, we’ve seen significant success in our supplier partnerships. Procurement serves as the advocate for suppliers within the organisation, ensuring their value is recognised and that both sides work together towards shared goals. It’s a responsibility we take seriously, and one that ultimately contributes to Maersk’s operational excellence and strategic objectives.

Risk Management Strategies

What measures are in place to identify and mitigate risks associated with procurement activities, especially considering the unique challenges in the ports and terminals sector?

Risk management is becoming increasingly relevant in procurement, especially given the current geopolitical environment and the unpredictability it brings. However, for procurement to be truly effective in managing risk, it must invest time in understanding both the organisation’s business model and priorities, as well as the supplier’s business model and challenges.

This is why I encourage my team members to step away from their desktops and spend time engaging with business stakeholders and suppliers. At Maersk, we dedicate time to understanding the concerns of our suppliers in ports and terminals, whether related to shifting trade patterns, regulatory changes, or technological advancements. This direct engagement enables us to anticipate risks and prepare more effectively.

By maintaining close relationships and open communication with our suppliers, we ensure that we are not just reacting to risks but proactively mitigating them. This approach helps us navigate the complexities of the ports and terminals sector while maintaining operational efficiency and reliability.

Supporting Maersk’s Strategic Goals

How does the procurement function align with and support Maersk’s strategic objectives in the region, particularly concerning expansion and customer service?

Our customer is at the heart of everything we do, which means ensuring a resilient and responsive operation at all times. Since we don’t own assets everywhere—nor do we intend to—our suppliers play an integral role in fulfilling our promise to customers. Procurement’s role is to work closely with these suppliers to uphold the highest service levels and drive operational excellence.

The approach in our region is no different. We engage proactively with our key suppliers, not only to maintain high service standards but also to enable the development of new products that align with our evolving business needs.

For procurement, the focus is on creating value for the business through collaboration—both with suppliers and internal stakeholders. This collaboration must be consistent and strategic, ensuring procurement is not just a support function but a driving force in Maersk’s growth and service excellence. Strengthening our collaborative capabilities is essential for procurement to continue adding value and advancing Maersk’s regional and global objectives.

Team Development and Training

What steps do you take to ensure your procurement team remains skilled and knowledgeable about the latest industry trends and best practices?

I am a strong believer in investing in talent and ensuring that team members continuously upskill to stay relevant in this ever-evolving business environment. The first step is helping them develop a structured career plan. Once they have a clear understanding of their aspirations, it becomes easier to identify skill gaps and tailor development initiatives accordingly.

I also believe that resources for learning and growth are available, but it is up to leaders to prioritise elevating the capabilities of their teams. Many procurement leaders acknowledge the importance of training and development, but often, they either lack the bandwidth or the intent to make it a strategic focus. Leaders must actively invest time in the development of their teams—it should not be an afterthought.

A key reflection for any leader is to assess how much time they are dedicating to their own growth. A leader with a growth mindset will naturally foster a culture of continuous learning within their team.

Beyond conventional training programs and job swaps, I encourage my team to attend industry conferences. Over the past few years, there has been a significant increase in procurement-focused conferences in the region, offering excellent networking and learning opportunities. Engaging with procurement professionals from various industries at these events allows for organic learning, exposure to new ideas, and best practices that can be applied within our organisation.

Driving Cross-Departmental Collaboration at Maersk

How are you fostering collaboration across departments in the region?

Collaboration is like a muscle—it needs consistent practice and effort to strengthen. In today’s world of constant disruptions, the ability to work seamlessly across departments is essential for navigating challenges and driving business success. That’s why cross-functional collaboration is a key focus area for me.

To build the right culture, I always encourage my team to embrace the mindset of “confusion over conspiracy”—meaning, when something goes wrong, assume misunderstanding rather than malintent. This approach fosters trust and open communication, which are critical for effective teamwork.

On a practical level, we have taken steps to embed collaboration into daily operations. For example, we involve our finance business partners more actively in procurement discussions and bring our commercial colleagues into supplier meetings to explore growth opportunities together. It was also encouraging to see collaboration recognised as one of the essential skills for the future at the recent World Economic Forum in Davos—reinforcing its importance in an evolving global landscape.

Future Outlook for Procurement at Maersk

Looking ahead, what are your key objectives for advancing the procurement function at Maersk, particularly concerning innovation and sustainability?

I don’t see the fundamentals of procurement changing, but what must evolve is our level of engagement. Procurement can no longer just enable the business strategy—it must become an active contributor, if not a driver. To achieve this, procurement professionals must speak the language of the business every day and align closely with strategic priorities. I have seen this approach successfully driven by strong leaders, and it’s something we must continue to embed within our function.

Of course, none of this is possible without investing in our people. To drive innovation and sustainability, we need to ensure that our leaders are committed to fostering a growth mindset, building a psychologically safe work environment, and embracing diversity within our teams. If we get this right, I am confident that everything else—innovation, sustainability, and value creation—will naturally follow.

Maersk is a global integrated logistics and shipping company headquartered in Denmark. Operating in over 130 countries, Maersk provides end-to-end supply chain solutions across ocean, air, and land, helping businesses move goods efficiently and sustainably worldwide.

Nishish Saxena Head of Procurement

AGILITY IN ACTION

An Executive Insight with Bassem Salama, Director of Procurement at Americana Foods

In this exclusive interview, Bassem Salama, Director of Procurement at Americana Foods, shares his journey and insights into how procurement agility plays a critical role in overcoming supply chain challenges. With years of experience navigating the complexities of the food industry, Bassem highlights the importance of proactive supplier management, adaptability, and cross-functional collaboration. He reflects on a pivotal moment where his team’s quick decision-making and strong supplier relationships allowed them to turn a potential setback into an opportunity for growth. Through this conversation, Bassem offers valuable lessons for procurement leaders looking to enhance their resilience and drive business continuity in an ever-changing landscape.

How do you adapt your procurement strategies to respond to changing market conditions?

Before diving into procurement strategies, it is crucial to emphasise two foundational elements that underpin procurement success:

1. A Skilled, Engaged, and Motivated Team:

The heart of any procurement department lies in its people. A well-trained, motivated, and happy team is essential for driving innovation, maintaining strong supplier relationships, and executing strategies effectively.

2. Defining the Purpose of the Procurement Department:

True procurement excellence isn’t solely measured by cost savings; it is defined by the sustainable value it creates across the organisation’s broader objectives and its contribution to the entire Profit & Loss (P&L) statement. This can be achieved by:

• Developing team capabilities

• Setting clear, achievable goals

• Streamlining processes for maximum impact

• Deep diving into policies and supplier reports

• Building strong relationships with stakeholders

Now, returning to the main point: adapting to dynamic market changes is critical for procurement leaders to avoid lost sales, compromised quality, and customer dissatisfaction. Agile procurement practices offer a solution by enabling organisations to respond swiftly to market fluctuations and transform challenges into growth opportunities.

Agile procurement ensures materials are delivered on time and in full (OTIF), preventing stockouts and maintaining supply chain continuity. Two critical components support this approach:

Supplier Relationship Management (SRM):

Building strong, collaborative relationships with suppliers creates resilience during crises. A “win-win” mindset ensures mutual value, fostering trust and reliability when supply obstacles arise.

Supply Localisation:

Localising supply chains mitigates logistics challenges and reduces reliance on global disruptions. It provides flexibility, speed, and proximity to essential resources. By embracing agile practices, organisations can safeguard their operations, retain market share, and consistently deliver value to customers. Focused efforts on SRM and localisation enable procurement teams to navigate uncertainty with confidence and thrive in competitive markets.

How has agility helped you overcome supply chain disruptions?

A tough lesson in supply chain resilience came when a critical supplier failed, leading to uncertain production and impacting customer satisfaction. The experience was intense—missed deadlines, a crisis-mode team, and mounting pressure. However, our multisourcing strategy saved the day, enabling the team to switch to an alternate supplier quickly. This taught us three vital lessons: Single-source dependency is a risk: Always have backup suppliers in place to mitigate disruptions. Building resilience is essential: Cultivating relationships with

multiple suppliers and continuously monitoring their operations reduces vulnerabilities. Procurement is about protection: It’s not just about cost savings; it’s about safeguarding business operations against the unexpected.

Global disruptions have highlighted the importance of proactive measures: clear contracts, thorough insurance policies, and continuous risk assessments. As the saying goes, “Prevention costs less than reaction.”

In today’s volatile landscape, procurement leaders must prioritise resilience over savings. It’s a mindset shift that transforms challenges into opportunities for stronger, more agile operations. Don’t wait for a disruption to force change—start building resilience now.

What technologies have had the biggest impact on streamlining procurement processes?

AI and machine learning have been gamechangers, enabling predictive analytics, supplier risk assessments, and automated decision-making. Cloudbased procurement platforms have enhanced visibility and collaboration, breaking down silos between procurement, finance, and supply chain teams. Then there’s blockchain, which has huge potential for

How do

you approach

improving traceability and trust, particularly in complex global supply chains. And, of course, automation— whether it’s robotic process automation (RPA) or AIdriven contract management—has removed much of the manual workload, allowing procurement teams to focus on strategic priorities.

the challenge of integrating new technologies with legacy systems?

Integrating new technologies with legacy systems is always a balancing act. The key is prioritising interoperability—choosing flexible, cloud-based solutions that can connect with existing infrastructure rather than trying to rip and replace everything at once. A phased approach works best, starting with

quick-win integrations that demonstrate value early. Leadership buy-in is crucial, as is change management—people resist new systems when they don’t understand the benefits. Successful integration is less about the technology itself and more about ensuring the organisation is ready to embrace it.

How have you fostered a culture of innovation within procurement teams?

Innovation isn’t just about technology—it’s about mindset. Procurement teams need to feel empowered to challenge the status quo, experiment with new tools, and rethink traditional processes. That starts with leadership setting the tone: encouraging collaboration, rewarding forward-thinking initiatives, and providing the right training and resources. Cross-

functional partnerships also play a huge role—bringing procurement closer to finance, IT, and supply chain teams fosters an environment where innovation thrives. And, crucially, we need to move away from a pure cost-cutting mentality and towards a valuedriven approach that embraces agility, sustainability, and resilience.

PIONEERING PROCUREMENT EXCELLENCE

An Interview with Youssouf Djire, Founder & CEO of 3novex Global

As procurement and supply chain management continue to evolve, industry leaders must stay ahead of trends, foster collaboration, and drive meaningful change. Youssouf Djire, Founder & CEO of 3novex Global, has done just that—building a powerhouse of high-impact events that bring together procurement professionals, solution providers, and thought leaders from around the world.

Since founding 3novex Global in 2018, Youssouf has transformed the procurement event landscape, expanding from Malaysia to the UAE and establishing the CPO Series as a leading global platform for procurement excellence. His ability to anticipate industry shifts and embrace innovation has not only strengthened 3novex Global’s influence but also led to the launch of JustNetwork in 2024, a business networking platform that has already facilitated over 1,700 high-value meetings.

In this interview, Youssouf shares insights into the journey behind the CPO Series, how technology is shaping procurement, and his vision for the future of 3novex Global.

Inception of the CPO Series

Inception of the CPO Series: What inspired you to establish the CPO Series under 3novex Global, and how has it evolved since its inception?

The CPO Series was created to fill a clear gap in the market for high-quality, executive-level procurement events. When I founded 3novex Global in 2018, I noticed that procurement professionals lacked a dedicated platform that addressed both strategic challenges and emerging innovations.

What began as a single summit quickly evolved into a multi-event platform spanning multiple countries. Over time, the series has grown into a recognised leader in procurement conferences, attracting top executives and solution providers. Beyond geographical expansion, we have also deepened our focus, curating specialised content tailored to regional needs and industry shifts.

Target Audience and Objectives

The CPO Series is designed for senior professionals in procurement, finance, supply chain, purchasing, and sourcing. How does the series cater to the specific needs of these diverse roles?

The CPO Series is carefully designed to meet the unique needs of senior professionals across procurement, finance, supply chain, purchasing, and sourcing. These roles demand a blend of strategic insight, operational excellence, and technological adaptability.

Our events provide C-level executives with valuable networking opportunities and exposure to the latest industry solutions, while procurement managers aspiring to leadership roles gain insights into career progression. By curating high-impact discussions and practical workshops, we bridge the gap between experienced leaders and emerging talent, fostering professional growth within the procurement ecosystem.

Key Offerings of the CPO Series

Could you elaborate on the range of services provided by the CPO Series, such as conferences, workshops, round tables, and micro-events? How do these offerings add value to participants?

The CPO Series delivers a diverse range of high-value events, including large-scale summits, focused roundtables, hands-on workshops, and exclusive micro-events tailored for procurement technology providers. Each format is designed to cater to different levels of engagement—from broad industry discussions to deep-dive technical sessions.

Our summits bring together industry leaders to explore key trends and challenges, while workshops offer actionable insights and practical strategies. Roundtables facilitate direct peer-to-peer learning, fostering open discussions on pressing issues. Meanwhile, micro-events provide a niche platform for procurement tech providers to showcase innovations and connect with decision-makers.

By offering this variety, we ensure that participants not only gain valuable knowledge but also build meaningful business relationships that drive procurement excellence within their organisations.

Impact of the 100 CPO Summit

The 100 CPO Summit is a flagship event within the CPO Series. What are some notable outcomes or success stories from past summits, and how have they influenced the procurement community?

The 100 CPO Summit has established itself as a benchmark event in the procurement industry, driving meaningful connections and transformative initiatives. Over the years, it has facilitated major industry partnerships, accelerated procurement transformation efforts, and provided CPOs with critical insights that shape corporate strategies.

One notable success story involves a procurement leader from a Fortune 500 company who discovered a digital solution at our event—an innovation that later revolutionised their supplier management process. Such real-world outcomes reinforce our commitment to delivering events that go beyond discussions, fostering tangible impact and industry-wide advancements.

Adapting to Industry Trends

With the dynamic nature of procurement and supply chain management, how does the CPO Series stay ahead of industry trends and ensure content relevance for its audience?

Procurement is evolving rapidly, driven by digital transformation, sustainability goals, and shifting global supply chains. The CPO Series stays ahead by curating content aligned with emerging trends, engaging thought leaders, and incorporating interactive formats such as live case studies and expert panels.

We also leverage post-event feedback to continuously refine our agenda, ensuring that each edition remains relevant and impactful. By maintaining strong connections with industry pioneers and solution providers, we ensure that every session delivers cutting-edge insights that procurement professionals can immediately apply in their roles.

Role of Technology in Procurement

In your view, how is technology transforming procurement practices, and how does the CPO Series address technological advancements in its programs?

Technology is fundamentally reshaping procurement by enhancing efficiency, transparency, and data-driven decision-making. AI-powered analytics, blockchain for supply chain security, and automation tools are revolutionising procurement strategies, enabling organisations to optimise costs and mitigate risks more effectively.

The CPO Series actively addresses these advancements through dedicated technology showcases, expert-led discussions, and hands-on demonstrations from leading solution providers such as SAP, Ivalua, Zycus, JAGGAER, GEP, and Coupa. By bridging the gap between procurement leaders and cutting-edge innovations, we equip organisations with the knowledge and tools to confidently embrace digital transformation.

Global Expansion Plans

Given the success of events in regions like Dubai and Malaysia, are there plans to expand the CPO Series to other global markets? If so, which regions are being considered?

Building on the success of our events in Malaysia, the UAE, Thailand, and the Philippines, we are actively exploring further expansion. In 2025, we will be launching the CPO Series in Saudi Arabia, a rapidly growing market experiencing significant procurement digitalisation.

Beyond the Middle East and Asia, we are evaluating opportunities in Europe, Africa, and North America, where demand for high-level procurement summits continues to rise. Our goal is to establish the CPO Series as a truly global platform, fostering connections among procurement leaders worldwide.

Feedback and Continuous Improvement

How do you gather and incorporate feedback from participants to continuously improve the CPO Series offerings?

Participant feedback is central to our continuous growth and evolution. We gather insights through post-event surveys, direct conversations, and data analytics to assess engagement, satisfaction, and areas for enhancement.

Common suggestions directly shape our agenda, speaker selection, and event formats. For instance, based on participant feedback, we introduced more interactive sessions and networking-focused activities to foster deeper connections and practical learning. This iterative approach ensures that each edition of the CPO Series not only meets but exceeds expectations, delivering maximum value to our attendees.

Partnerships and Collaborations

What role do partnerships play in the success of the CPO Series, and how do you collaborate with industry leaders to enhance the quality of your events?

Strategic partnerships are integral to the success of the CPO Series. We collaborate with top procurement solution providers, industry associations, and thought leaders to deliver high-impact content and ensure our events remain at the forefront of industry advancements.

Our partnerships with technology leaders such as SAP and Ivalua provide attendees with firsthand insights into cutting-edge procurement solutions. Additionally, working closely with regional procurement associations strengthens our local relevance, ensuring that our events address marketspecific needs and challenges. These collaborations enhance the overall quality of our programs, making them both globally insightful and regionally applicable.

Future Vision for the CPO Series

Looking ahead, what are your aspirations for the CPO Series, and how do you envision it shaping the future of procurement and supply chain management?

Our vision is for the CPO Series to become the premier global platform for procurement and supply chain professionals. Beyond geographical expansion, we aim to integrate more digital elements, including virtual summits, exclusive online content, and AI-driven networking opportunities to enhance engagement and accessibility.

As procurement continues to evolve into a more strategic and technology-driven function, we will adapt accordingly—ensuring that the CPO Series not only informs but also facilitates real-world industry transformation. Our goal is to empower professionals with the insights, tools, and connections needed to navigate the future of procurement with confidence.

About the Founder: Youssouf Djire

Youssouf Djire is an award-winning entrepreneur and a visionary leader in the global events and business networking industry. As the Founder and CEO of 3novex Global, he has transformed the procurement and cybersecurity event landscape, creating high-impact platforms that connect C-level executives, solution providers, and industry pioneers. Since founding 3novex in 2018 in Malaysia and expanding to the UAE in 2022, Youssouf has built a reputation for delivering strategic, content-driven conferences that drive innovation and business growth.

In August 2024, Youssouf expanded his vision beyond events with the launch of JustNetwork, a revolutionary business networking platform designed to streamline high-value connections. Within just a short time, JustNetwork has facilitated over 1,758 meetings and attracted over 309 users, proving its potential to redefine professional networking. His ability to anticipate industry trends and leverage technology has positioned him at the forefront of both the event and networking industries. With an unwavering commitment to excellence, Youssouf continues to push boundaries, expanding 3novex Global and JustNetwork to create unparalleled opportunities for professionals worldwide.

The 3novex CPO Series is a premier event platform for senior procurement and supply chain professionals, offering conferences and networking opportunities focused on innovation, strategy, and leadership. Designed to address regional and global challenges, the series empowers CPOs and decision-makers with actionable insights and peer-driven learning.

Youssouf Djire Founder & CEO

LEADING THROUGH COMPLEXITY

Sebastian Chua on Procurement, Innovation, and Resilience

With a career spanning global technology giants, public healthcare, and procurement leadership at the highest levels, Sebastian Chua has built a reputation as a transformative force in procurement and supply chain management. From leading regional procurement at HP/Agilent Technologies, Microsoft, and Alcatel Lucent, to serving as Chief Procurement Officer in Singapore’s Public Healthcare Agency, he has driven strategic procurement transformations while navigating complex challenges— including spearheading critical supply chain efforts during the COVID-19 pandemic.

As Chairman of The Procurement Council under Supply Chain Asia, Sebastian continues to shape the future of procurement, advocating for innovation, collaboration, and digital transformation. Recognised globally for his leadership, he has received numerous industry awards, including the Public Administration Medal from the Singapore Prime Minister’s Office and honors from The Procurement Leaders, CIPS, and Supply Chain Asia.

In this Executive Insight, Sebastian shares his perspectives on building winning teams amid uncertainty, managing difficult stakeholders, measuring procurement success, embracing digitalisation, and driving meaningful change. His insights offer a roadmap for procurement leaders seeking to thrive in an era of complexity, disruption, and evolving business expectations.

How do you build a winning team in the face of complexities, uncertainties, and constant disruptions?

It is in our nature to prefer the status quo over uncertainty and worry about trying new things that might lead to mistakes. However, we must look beyond these fears and adapt to new realities. To some, change is hard because they overestimate the value of what they have and underestimate the value of what they may gain by letting go.

When faced with a challenge, we should not procrastinate. If we don’t step forward, we remain in the same place. We must focus on the goal, not the distractions. If the plan does not work, we should change the plan, but not the goal. Our attitude, more than anything else, determines our success.

The difference between success and failure lies in taking action. The problem with some people is that they don’t try, quit early, or fear failure to the point of paralysis. When everything is trying to bring us down, we need to find one reason to keep pushing forward.

To innovate and transform, we do not need to achieve monumental feats. Transformation starts with a simple principle: THINK BIG, START SMALL, ACT FAST.

How do you manage difficult stakeholders?

Managing difficult stakeholders requires a balance of diplomacy, empathy, and assertiveness. Stakeholders have different motivations, priorities, and perspectives, which often create friction in decision-making.

1. Active Listening: Stakeholders want to feel heard. Listening to their concerns without immediately countering their arguments helps in building trust.

2. Aligning Interests: Finding common ground and demonstrating how procurement adds value beyond cost savings is key.

3. Clear Communication: Transparency in goals, processes, and challenges fosters credibility.

4. Relationship Management: Engaging stakeholders beyond work interactions creates rapport and fosters collaboration.

5. Empathy and Flexibility: Understanding their motivations allows for tailored solutions that align with broader business objectives.

How

do you

measure procurement success?

Procurement success is more than cost savings. It is defined by the quality of business conversations and relationships, as well as the impact on business performance. Key metrics include:

Cost Reduction vs. Value Creation: Procurement must go beyond just cutting costs and focus on strategic value generation.

Supplier Performance: Evaluating supplier reliability, quality, and compliance.

Stakeholder Satisfaction: Are internal teams and external partners benefiting from procurement efforts?

Risk Management: Measuring resilience against supply chain disruptions.

Innovation and Efficiency: Introducing new procurement strategies, automation, and sustainability measures.

What is your advice to team members who don’t want to embrace change?

Change resistance is common, but leaders must encourage adaptability. Key approaches include:

Educating on Benefits: Clearly explaining how change leads to better outcomes.

Leading by Example: Demonstrating willingness to embrace new processes.

Small Wins First: Incremental changes build confidence in transformation.

Addressing Fears: Understanding concerns and providing reassurance.

Making Change Inclusive: Involving team members in decision-making increases buy-in.

Is digitalisation going to take over procurement jobs?

Digitalisation is transforming procurement, but it is not replacing human roles entirely. Instead, it is an enabler that enhances efficiency, decision-making, and strategic value. Digital tools reduce repetitive tasks, allowing procurement professionals to focus on high-value activities such as supplier relationship management and strategic negotiations.

Rather than fearing digitalisation, procurement professionals should leverage it to drive better business outcomes.

What are some of the key attributes in embracing and adopting digital technologies?

To successfully integrate digital solutions, professionals must develop the following attributes:

Intellectual Curiosity: Being open to new technologies and understanding how they impact procurement. Technology Savviness: Not necessarily becoming data scientists but being familiar with AI, automation, and data analytics.

Business Acumen: Understanding how digitalisation aligns with organisational objectives.

Storytelling Skills: Data insights must be communicated effectively to drive decision-making.

Adaptability: Continuous learning and willingness to evolve with emerging trends.

A winning team in procurement is built through agility, collaboration, and continuous learning. By embracing change, managing stakeholder relationships effectively, leveraging digital transformation, and maintaining a strategic mindset, procurement professionals can drive measurable success. The key is to Think Big, Start Small, and Act Fast.

Sebastian Chua

DRIVING PROCUREMENT EXCELLENCE AT KAUST

Insights from Aqil Alghamdi,

Head of

Procurement & Supply Chain Services

As a leading research institution, King Abdullah University of Science and Technology (KAUST) relies on a robust and efficient procurement and supply chain strategy to support its mission of advancing scientific and technological innovation. Ensuring the seamless acquisition of cutting-edge research equipment, fostering sustainable procurement practices, and navigating global supply chain challenges are all key priorities in maintaining operational excellence.

In this interview, Aqil Alghamdi, Head of Procurement & Supply Chain Services at KAUST, shares insights into his career journey, the role of procurement in supporting KAUST’s research goals, and the strategies his team employs to enhance efficiency, sustainability, and supplier collaboration. He also provides valuable advice for aspiring procurement professionals looking to make an impact in the higher education sector.

Career Journey in Procurement and Supply Chain

Can you share your professional background and what led you to your current role at KAUST?

My professional journey in procurement and supply chain began with a focus on category management, where I managed general and IT purchases at KAUST. Over time, I expanded my expertise by leading initiatives in strategic sourcing, supplier relationship management, and contract negotiation. These experiences led to progressively senior roles, including Procurement Manager, Head of Procurement, and Acting Head of Supply Chain Services. Today, as Head of Procurement & Supply Chain Services, I oversee a diverse portfolio, including logistics, warehouse operations, and high-value research requirements. This experience has equipped me to support KAUST’s complex and evolving needs, ensuring procurement strategies align with the institution’s dynamic research and operational goals.

Procurement’s Role in Supporting KAUST’s Research Mission

How does the procurement and supply chain function contribute to KAUST’s mission of advancing science and technology through research and education?

Procurement and supply chain play a crucial role in KAUST’s research mission by ensuring the timely acquisition of cutting-edge equipment, services, and supplies essential for groundbreaking research. Our team works closely with research divisions to align procurement strategies with their evolving needs, fostering innovation while optimising costs and resources.

Additionally, KAUST features a fully equipped system of multidisciplinary, interconnected laboratories that provide technical and scientific support to researchers across campus. These facilities are centrally governed to enhance collaboration and minimise resource wastage, ensuring a streamlined and efficient research environment that aligns with KAUST’s mission to advance science and technology.

Implementing Sustainable Procurement Practices

KAUST emphasises sustainability across its operations. How does your team integrate sustainable procurement practices, and what initiatives have been launched to reduce and recycle materials on campus?

Sustainability is embedded in our procurement strategy, ensuring that our sourcing decisions align with KAUST’s environmental commitments. We actively seek suppliers who prioritise sustainability, favoring materials and products with reduced environmental impact.

Key initiatives include promoting the use of eco-friendly materials, optimising logistics to minimise carbon emissions, and implementing recycling programs across campus operations. By integrating these sustainable procurement practices, we support KAUST’s broader sustainability goals while fostering responsible resource management throughout the supply chain.

SCIENCE LOGISTICS SPECIALISTS

Enhancing Efficiency in Procurement Processes

What strategies have you implemented to streamline procurement processes at KAUST, and how have these improvements impacted the university’s operations?

To enhance efficiency, we have implemented several key strategies, including establishing centralised, dedicated teams to support both research divisions and non-research departments, adopting performance metrics (KPIs) to drive continuous improvement, and optimising supplier management systems.

This customer-focused approach allows procurement to remain adaptable and responsive to stakeholder needs. As a result, we have achieved faster procurement cycles, cost savings, and improved stakeholder satisfaction, all of which have significantly enhanced the university’s overall operational performance.

Leveraging Technology in Supply Chain Management

With advancements in technology, how is KAUST integrating tools like e-procurement systems to enhance efficiency and transparency in supply chain operations?

KAUST leverages e-procurement systems to drive efficiency, transparency, and automation across its supply chain operations. Platforms such as ARIBA and SAP enable seamless procurement processes, facilitating data-driven decision-making, workflow automation, and enhanced collaboration between stakeholders.

By integrating these digital tools, we optimise procurement cycles, improve supplier management, and ensure greater visibility across operations, ultimately supporting KAUST’s commitment to innovation and operational excellence.

Managing Supplier Relationships and Compliance

How does KAUST ensure strong and ethical relationships with suppliers, and what processes are in place to maintain compliance with industry standards?

We prioritise ethical partnerships by implementing rigorous supplier screening and establishing longterm agreements that align with KAUST’s values. To maintain high standards, we conduct regular performance evaluations and compliance audits, ensuring adherence to industry regulations and contractual obligations.

These practices foster trust, accountability, and transparency, reinforcing strong supplier relationships while upholding KAUST’s commitment to ethical procurement and operational excellence.

Adapting to Global Supply Chain Challenges

The global supply chain landscape is subject to volatility. How does KAUST’s procurement function adapt to changes in market conditions, such as fluctuations in commodity prices or supply chain disruptions?

KAUST’s procurement team remains agile and proactive by continuously monitoring global market trends and maintaining a diverse supplier base. To mitigate risks associated with price fluctuations and supply chain disruptions, we employ strategies such as bulk purchasing, strategic sourcing, and establishing long-term agreements with key suppliers.

These measures ensure operational continuity and enable us to adapt swiftly to evolving market conditions while maintaining efficiency and cost-effectiveness.

Collaboration with Academic and Research Departments

How does the procurement team collaborate with academic and research departments to meet their specific needs and support KAUST’s strategic objectives?

Collaboration is at the heart of our operations. We maintain open communication with academic and research departments to tailor procurement solutions that meet their specific needs. This includes sourcing specialised equipment, managing complex logistics, and ensuring timely deliveries to support their research objectives effectively.

By aligning our procurement strategies with KAUST’s broader goals, we enable researchers to focus on advancing science and innovation without operational constraints.

Supporting KAUST’s Vision and Strategic Goals

How does the procurement and supply chain strategy align with KAUST’s vision and strategic goals, and in what ways is your team contributing to the university’s broader mission?

Since its inauguration in 2009, KAUST has pursued its vision of becoming a global leader in scientific and technological education and research, establishing itself as the premier research university in the Middle East. Our procurement and supply chain strategy plays a critical role in supporting this mission by fostering innovation and operational excellence.

Through efficient procurement practices, sustainable initiatives, and strategic sourcing, we ensure that resources are effectively utilised to drive cutting-edge research and academic excellence. By aligning procurement operations with KAUST’s broader objectives, we contribute to a dynamic and forward-thinking research environment that supports groundbreaking discoveries and technological advancements.

Advice for Aspiring Procurement Professionals

What guidance would you offer to individuals pursuing a career in procurement and supply chain management within the higher education sector?

For those entering the field, I recommend developing a strong foundation in contract negotiation, supplier management, and data analysis. Embracing technology and staying informed about global market trends will also be key to long-term success.

In the higher education sector, it’s essential to understand institutional goals and foster crossdepartmental collaboration to ensure procurement strategies align with the university’s mission. Building strong relationships across departments and maintaining a proactive, solution-oriented mindset will help drive efficiency and innovation in procurement operations.

King Abdullah University of Science and Technology (KAUST), established in 2009, is a graduate-level research institution located on the Red Sea coast in Saudi Arabia. The university focuses on addressing global challenges in food, water, energy, and the environment through interdisciplinary research and education. KAUST fosters innovation and economic development, contributing to the Kingdom’s Vision 2030 by bridging cultures and advancing scientific knowledge.

Aqil Alghamdi Head of Procurement & Supply Chain Services

AGILITY IN PROCUREMENT

Navigating Challenges with Alice Kwek, Director, Global Procurement & Operations Support of Pan Pacific Hotels Group

In today’s fast-evolving business landscape, procurement agility is no longer a luxury—it’s a necessity.

For Alice Kwek, Director, Global Procurement & Operations Support at Pan Pacific Hotels Group, navigating supply chain disruptions and adapting to unforeseen challenges are key aspects of her role. With extensive experience in procurement and supply chain management, she has developed strategic approaches to ensure flexibility, efficiency, and resilience in an unpredictable global market.

In this exclusive interview, Alice shares how agility in procurement has influenced her organisation’s approach to supplier management, risk mitigation, and long-term sustainability. She provides valuable insights on how quick decision-making, supplier diversification, and proactive strategies have helped her organisation maintain operational excellence, even in difficult times.

How do you adapt your procurement strategies to respond to changing market conditions?

I have learned that staying adaptable is crucial, especially with how quickly market conditions can shift. Flexibility and foresight are essential in responding to these changes. I keep a close eye on market trends, industry news, and economic indicators so I can anticipate shifts in pricing, supply availability, or regulatory changes. Being proactive helps me stay ahead of the curve.

When I notice a change in the market—whether it’s pricing fluctuations, lead times, or supply chain challenges—I take a proactive approach to assess the impact on our operations and source alternative suppliers or materials if needed. Diversifying our supplier base is key to mitigating risks, ensuring we are not caught off guard. I also prioritise building strong relationships with multiple suppliers to reduce dependency on any single one, providing us with greater flexibility.

Communication is essential, both internally and externally. I maintain an open dialogue with suppliers to discuss any challenges they face and work with them to find solutions, whether it’s renegotiating terms or adjusting order volumes.

Leveraging technology and data analysis helps track trends and forecast potential changes in demand or supply. This allows me to make more informed decisions on pricing strategies, inventory management, and sourcing plans, ensuring we remain agile and prepared for market fluctuations.

How has agility helped you overcome supply chain disruptions?

I have seen firsthand how agility has been a gamechanger in navigating supply chain disruptions. When the pandemic hit, for example, we faced unprecedented challenges—from raw material shortages to shipping delays. Being agile meant we could pivot quickly, whether by finding alternative suppliers or adjusting our strategies based on realtime data.

We began holding more frequent meetings with suppliers to better understand their challenges and capabilities, allowing us to respond dynamically to changes. Technology also played a key role in enabling quick adjustments—not only helping us maintain stock levels but also allowing us to make informed decisions on short notice.

What made this possible wasn’t just reacting quickly, but having strong, long-term relationships with suppliers and logistics partners. That trust and open communication allowed us to find solutions faster.

For me, agility is about pivoting without losing sight of the bigger picture and having the right partners, processes, and technology in place to make that happen. It has taught us the importance of being proactive rather than reactive—staying flexible, maintaining strong supplier relationships, and leveraging technology to minimise disruptions and ensure continuity. In the end, it’s all about being prepared, adaptable, and making quick, informed decisions when the unexpected happens.

What strategies do you use to maintain flexibility while ensuring cost-effectiveness?

Maintaining flexibility while ensuring cost-effectiveness is a delicate balance, but over the years, I have developed several strategies that work well.

One of my top priorities is building strong relationships with suppliers. By fostering open communication and trust, I can negotiate better terms and establish contingency plans that suit both parties. This allows us to adapt quickly to changes without incurring excessive costs.

I also advocate for a diversified supplier base. Relying too heavily on a single source increases risk, while having multiple suppliers gives us leverage in negotiations. When suppliers know we have alternatives, they are more likely to offer competitive pricing and flexible terms.

Another key strategy is strategic sourcing. Understanding market trends, supplier capabilities, and potential risks helps in making informed decisions that balance both cost and flexibility. I also monitor global and local market fluctuations closely to lock in favorable terms when the timing is right while staying prepared to adjust if conditions shift.

Lastly, investing in technology and data analytics helps us stay ahead of market changes. This allows us to respond to shifts in demand or pricing without compromising our budget.

This approach has served us well in navigating challenges while ensuring we secure the best value for our organisation.

How do you balance agility with long-term supplier relationships?

I often find myself navigating the delicate balance between maintaining agility and nurturing long-term supplier relationships. Personally, I believe it all comes down to fostering open communication and trust. While agility allows us to adapt quickly to market shifts, long-term supplier relationships are crucial for ensuring stability, quality, and reliability in the supply chain.

Building strong, transparent relationships with suppliers enables us to collaborate effectively when we need to pivot quickly or adjust our strategies. I make it a priority to regularly check in with suppliers, not just when challenges arise, but proactively—to identify and solve potential issues before they escalate. This openness builds trust, which is essential for any longterm partnership.

When disruptions or unexpected changes occur, having that foundation of trust allows us to adapt more smoothly. I also work with suppliers to build flexibility into our agreements, whether that means negotiating more adaptable lead times or pricing structures that allow for quick adjustments when needed. The goal is to create a win-win situation, where both parties feel valued and understood.

Ultimately, I see our suppliers as partners in our journey, not just vendors. By treating them with respect and investing in those relationships, we can navigate changes more effectively and drive innovation together. It’s a continuous balancing act, but one that I find deeply rewarding both professionally and personally.

Can you share an example of how procurement agility helped your organisation?

One particular instance comes to mind that truly highlights the power of procurement agility in our organisation. We faced an unexpected supply chain disruption due to geopolitical tensions that affected some of our key suppliers. Instead of sticking rigidly to our existing contracts, we explored alternative sources, leveraging our network and reaching out to suppliers we had not previously considered.

Through quick engagement and evaluation, we were able to identify and onboard new suppliers who met our quality standards and timeline requirements. This experience not only helped us navigate the immediate disruption but also reinforced the value of maintaining a flexible, diversified supplier base and the importance of acting decisively when challenges arise.

Looking back, this situation solidified my belief that agility in procurement isn’t just about reacting to challenges—it’s about being prepared to pivot decisively when the situation demands it. It’s a mindset shift that extends beyond problem-solving; it’s about staying ahead of potential issues, making informed decisions under pressure, and ensuring business continuity no matter what disruptions come our way.

Alice Kwek

DRIVING PROCUREMENT EXCELLENCE IN EDTECH

An Interview with Atta Deaibes, Head of Procurement at Alef Education

As technology continues to reshape the education sector, procurement plays a pivotal role in ensuring that organisations remain agile, cost-effective, and innovative. At the heart of Alef Education’s procurement operations is Atta Deaibes, an experienced leader who brings a strategic approach to sourcing, supplier management, and digital transformation.

In this exclusive interview, Atta shares insights into his career journey, how procurement supports Alef Education’s mission, and the role of technology, risk management, and sustainability in shaping the future of procurement within the fast-evolving EdTech landscape. He also offers valuable advice for aspiring procurement leaders looking to make an impact in the field.

Career Journey

Can you share your career path and what led you to become the Head of Procurement at Alef Education? What experiences have most influenced your approach to leadership in procurement?

I began my procurement career at one of the Big Four international oil and gas companies, where my initial role involved managing purchase orders, invoices, and receipts to facilitate vendor payments. This early experience gave me a strong foundation in the procure-to-pay (P2P) process and industryspecific purchasing.

Eager to expand my expertise, I transitioned into a buyer role, where I focused on negotiating pricing and securing materials at optimal costs. Over time, I progressed to the position of Country Procurement Manager for the UAE and Oman, leading a team of 15 and overseeing procurement operations across various sectors, including drilling equipment, logistics, and office supplies.

During the COVID-19 pandemic, I was presented with an opportunity to pivot into the education technology sector, joining Alef Education. The company’s mission—leveraging AI to enhance learning for students, teachers, and parents—deeply resonated with me. Given the rapid advancements in AI and technology, I saw this as a chance to apply my procurement expertise in an industry that drives innovation and transformation.

Today, as Head of Procurement at Alef Education, I lead a team focused on strategic sourcing, cost optimisation, and operational efficiency, ensuring that procurement aligns seamlessly with the company’s broader vision.

Procurement’s Role in EdTech Innovation

Procurement is critical in supporting Alef Education’s mission to reshape education through technology. How does your team ensure that procurement processes align with and support the company’s innovative goals?

To effectively support Alef Education’s mission, procurement must go beyond traditional sourcing and cost management—it must serve as a strategic enabler of innovation. The first step is fully understanding the company’s vision and long-term objectives. With this foundation in place, procurement processes can be tailored to align with these goals while maintaining core procurement principles.

When I joined Alef Education, my focus was on adapting procurement policies and procedures to be agile, responsive, and supportive of our stakeholders’ evolving needs. Since there is no universal procurement model that fits all industries, we designed a flexible framework that balances compliance, efficiency, and adaptability to meet the demands of a fast-paced EdTech environment.

Collaboration with stakeholders is essential to ensure that procurement decisions not only optimise costs but also contribute to the company’s innovation-driven objectives. By staying proactive, fostering strong supplier partnerships, and leveraging technology, procurement plays a pivotal role in driving Alef Education’s transformation of learning experiences.

Supplier Selection and Management

What criteria and strategies do you employ to select and manage suppliers, ensuring they meet Alef Education’s standards for quality, reliability, and ethical practices?

Effective supplier selection and management are crucial to maintaining Alef Education’s high standards. Beyond sourcing the best products and services, we focus on fostering long-term, strategic partnerships with suppliers who align with our mission and values.

At Alef Education, we enforce a strict Code of Ethics that extends to our suppliers, ensuring adherence to ethical business practices, transparency, and full compliance with legal and regulatory requirements. Quality and reliability are equally important—we thoroughly vet suppliers based on their certifications (e.g., ISO), compliance with In-Country Value (ICV) for local vendors, financial stability, and industry reputation. Additionally, we evaluate suppliers’ proven track records, verified through references and past performance assessments.

However, supplier collaboration is an ongoing process, not a one-time evaluation. We continuously monitor performance, assess risks, and encourage innovation within our supply chain. This proactive approach ensures that Alef Education maintains a strong, ethical, and high-quality procurement ecosystem that directly supports our educational objectives.

Balancing Cost and Quality

In the rapidly evolving EdTech industry, how do you balance cost considerations with the need for high-quality products and services to maintain Alef Education’s competitive edge?

This is a great question. A common misconception about procurement is that it solely focuses on cost-cutting—however, true procurement excellence is about achieving value for money (VFM) rather than simply securing the lowest price.

At Alef Education, we prioritise strategic sourcing, ensuring that every procurement decision balances cost efficiency with quality, reliability, and long-term value. We adhere to a structured procurement framework, utilising Request for Proposal (RFP) and Request for Quotation (RFQ) processes to maintain transparency and secure the best possible options.

Additionally, we continuously explore innovative solutions and emerging technologies that align with Alef Education’s mission. While cost savings are important, they should never come at the expense of quality. We recognise that investing in high-quality products and services leads to better outcomes and long-term sustainability. If a higher investment ensures a more robust and effective solution, we are willing to make that choice—ensuring that Alef Education remains at the forefront of EdTech innovation.

Sustainability in Procurement

Sustainability is becoming increasingly important across industries. How is Alef Education integrating sustainable practices into its procurement and supply chain operations?

Sustainability has become a key focus for industries worldwide, and at Alef Education, we are committed to embedding sustainable procurement practices into our operations. As a UAEbased organisation, we align with the country’s sustainability vision by integrating environmentally responsible sourcing, ethical supplier selection, and efficient resource management into our procurement processes.

One of our primary approaches is partnering with suppliers who share our commitment to sustainability—whether through reducing carbon footprints, ethical labor practices, or responsible sourcing. We also focus on digital transformation to minimise paper usage and streamline procurement operations, reducing waste while increasing efficiency. Additionally, we prioritise working with local vendors whenever possible, supporting the economy while reducing the environmental impact associated with long-distance supply chains.

For us, sustainability is not just a checkbox—it is a guiding principle in how we evaluate vendors, negotiate contracts, and make procurement decisions. By embedding sustainability into our procurement strategy, Alef Education is actively contributing to a more responsible and environmentally conscious future.

Digital Transformation in Procurement

With Alef Education’s focus on AI and digital tools, how is the procurement department leveraging digital technologies to enhance efficiency and transparency in its operations?

At Alef Education, we recognise the transformative power of AI and digital tools in modernising procurement operations. Our goal is to reduce manual processes and leverage technology to streamline workflows, enhance transparency, and optimise decision-making.

We are actively digitising procurement processes to eliminate outdated manual methods, creating a more agile and automated approach. This shift not only improves team efficiency but also provides real-time visibility into procurement activities, fostering better collaboration across departments. Additionally, by integrating data analytics and AI-driven insights, we can make more informed purchasing decisions, track vendor performance more effectively, and implement cost-optimised procurement strategies.

Ultimately, digital transformation in procurement ensures agility, accountability, and value-driven decision-making, allowing Alef Education to scale effectively while maintaining the highest standards of compliance and operational efficiency.

Risk Management in Supply Chain

Given the complexities of global supply chains, how does Alef Education manage risks to ensure continuity and resilience in its procurement processes?

At Alef Education, risk management in procurement is built on proactive planning, supplier diversification, and technology-driven insights. Given the dynamic nature of global supply chains, we implement robust risk assessment frameworks to identify potential disruptions and develop effective mitigation strategies.

One of our key approaches is supplier diversification—we avoid over-reliance on a single vendor by maintaining relationships with multiple suppliers across different regions. This strategy helps mitigate geopolitical risks, logistical challenges, and supply shortages.

We also incorporate contractual safeguards, such as service level agreements (SLAs) and penalty clauses, to ensure supplier accountability and minimise risks related to delayed or subpar deliveries. Additionally, by leveraging AI-driven procurement tools, we enhance real-time transparency, monitor supplier performance, and forecast potential risks before they escalate.

Finally, we conduct regular risk reviews and scenario planning to ensure our procurement processes remain agile and resilient. By embedding risk awareness into every stage of procurement, we safeguard Alef Education’s operations, ensuring our supply chain remains robust, responsive, and aligned with business goals.

Adapting to Market Changes

The EdTech market is dynamic and fast-paced. How does your procurement team stay agile and responsive to changing market conditions and technological advancements?

In the rapidly evolving EdTech market, agility and responsiveness are essential. Our procurement team ensures we remain flexible and adaptive by continuously monitoring industry trends and adjusting our processes to align with Alef Education’s evolving needs.

We actively engage with key stakeholders across departments, particularly in technology and operations, to stay aligned with their strategic priorities and anticipate shifts in requirements and objectives. This cross-functional collaboration enables us to proactively adjust our procurement strategies.

Maintaining strong relationships with suppliers and industry peers also allows us to react quickly to market changes, whether it’s new product offerings, cost fluctuations, or supply chain disruptions. Open communication ensures we can rapidly pivot sourcing strategies to leverage the latest innovations and best available technologies.

Additionally, we foster a continuous learning culture, encouraging our team to stay updated on emerging procurement best practices and new technologies. By doing so, we ensure Alef Education remains ahead of the curve, implementing cutting-edge solutions while maintaining efficiency, costeffectiveness, and innovation in our procurement processes.

Collaboration with Internal Stakeholders

How does the procurement department collaborate with other departments within Alef Education to ensure alignment with overall business objectives and successful project outcomes?

At Alef Education, we recognise that collaboration and transparency are essential to achieving our goals. Our procurement team works closely with all departments to ensure that procurement strategies align with Alef’s broader business objectives and contribute to successful project outcomes.

We start by understanding stakeholder needs and crafting a tailored procurement plan for each department’s purchases. Regular weekly meetings help maintain alignment, track progress, and address any concerns early in the process.

Beyond formal meetings, we emphasise ongoing communication with stakeholders to gather feedback and continuously refine our approach. One question I often ask is, “What keeps you awake at night when thinking about procurement?” This helps us identify key challenges and deliver practical, stakeholder-driven solutions.

We view our internal stakeholders as valued customers, and our goal is to provide them with exceptional service. By fostering strong relationships and open lines of communication, we create smoother procurement processes, enhance stakeholder satisfaction, and drive the success of Alef Education’s initiatives. This proactive collaboration ensures that projects run efficiently, effectively, and in full alignment with the company’s mission

Advice for Aspiring Procurement Leaders

Based on your experience, what advice would you offer to professionals aspiring to leadership roles in procurement, particularly within the EdTech sector?

My advice for aspiring procurement leaders is simple: listen and learn from others. One of the most important traits a leader can have is the ability to truly listen, especially to those with different perspectives and ideas. In procurement, it’s easy to become focused solely on cost management, purchasing, and contracts, but leadership in this space—especially within the dynamic EdTech sector—requires much more. It’s about building relationships, influencing others positively, and driving strategic value beyond operational efficiency.

To be successful, you need to market yourself and your team by demonstrating the value procurement brings beyond tactical processes. Take the time to understand your stakeholders’ needs and build trust by ensuring a smooth and transparent procurement experience that keeps them engaged and confident in your decisions.

Additionally, embrace feedback—don’t shy away from constructive criticism. Growth as a leader comes from understanding what works, what doesn’t, and continuously improving. Procurement leadership is about balancing cost management with strong stakeholder relationships, and both are equally critical to success in the fast-evolving EdTech industry.

Alef Education is a leading EdTech company based in Abu Dhabi, delivering AI-powered, personalised learning solutions for K-12 students. With a presence in the UAE, USA, Indonesia, Morocco, and Saudi Arabia, Alef supports over a million learners through its innovative digital platforms that enhance student engagement and outcomes.

Atta Deaibes Head of Procurement

STRENGTHENING SUPPLY CHAIN RESILIENCE

A Strategic Approach to Procurement with Mohamed Fouad

In an era where global supply chains face unprecedented challenges, Mohamed Fouad, International expert in logistics and supply chain management, is at the forefront of implementing resilient and agile procurement strategies. With extensive experience in managing high-stakes procurement operations, Mohamed emphasises the importance of risk mitigation, supplier collaboration, and leveraging technology to navigate disruptions and ensure business continuity.

In this insightful discussion, Mohamed shares how to integrate risk assessment frameworks, fosters long-term supplier partnerships, and builds a procurement ecosystem that is both agile and future-ready. He also reflects on key lessons learned from past disruptions and provides a glimpse into how the company is proactively shaping its procurement strategies for a more sustainable and efficient future.

How do you approach identifying and mitigating risks in your procurement strategy?

Our procurement strategy is built around several key pillars, including Strategic Procurement & Equipment, MEGA Projects for expansion and new investments, Critical Services, Supplies, and Outsourcing Management. Each of these pillars is directly linked to the organisation’s investment and business objectives. Any risk within these areas can have a significant impact, leading to financial losses, operational delays, or reputational damage.

To mitigate risks effectively, we focus on developing strong strategies and conducting detailed supply chain analyses across all pillars. We start with an annual risk mapping and assessment to identify potential risks in every activity. Single-source dependency is one of the most critical supply chain risks, so it must be carefully managed. Looking ahead, we rely on deep historical data analysis to identify patterns in market fluctuations, supplier and contractor performance,

and production challenges. Technology plays a crucial role here—it is a key enabler of successful risk management.

Open communication and collaboration with suppliers are essential to staying informed about market challenges and best practices. However, risk management should extend beyond suppliers—it must involve internal teams and external stakeholders as well. This helps with early risk detection and enables proactive mitigation strategies.

Finally, we take a proactive approach by conducting detailed risk assessments that cover alternative sourcing strategies, inventory management, geopolitical challenges, and contingency planning. Continuous improvement is key, so we regularly review our strategies and analyse historical data to refine our risk management approach.

What lessons have you learned from past supply chain disruptions?

COVID-19 is the best example of a major crisis that had a widespread impact on supply chain operations. The key lessons learned from this disruption include the importance of building a flexible supply chain network and maintaining regular communication and evaluation to ensure suppliers’ continuous availability and accountability.

One of the most crucial factors is diversifying sourcing locations and logistics channels. If a crisis occurs in one region—such as the Far East—it is essential to have alternative sourcing options readily available. Strengthening supplier relationships and actively investing in supplier development also play a significant role in mitigating risks.

Technology has proven to be a game-changer. During COVID-19, businesses had to rapidly adapt by shifting meetings, workshops, training sessions, and even procurement systems to digital platforms. The ability to integrate advanced digital tools enabled organisations to maintain operations despite severe disruptions. Cybersecurity must also be a high-priority consideration in risk management. Given the rise in global cyber threats and their direct impact on supply chains, businesses must invest in continuous innovation and updated technologies to safeguard their operations.

Additionally, workplace flexibility is a key takeaway. Companies that embraced flexible working models, automated processes, and supply chain digitalisation were able to reduce labor dependency while enhancing efficiency. Establishing multiple sourcing options for critical products and services, combined with maintaining a strong and engaged team, is vital to ensuring resilience in future disruptions.

How do you ensure that your procurement team is prepared to respond to unexpected challenges?

No one anticipated the Red Sea maritime crisis, which highlights the need for an updated and well-structured crisis management protocol within the procurement team. To ensure effective responses to unforeseen challenges, it is essential to invest in the team’s knowledge and expertise. This involves continuous training, participation in top-ranking technical seminars, and staying informed about global market changes and emerging risks.

Accountability plays a crucial role in preparedness. Each team member must actively assess and evaluate their area of responsibility, identifying potential risks and developing alternative scenarios to address unexpected challenges. Encouraging a proactive mindset ensures that mitigation strategies are already in place when disruptions occur.

Two critical competencies that every procurement team should develop are problem-solving capability and continuous improvement. These skills enable teams to analyse challenges effectively and implement adaptive solutions that strengthen overall supply chain resilience.

How

Leveraging technology is also key. Digital transformation through supply chain digitisation, process automation, and e-procurement systems enhances visibility and agility. Advanced analytics enable procurement teams to gain deeper insights into historical data, identify recurring challenges, uncover hidden costs, and optimise supplier performance.

By combining these elements—strategic training, proactive risk management, technological integration, and a strong understanding of organisational objectives—the procurement team can effectively navigate disruptions and maintain operational stability in the face of unexpected crises.

do you balance risk management with maintaining agility in procurement decisions?

The first step in balancing risk management with agility in procurement is identifying risks across all procurement activities. This is achieved through indepth analysis of historical procurement data and past crises, identifying recurring challenges, and pinpointing critical supply areas. Examining each stage of the procurement process enables us to define potential risks—whether internal, such as process inefficiencies, technological gaps, or workforce challenges, or external, such as market volatility, supplier reliability, and geopolitical disruptions. Once risks are prioritised, we implement proactive mitigation strategies and effective risk controls.

To maintain agility in decision-making, leveraging technology and process automation is crucial. Real-time data analysis, spend analytics, and digital procurement tools enhance visibility and responsiveness. Strong vendor management is equally essential—this involves continuous supplier communication, performance evaluations, and ensuring supplier diversity to mitigate dependency risks. Investing in talent development ensures that procurement professionals have the skills needed to adapt quickly to market fluctuations.

One of the most effective ways to maintain agility while managing risks is through an agile procurement committee. This cross-functional team, composed of representatives from procurement, legal, finance, operations, engineering, IT, and marketing, regularly reviews supply chain strategies and risk priorities. By fostering collaboration between departments, this approach ensures that procurement decisions align with organisational objectives, strategic initiatives, customer needs, and stakeholder expectations.

By integrating structured risk management with flexible and technology-driven procurement strategies, organisations can navigate uncertainties while maintaining the agility needed to drive growth and innovation.

Can you share examples of how you’ve built resilience into your supplier relationships?

To ensure resilience in our supplier relationships, we follow a structured approach. The first and most important step is centralising supplier data—this allows us to track vendor details, performance metrics, and risk profiles, with a particular focus on high-risk areas. Second, we identify and categorise critical suppliers, particularly those supporting strategic equipment, MEGA projects, and essential services. Finally, we emphasise continuous improvement in understanding supply chain risks and refining our mitigation strategies.

A strong example of resilience in action was during the Egyptian revolution in 2011, when the crisis escalated rapidly with little warning. The local market collapsed, suppliers halted services, and all communication channels—including mobile networks and internet access—were cut off. Despite these challenges, we had to maintain our 24-hour operations without disruption.

Fuel supply was identified as the highest risk factor. Leveraging the strong and flexible relationships we had built with our fuel supplier, we negotiated an emergency arrangement where they transferred a significant portion of their movable storage tanks to our facility. This ensured a continuous fuel supply without relying on standard procurement processes, allowing us to maintain operations despite the crisis.

The key to mitigating supply risk is fostering a WIN-WIN relationship with suppliers. Building mutually beneficial partnerships goes beyond price negotiations and cost reductions. It requires a focus on collaboration, shared objectives, and long-term value creation. This approach is not only critical for high-risk profiles but should be embedded across the entire vendor management strategy to ensure resilience and reliability in any situation.

TRANSFORMING PROCUREMENT IN FIJI

A Strategic Vision with Head of Procurement, Saimoni Veramu

Public procurement plays a vital role in driving economic growth, sustainability, and efficiency, especially in a dynamic and evolving landscape like Fiji. At the forefront of this transformation is Saimoni Veramu, Head of Procurement at the Fiji Procurement Office, who is leading efforts to modernise procurement processes, enhance transparency, and integrate technology and sustainability into government procurement. In this exclusive interview, Veramu shares insights into the evolution of procurement in Fiji, the implementation of new procurement regulations, and the role of innovation and digital transformation in shaping the future of public procurement. He discusses how the Fiji Procurement Office is ensuring value for money, strengthening supplier relationships, and fostering a more strategic and sustainable approach to procurement.

Professional Background and Role

Can you share your career journey and what led you to your current position as Head of Procurement at the Fiji Procurement Office?

My journey to becoming Head of Procurement at the Fiji Procurement Office has been diverse and rewarding, spanning over 20 years across both the private and public sectors. It’s a path that has consistently revolved around management, finance, and, increasingly, procurement and strategic transformation.

I began my career in accounting and finance after graduating from the University of the South Pacific with a degree in Accounting and Financial Management. My first role was at PricewaterhouseCoopers as an Accountant, where I honed my skills in external auditing and financial accounting. This experience provided me with a strong foundation in financial processes, risk management, and identifying areas for improvement within organisations.

From PwC, I transitioned to Fiji Ports Corporation Limited, where I spent over four years as an Accountant. This role allowed me to lead a team and spearhead the transformation of their financial accounting function. I implemented new accounting software, streamlined operations, and managed the annual budgeting process. This experience reinforced the importance of efficient processes, accurate data, and aligning financial operations with strategic objectives.

My time at British American Tobacco marked a significant shift towards supply chain management and procurement. I started as a Commercial Finance Manager, where I empowered the Marketing & Operations finance team and oversaw the implementation of a new SAP system for the supply chain. This gave me valuable insights into the complexities of supply chains and the role of technology in optimising operations. I then transitioned to Supply Chain Manager, where I managed planning, warehousing, logistics, exports, and, importantly, direct and strategic procurement. This experience solidified my interest in procurement and its strategic importance to an organisation.

In December 2017, I joined the Fiji Procurement Office as Head of Procurement—a pivotal moment in my career that allowed me to bring my diverse experience to the public sector. I lead a team overseeing a significant annual procurement budget for the Fijian Government, with a focus on transforming government procurement from a transactional process into a strategic function.

Like many procurement professionals, I started in another field but have since become fully immersed in procurement.

Implementation of Procurement Regulations 2024

The Fiji Procurement Office has introduced new regulations emphasising technology, value, sustainability, and transparency. How are these being integrated into current procurement processes

In Fiji, every dollar spent by the government is for the people of Fiji. That’s the driving force behind the recent changes at the Fiji Procurement Office. We’ve introduced new regulations that put people and the planet first, with Value for Money, Sustainability, and Transparency as key principles. To ensure these investments truly deliver, we have overhauled our procurement processes—not just to tick boxes, but to achieve real value, protect the environment, and operate with complete transparency. We are embracing technology to streamline operations, prioritising long-term value over short-term savings, and embedding sustainability into every decision. From the initial planning stages to the final contract, these principles guide us, ensuring that every purchase benefits the Fijian people and their environment.

The revised regulations and guidelines transform public procurement in Fiji from a transactional process into a strategic tool. Its not just about achieving cost targets and budget utilisation. We recognise that the role of public procurement can be expanded to help government achieve wider government policy objectives. The consideration of sustainable outcomes in addition to cost and quality is an important change for us.

Ensuring Value for Money

One of the key procurement principles is achieving value for money. What strategies are employed to ensure this principle is consistently met?

Value for money—it’s a phrase you hear a lot in procurement, but what does it really mean? For us, it’s about getting the absolute best return on every dollar we spend, not just securing the cheapest price. We take a big-picture approach by using total life cycle cost analysis, which means considering all costs associated with a purchase from acquisition to disposal.

So, when we buy anything, we ask: What will it cost to run? What will it cost to maintain? What will it be worth at the end of its use? This approach gives us a much clearer picture of true value. Equally important is assessing the impact of goods, services, or works on sustainable development. Value for money also means ensuring our procurement decisions do not negatively impact future generations, which is why sustainability considerations play a critical role in our evaluations.

To support this, we invest in training—both locally and internationally—so our team is well-equipped with the knowledge and skills to apply these principles effectively. It’s an investment that pays off in the long run.

Promoting Open and Fair Competition

How does the Fiji Procurement Office promote open and fair competition among suppliers and contractors?

Creating a level playing field is a top priority for us. We want to see strong competition among suppliers and contractors because it leads to better outcomes for the people of Fiji. We take several steps to make this happen. First, we advertise all our tenders openly and widely through online platforms and public notices to ensure maximum visibility. Second, we ensure our tender documents are clear and concise by utilising the Evaluation Portal provided by our eTender partner, Tenderlink. Thirdly, we have robust evaluation processes in place that are based on objective criteria, with assessments conducted by a multi-agency evaluation team. Lastly, we publish all tender data on our website, www.fpo.gov.fj, ensuring transparency and creating a competitive environment where the best suppliers and contractors can thrive.

Sustainable Procurement Practices

In what ways is the Fiji Procurement Office incorporating sustainability into its procurement policies and practices?

Because of our susceptibility to climate change and geopolitical impacts, Fiji has to focus on the bigger picture. We understand that every purchase we make has a ripple effect on our environment and communities, so integrating sustainability into our procurement process is a priority. It’s not just about meeting minimum requirements—it’s a fundamental procurement principle.

Sustainability is embedded in our new procurement regulations, ensuring it is considered in every purchasing decision. We focus on reducing waste, promoting eco-friendly products, and supporting local businesses, particularly small and medium-sized enterprises. It’s about making smart choices that will benefit Fiji for generations to come. This approach reflects the wisdom of island living: in a vulnerable world, sustainability isn’t a luxury—it’s a necessity.

Adapting to Technological Advancements

With the modernisation of procurement regulations, how is technology being leveraged to enhance procurement efficiency and transparency?

At the Fiji Procurement Office, we are embracing technology to revolutionise how we operate. Modernising our procurement regulations means leveraging digital tools to enhance both efficiency and transparency. We use digital platforms for everything from tender submissions to contract management, making processes faster, more efficient, and more accessible.

For a nation like Fiji, strategic partnerships are crucial. Instead of investing vast resources into building our own complex systems, we’ve taken a smarter approach by partnering with Software-as-a-Service (SaaS) providers like Tenderlink and Usefolio. This gives us access to world-class technology at a fraction of the cost, allowing us to benefit from advanced solutions without the burden of developing them ourselves.

We also recognise the transformative power of Artificial Intelligence (AI) in procurement. AI helps us analyse vast amounts of data, identify trends, optimise processes, and ensure we achieve the best possible return on investment. We are exploring AI-driven solutions to detect potential red flags in bidding processes, enhance fairness and transparency, and analyse spending patterns to streamline operations and maximise value for money.

This isn’t just about cost savings—it’s about building a stronger, more resilient nation by making procurement smarter, more strategic, and future-ready.

Managing Supplier Relationships

What criteria are used to select and manage suppliers to ensure alignment with government standards and values?

When it comes to choosing and working with suppliers, it’s not just about finding the best price or the fastest delivery. It’s about ensuring they share our commitment to doing things the right way, in line with the Government of Fiji’s standards and core values.

Sustainability is a key priority. We look for suppliers who consider their environmental and societal impact, promote ethical labor practices, and support local communities. The use of local content is particularly important to us. We also expect a strong commitment to quality and safety in products and services.

Beyond meeting legal and regulatory requirements, we seek suppliers who demonstrate integrity, transparency, and accountability. To reinforce these expectations, we have detailed supplier codes of conduct, and government agencies actively monitor supplier performance. Open communication is essential, allowing us to address any issues and maintain strong working relationships. Ultimately, it’s about building long-term, collaborative partnerships with suppliers who align with our values and are committed to making a positive impact on our economy, society, and environment.

Risk Management in Procurement

What measures are in place to identify and mitigate risks associated with procurement activities, especially in the context of public sector procurement?

As an island nation in the middle of the Pacific, Fiji faces unique challenges. From the increasing impacts of climate change to global political risks, uncertainty is a constant factor. That’s why we’ve had to rethink how we approach risk management. It’s not just about whether a shipment arrives on time or if prices fluctuate—we also have to consider how a cyclone might disrupt local suppliers or how global events could impact the availability of essential goods.

To strengthen risk management in procurement, we have made it a core procurement principle. This includes detailed risk assessments, contingency planning, and close collaboration with suppliers to anticipate and mitigate potential disruptions. We have also diversified our supplier base for commonly used goods and services, reducing dependency on a single source. Additionally, we have reassessed our tender pricing strategy. While fixed pricing worked well before the pandemic, the post-COVID landscape has required us to adopt more flexible pricing structures in some contracts. These evolving risks are driving more innovative and resilient approaches to procurement, which is ultimately a positive step forward.

Capacity Building within the Procurement Office

How does the Fiji Procurement Office ensure continuous professional development and capacity building among its procurement staff?

The world of procurement is constantly evolving, and we are committed to continuous professional development and capacity building. It’s not just about having the right policies in place; it’s about investing in our people.We conduct monthly training sessions for interested personnel, ensuring they stay up to date with best practices and regulatory changes. We also strongly believe in the value of external exposure. Our staff are encouraged and supported to participate in conferences, workshops, and seminars, both locally and internationally. Many of our team members have traveled abroad for specialised training, gaining valuable insights and networking opportunities with procurement professionals worldwide.

This international exposure is invaluable, as it brings fresh ideas and innovative approaches back to Fiji. By providing a global perspective on procurement, we ensure that our team is well-equipped to drive continuous improvement. While training requires investment, it is not just an expense—it is an essential investment in the future growth of procurement in Fiji.

Future Outlook for Procurement in Fiji

Looking ahead, what are your key objectives for advancing the procurement function within the Fiji government, particularly concerning innovation and sustainability?

It’s an exciting time to be involved in public procurement in Fiji! We are focused on elevating the procurement function, making it more strategic, efficient, and ultimately delivering better value for Fijians.

One of our key objectives is to professionalise public procurement by ensuring that those working in this space have the right skills and knowledge to navigate its complexities. We are exploring the introduction of a formal certification in public procurement, which will set a standard of excellence and build a highly skilled workforce capable of making informed decisions with public funds. Technology is another major focus. As mentioned earlier, we are keen to explore how AI and digital tools can streamline procurement processes. AI can help us analyse vast amounts of data, predict potential risks, and automate routine tasks, allowing procurement professionals to focus on strategic initiatives such as negotiating better contracts and driving innovation.

Innovation itself is also a priority. We want to encourage procurement teams to think outside the box, identifying creative solutions that lead to better outcomes for Fiji. This includes supporting local businesses, social enterprises, and embracing sustainable procurement practices that protect our environment and strengthen our economy.

Ultimately, our goal is to create a public procurement system that is transparent, efficient, and delivers real value for money. By professionalising the function, embracing technology, and fostering a culture of innovation and sustainability, we believe Fiji’s public procurement system can become truly world-class.

The Fiji Procurement Office (FPO), established under the Fiji Procurement Regulations 2010, oversees the procurement of goods, services, and works for the Fijian Government. Operating under the Ministry of Finance, the FPO formulates procurement policies, manages tenders exceeding $50,001, and provides logistical support for government consignments. Committed to transparency and efficiency, the FPO ensures value for money and ethical use of government resources.

Saimoni Veramu Head of Procurement

STRENGTHENING CYBERSECURITY IN PROCUREMENT

A Conversation with Nadeem Arif

In today’s digital age, cybersecurity in procurement is more critical than ever. As supply chains become more interconnected, the risks associated with cyber threats continue to grow. Ensuring that sensitive procurement data remains protected and that suppliers uphold high cybersecurity standards is a key challenge for procurement professionals worldwide.

In this exclusive interview, Nadeem Arif, Senior Procurement Officer at the Department of Energy, Environment and Climate Action, shares his insights on how cybersecurity is embedded into procurement strategies. He discusses key measures for securing procurement systems, fostering supplier collaboration, mitigating third-party risks, and ensuring compliance with evolving cybersecurity standards.

With a proactive and structured approach, Nadeem emphasises that cybersecurity is not just a requirement—it’s a shared responsibility across the entire supply chain.

How do you ensure that suppliers adhere to cybersecurity standards?

A strong supplier evaluation process is the foundation for ensuring that suppliers meet cybersecurity standards. As part of supplier selection, I make cybersecurity compliance one of the key criteria and require vendors to provide evidence of certifications such as ISO 27001 or SOC 2.

To further enforce cybersecurity measures, I incorporate exclusive cybersecurity clauses in contracts, requiring compliance with data protection regulations and security audits. Additionally, I conduct periodic evaluations of suppliers’ cybersecurity practices using risk-based due diligence frameworks to mitigate potential threats.

Collaboration with IT and cybersecurity teams is crucial to ensuring that suppliers align with our organisation’s security policies. By promoting accountability and transparency, I ensure that cybersecurity remains a priority throughout the supply chain.

How has the rise of digital supply chains impacted your approach to cybersecurity?

The rise of digital supply chains has significantly changed my approach to cybersecurity, requiring a more integrated and proactive strategy. With the increasing adoption of emerging technologies such as cloud platforms, Internet of Things (IoT) devices, and artificial intelligence (AI) tools, the attack surface has expanded, exposing organisations to greater cyber risks.

To address these challenges, I now integrate cybersecurity at every stage of the procurement lifecycle, from supplier selection to contract management. I leverage advanced procurement systems and real-time tracking tools to monitor supply chain activities, allowing me to identify and address vulnerabilities promptly. Additionally, I only collaborate with suppliers that demonstrate a strong cybersecurity posture to ensure a secure supply chain ecosystem.

Other emerging technologies, such as blockchain, have also been explored to enhance data integrity and secure transactions. Ultimately, my approach ensures that efficiency gains from digital transformation do not come at the expense of security and resilience, aligning innovation with cybersecurity best practices

How do you manage third-party risk related to cybersecurity breaches?

Managing third-party cyber risk requires a multi-layered approach. I start with detailed risk assessments during the onboarding process, evaluating a supplier’s security policies, incident response plans, and past breach history to gauge their cybersecurity resilience.

Cybersecurity obligations are made explicit in contracts, including penalties for noncompliance to reinforce accountability. Additionally, I implement continuous monitoring by leveraging advanced tools to assess supplier performance and identify potential vulnerabilities before they become risks.

Regular audits and penetration testing ensure ongoing compliance and strengthen cybersecurity measures. In the event of a breach, I work closely with suppliers to mitigate the impact, swiftly close vulnerabilities, and reinforce security measures to prevent recurrence.

What steps do you take to safeguard sensitive data in your procurement systems?

Securing sensitive data in procurement systems requires a combination of policies, technology, and training. I implement strong encryption and access controls across all procurement platforms and documents to ensure data integrity and confidentiality. Regular patches and security updates are applied by the IT team to prevent vulnerabilities and enhance system security.

Data is classified based on sensitivity, and only authorised personnel with the proper credentials can access procurement information. Multi-factor authentication (MFA) has also been implemented to prevent unauthorised access and strengthen system security.

Additionally, I share best practices for data protection with employees in the department, reinforcing a culture of cybersecurity awareness. I also work closely with IT teams to maintain robust incident response plans, ensuring we can react swiftly and effectively in the event of a data breach.

Collectively, these measures create a secure and resilient environment for sensitive procurement data.

How do you ensure cybersecurity is a shared priority with your suppliers?

Cybersecurity is a shared responsibility, and ensuring suppliers prioritise it requires collaboration and clear communication. I integrate cybersecurity requirements directly into supplier contracts, making it a nonnegotiable aspect of our agreements.

To foster a collaborative approach, I organise training sessions and workshops to keep suppliers informed about emerging threats and best practices. Additionally, I share our organisation’s cybersecurity policies and encourage suppliers to adopt similar standards, reinforcing a culture of security across the supply chain.

Supplier evaluations include cybersecurity performance criteria, ensuring compliance and continuous improvement. This approach transforms cybersecurity from a contractual obligation into a mutual responsibility, strengthening our partnerships and safeguarding the entire supply chain.

LEADING SUSTAINABLE SUPPLY CHAINS

Ebru Sebat’s Vision for Innovation and Resilience at Norwex

As the Global Operations and Supply Chain Director at Norwex, Ebru Sebat is at the forefront of driving sustainability in supply chain management. With a career dedicated to eco-conscious practices, Ebru has played a pivotal role in enhancing Norwex’s operations, ensuring that sustainability is not just a goal but a core value woven into every step of the supply chain. In this exclusive interview, Ebru shares her journey, the challenges she faces in building resilient and sustainable supply chains, and her vision for the future of eco-friendly products.

Career Journey

Can you share your career journey and what led you to your role as Global Operations and Supply Chain Director at Norwex? What experiences have been most influential in shaping your approach to supply chain management?

From an early age, I was determined to pursue a career in supply chain management, drawn by the opportunity to shape global operations and make a meaningful impact on businesses and customers. This passion led me to study business, with a focus on supply chain management and embark on a career that has taken me across multiple countries, cultures, and industries. After graduation, I had the privilege of kick-starting my career by leading the supply chain aspect of large-scale, multi-million-euro worldwide projects for a tech company in France, where I consistently achieved 98% customer satisfaction. This role honed my analytical thinking, attention to detail, and ability to deliver under pressure—all essential qualities for success in supply chain management.

In 2017, I joined Norwex Germany to establish supply chain activities for the European markets and implement the forecasting tool Blue Yonder, which significantly enhanced demand planning accuracy and operational efficiency. This role required not only technical expertise but also a hands-on approach to process development, strong interpersonal skills to align stakeholders, and resilience to navigate the challenges of rapid organisational growth. A year later, I transitioned to the headquarters in Malta, where I expanded my responsibilities to include the APAC region. This experience further deepened my ability to navigate cultural complexities, foster collaboration across diverse teams, and approach problem-solving with a global mindset.

Since January 2021, as Global Operations and Supply Chain Director at Norwex Malta, I have led the entire supply chain and operations function, ensuring high-quality products are delivered worldwide in a cost-efficient and timely manner. I take pride in aligning operational excellence with Norwex’s commitment to sustainability and innovation, fostering a culture of continuous improvement. My approach to supply chain management is driven by a strategic vision, adaptability, and a dedication to empowering my team. I believe in creating an environment where individuals feel valued, motivated, and inspired to contribute to shared goals. I also thrive on solving complex challenges, leveraging both data-driven decision-making and creative thinking to deliver measurable results. Working with Norwex is particularly fulfilling, as it allows me to combine my professional expertise with the company’s commitment to protecting the environment and promoting sustainability.

Sustainability in Supply Chain Operations

Sustainability in Supply Chain Operations: Norwex is known for its commitment to sustainability. How does your team ensure sustainable practices across Norwex’s global supply chain, from sourcing to production and distribution?

At Norwex, sustainability is deeply embedded in every aspect of our global supply chain. We are committed to sustainable sourcing, production, and distribution processes that minimise environmental impact.

We begin with sourcing by implementing our “No-No List,” which bans over 2,700 harmful substances and is continually updated. This goes beyond avoiding common chemicals like sulfates and parabens, relying on scientific research to ensure our product standards are uncompromising. Additionally, Norwex follows a rigorous 360° Product Safety Review, evaluating ingredients and formulas for safety, sustainability, and quality against global standards, such as the EU Cosmetics Directive and the US EPA. This process guarantees that our products are safe and sustainable, earning the “Norwex Clean” label.

In our pursuit of sustainability, we also offer USDA Certified Biobased Products, which are made from renewable biological resources, reducing reliance on non-renewable resources. Norwex is also EWG Verified, ensuring transparency and confirming that our products are free from harmful ingredients. Recycled materials are another key focus. We use microfiber yarn made from over 12 million plastic bottles, and repurpose plastic waste collected from coastal areas, preventing it from entering oceans. This reclaimed plastic is used in our packaging and product components, contributing to cleaner oceans and reducing waste.

Ethical production is equally important. Our textiles are certified free from harmful substances through the STANDARD 100 by OEKO-TEX® certification. We also partner with SEDEX to evaluate sustainability practices within our supply chain and ensure our suppliers adhere to ethical labor standards, prohibiting child and forced labor.

We also focus on responsible distribution. Our microfiber recycling program converts used products into renewable energy, and we use sustainable, recyclable packaging. By offering long-lasting, reusable alternatives to disposable items, such as paper towels and plastic straws, we help customers reduce waste and prevent singleuse items from ending up in landfills and oceans.

These efforts integrate across our supply chain to deliver on our promise to protect the planet, all while meeting the growing demand for sustainable products. Through these practices, we ensure that sustainability is not just a goal but a reality in our operations.

Challenges in Eco-Friendly Product Supply Chains

What are some unique challenges you face in maintaining a supply chain for eco-friendly products, and how does Norwex address these challenges to remain aligned with its environmental goals?

Maintaining a supply chain for eco-friendly products presents unique challenges, including limited supplier availability, cost pressures, and the need for extensive quality and performance testing.

At Norwex, creating eco-friendly products begins with sourcing sustainable materials that meet our rigorous environmental and safety standards. As mentioned earlier, our “no-no list” bans over 2,700 harmful substances, ensuring that the materials we use are safe for both consumers and the environment.

However, sourcing these sustainable materials can be difficult due to the limited availability of suppliers and the higher costs compared to conventional materials. To address these challenges, Norwex builds strong, long-term relationships with trusted suppliers to ensure a reliable supply of sustainable materials. We also conduct rigorous testing on recycled materials to ensure they meet the same high-performance standards as virgin materials, guaranteeing that our eco-friendly products deliver the quality our customers expect. For example, our microfiber products are certified under OEKO-TEX® Standard 100, ensuring they are free from harmful chemicals and safe for the environment.

Norwex also focuses on innovation by designing eco-friendly products that minimise waste. Key initiatives such as refillable products, reusable solutions, and recyclable packaging help reduce the environmental impact of our products while empowering customers to make sustainable choices. With a global presence, another challenge is the complexity of aligning with diverse regulatory requirements across the countries in which we operate. Norwex ensures compliance with local regulations while promoting environmentally responsible practices worldwide.

At Norwex, these strategies are more than just solutions—they are opportunities to innovate, inspire, and stay true to our mission of creating a cleaner, safer, and more sustainable world.

Supplier Relationships and Ethical Sourcing

How does Norwex build and maintain strong relationships with suppliers, and what measures are in place to ensure that ethical sourcing standards are upheld throughout the supply chain?

Norwex builds and maintains strong supplier relationships through collaboration, transparency, and a shared commitment to sustainability.

Building trust is fundamental to these relationships, and many of Norwex’s suppliers have been longterm partners for over 20 years.

To uphold ethical sourcing standards, Norwex conducts regular audits and follows a strict protocol for selecting new suppliers, ensuring they align with our sustainability goals. Additionally, we use tools like SEDEX (Supplier Ethical Data Exchange) to assess and select suppliers based on their sustainability and ethical practices.

Norwex is also committed to partnering with suppliers who share our values, particularly in relation to ethical labor practices. We require strict adherence to labor standards that prohibit child and forced labor, ensuring that our supply chain reflects our core principles.

Quality Assurance for Eco-Conscious Products

In producing eco-conscious products, how does Norwex ensure the highest quality standards? What role does the supply chain play in achieving consistent product excellence?

Ensuring the highest quality standards for eco-conscious products requires meticulous oversight throughout every stage of production, from raw materials to finished goods. Our 360 Product Safety Review involves rigorous testing of raw materials, guided by our “no-no” list, and collaboration with our ISO 9001-certified factory or trusted suppliers to uphold the highest quality standards.

Finished products undergo thorough testing by our quality assurance team before they are approved for distribution to global warehouses. Additionally, our commitment to surpassing international eco-certifications, such as OEKO-TEX® for textile products, reinforces our dedication to maintaining exceptional quality.

The supply chain plays a crucial role in preserving product excellence. By adhering to strict quality guidelines during sourcing, production, distribution, and storage—particularly for temperaturesensitive personal care products—our supply chain ensures that products meet our high standards from manufacturing to delivery.

Inventory and Demand Management

How does Norwex manage inventory and demand forecasting, especially given the growing consumer interest in sustainable products and fluctuations in global supply?

Norwex manages inventory and demand forecasting with the help of an advanced tool called Blue Yonder, known for its robust capabilities in inventory management and demand planning.

This tool is used at both local and global levels, enabling local sales teams to track inventory and forecast demand while providing a comprehensive overview globally. Blue Yonder analyses past sales data for each country and factors in elements like seasonality to predict future trends. By aggregating global demand, it provides valuable insights into the necessary purchase and manufacturing volumes worldwide.

This software ensures that Norwex maintains optimal inventory levels, aligning production and purchasing with forecasted demand. It helps the company meet the growing consumer interest in sustainable products, even amidst fluctuations in global supply.

Risk Management in Global Operations

What strategies does Norwex use to manage risks across its global supply chain, and how do you ensure continuity and resilience in the face of potential disruptions?

Norwex manages risks across its global supply chains through a combination of strategic and operational approaches aimed at anticipating, addressing, and recovering from disruptions while maintaining both efficiency and cost-effectiveness.

Key strategies include comprehensive assessments to identify potential risks, such as geopolitical instability, natural disasters, port strikes, and raw material shortages. From a planning standpoint, Norwex develops robust contingency plans, incorporating alternate sourcing and transportation strategies to ensure continuity during disruptions.

As mentioned earlier, building strong relationships with key suppliers is another essential element of our approach. These partnerships encourage transparency, mutual support, and shared risk mitigation efforts. Additionally, maintaining buffer stock of critical raw materials and products helps mitigate the impact of temporary supply disruptions, ensuring operational resilience.

Future Trends in Sustainable Supply Chains

What trends do you see shaping the future of sustainable supply chains, and how is Norwex preparing to lead in this evolving landscape?

The future of sustainable supply chains will be shaped by a fundamental shift from the traditional linear supply chain model to a circular one. While a linear supply chain follows the “take-makedispose” approach, a circular supply chain functions as a closed-loop system, where products, materials, and resources are constantly reused, recycled, and regenerated.

As part of its commitment to sustainability, Norwex is investing in product designs that prioritise durability and recyclability. For example, we’ve implemented closed-loop systems, such as the ability to return long-lasting microfiber cloths, which can be converted

There is also growing awareness among companies and consumers about the environmental impact of plastic waste, driving a shift towards biodegradable and recyclable packaging. In line with this trend, Norwex is transitioning to fully sustainable packaging solutions, supporting our eco-friendly mission and further reducing our environmental footprint.

Advice for Supply Chain Professionals

As a leader in supply chain management, what advice would you offer to those looking to make an impact in supply chain and operations, especially within the sustainable products sector?

As a leader in supply chain management, my advice for professionals looking to make an impact in supply chain and operations—especially within the sustainable products sector—is to first focus on creating an agile supply chain. In today’s fast-paced world, businesses must remain adaptable to unexpected internal or external changes while maintaining financial stability. Given the frequent disruptions, delays, and regulatory changes, the ability to pivot effectively is essential. Agile supply chain management allows businesses to stay ahead of the curve, meet customer expectations efficiently, and mitigate risks associated with supply chain disruptions.

Second, I recommend building strong relationships with key partners who share similar sustainability values. By fostering open communication, aligning on sustainability objectives, and collaborating on innovative solutions, supply chain professionals can drive operational excellence and create longterm value for all stakeholders.

Lastly, embracing new technologies is crucial to advancing supply chain management. Tools like blockchain enable full traceability of raw materials, ensuring ethical sourcing and transparency. AI plays a pivotal role in optimisation, reducing waste, and improving operational efficiency. Additionally, IoT (Internet of Things) devices provide real-time data to monitor energy usage, emissions, and resource consumption, leading to more informed decision-making and a reduced carbon footprint. By integrating these strategies, supply chain professionals can drive measurable impact, align operations with sustainability goals, and deliver eco-friendly products to the market more effectively.

Norwex, established in 1994, is a global company dedicated to reducing harmful chemicals in homes by providing sustainable cleaning and personal care products. Their innovative microfiber technology and eco-friendly solutions promote healthier living environments. Operating in multiple countries, Norwex is committed to improving quality of life through environmentally responsible practices.

Ebru Sebat Global Operations and Supply Chain Director

BUILDING RESILIENCE THROUGH STRATEGIC SUPPLIER RELATIONSHIPS

Dojo Esquivel on Procurement and Supply Chain Excellence at Club Assist (part of AMS Group)

With extensive experience in procurement and supply chain management, Dojo Esquivel, General Manager of Procurement & Supply Chain at Club Assist, plays a critical role in shaping the company’s approach to building resilient and agile supply chains. With a strong focus on collaboration, operational efficiency, and strategic partnerships, Dojo is dedicated to ensuring the company’s procurement processes are not only efficient but also flexible enough to adapt to disruptions in the global supply chain.

In this exclusive interview, Dojo shares insights on how he’s building resilience into supplier relationships at Club Assist. He discusses the importance of structured collaboration, supplier diversity, and the role of key performance indicators (KPIs) and business reviews in mitigating risks. He also highlights how leveraging strong partnerships, rather than transactional relationships, enables Club Assist to navigate challenges and disruptions with agility and confidence. From fostering supplier trust to focusing on operational adaptability, Dojo provides a comprehensive look at how procurement and supply chain strategies are evolving to create long-term value and ensure business continuity.

How do you approach identifying and mitigating risks in your procurement strategy?

I typically focus on product supply risk first. For any business, selling their core product is essential. While this may seem basic, it is also the number one risk to consider. Without a stable and reliable supply chain, even the most well-planned strategies cannot be executed. This makes supply continuity and resilience the first and most fundamental risks I assess in my procurement and category strategies.

To mitigate product supply risks, I focus on supplier diversification, contractual safeguards, inventory and demand planning, supplier relationship management, and risk contingency planning.

My second area of focus is team engagement. As a procurement leader, I want my team to be fully engaged and to believe in the strategic direction we are heading towards. Procurement is not just about securing goods and services; it’s about orchestrating a well-aligned team that believes in and effectively executes the strategy. A highly engaged team ensures that procurement strategies are not only wellconceived but also effectively implemented, reducing internal resistance and improving overall procurement performance.

These two risks are different in nature but integral to a well-executed procurement and supply chain strategy.

What

lessons have you learned from past supply chain disruptions?

Reliable partners are critical to your supply chain. It’s not just about the cost of goods (COGS) and services, it’s about the Total Cost of Ownership (TCO) and having a reliable partner to depend on, especially during periods of disruption.

Reliable partners help your business with agility and resilience. In saying that, strong supplier relationships are built and strengthened through trust. How do we build trust? Time and a good track record. Our partner’s capacity to deliver is crucial for businesses that rely on international shipping

and the uninterrupted flow of goods.

A reliable team and supply chain partners help us navigate disruptions. While artificial intelligence (AI) and the IoT will play a significant role, it’s people who navigate through disruptions, think outside the box, and execute business continuity planning (BCP).

How do you ensure that your procurement team is prepared to respond to unexpected challenges?

Throughout my career, I’ve learned from previous and current leaders that there is no such thing as overcommunicating. We continue to be in a dynamic environment where data, information, and the insights generated from these are invaluable.

Teams often look to their leader. The best way to prepare your team is to tool up yourself. Continuous self-improvement and learning are key, and connecting with a like-minded network is equally important in preparing us for the future. In this way, continuous learning becomes part of their culture.

Nobody was prepared for COVID and its impact on manufacturing and shipping. We successfully navigated through COVID primarily because of strong collaboration with both internal and external stakeholders. It was definitely a challenge, but one I look back on with pride and lessons learned.

How do you balance risk management with maintaining agility in procurement decisions?

Managing risk and the ability to identify and mitigate it make the organisation agile in the long run. The key to balancing risk and agility is structured flexibility—having well-defined risk controls in place but ensuring they are dynamic enough to allow for rapid decision-making or adjustments. The company that excels in procurement isn’t the one that avoids risk altogether, but the one that understands and navigates it effectively to maintain operational speed and efficiency.

Last year, we encountered a Modern Slavery risk with a potential partner but were able to successfully rectify the situation immediately. We were agile in problemsolving the issue at hand while still achieving the required timelines and meeting customer expectations.

Can you share examples of how you’ve built resilience into your supplier relationships?

In my experience, building resilience requires efficient operations and good practices, such as having key performance indicators (KPIs) and regularly sharing performance updates and programs through business reviews.

Resilience in supplier relationships requires deliberate, structured collaboration, reinforced by operational redundancies, performance-driven accountability, and strategic alignment. The foundation of this resilience lies in clear KPIs, real-time performance tracking, and consistent engagement through structured business reviews and risk assessments.

Quarterly Business Reviews (QBR) are forums that are not just about reviewing past performance; they serve as early warning systems, allowing both procurement and suppliers to proactively identify risks, adjust strategies, and optimise processes before disruptions escalate. Without visibility into supplier performance, financial health, and operational risks, procurement is reacting to, rather than preventing, a crisis.

Beyond metrics, supplier diversity is the key to true resilience. A redundancy-based procurement strategy, which ensures multiple sourcing options across geographies, supply chain tiers, and business models, creates built-in adaptability, allowing operations to pivot seamlessly when disruptions occur.

Relying on a single supplier or region is a vulnerability. Instead, leveraging regional alternatives and coinvestment opportunities fosters supply chain agility. Diversity in product sourcing is now my focus in our current business strategy.

By cultivating partnerships rather than just transactional relationships, we create an ecosystem where suppliers are invested in our success as much as we are in theirs (win-win), ensuring that when crises arise, we are not negotiating from a position of desperation, but from a position of strength, founded in mutual trust and preparedness.