Leonardo Fanzini on Strategic Sourcing at GE Vernova Driving
Karim Kerkor on Procurement Excellence at Imperial Brands Strategic Evolution
Dru Melidossian on Redefining Procurement at Binance.US
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Dear Readers,
Welcome to the June edition of The Procurement Ledger, where we continue to spotlight the exceptional leaders transforming procurement into a dynamic force for strategic value, resilience, and innovation.
Our front cover feature dives into GE Vernova’s sourcing transformation with Leonardo Fanzini, who shares how the company is turning service procurement into a competitive advantage through digitisation, partnership, and operational excellence.
We’re proud to showcase Karim Kerkor of Imperial Brands, whose insight into aligning procurement with business goals, fostering supplier partnerships, and driving resilience provides a powerful blueprint for global FMCG procurement leadership.
Dru Melidossian of Binance.US offers a look at procurement’s evolution within the fast-moving world of crypto, while Kriti Jain of Lucid Motors reveals how indirect procurement is driving agility, ESG impact, and innovation across the automotive landscape.
Alicia Lane of Gallagher brings a people-first, sustainability-led lens to procurement transformation, and Lukas Pataky of wienerberger shares how digital tools and renewable strategies are powering a smarter energy future.
Simon Harman of Mitsui E&P Australia reflects on balancing operational strategy with community impact, and James Howes of BrainRocket offers an honest, insightful take on building a procurement function from scratch in a hyper-growth tech environment.
This edition also features thought-provoking Executive Insights. Kartik Iyer of TotalEnergies outlines how sustainability can be a performance driver across the supply chain. Neslihan Gentilleau shares how trust, innovation, and inclusion are redefining supplier relationships in pharma. Dr. Pascal Evertz of GoBeyondProcurement introduces a bold new approach to metrics, AI, and value creation. And Jeanette Hübsch discusses how emotional intelligence and agility are shaping the future of strategic procurement.
As always, this edition is packed with actionable insights, bold ideas, and the voices of leaders who are pushing boundaries across the procurement landscape.
Enjoy the read!
EDITOR
Christopher O’Connor
CREATIVE DIRECTOR
Martyn Oakley
DESIGN SUPPORT
James Pate
SOCIAL MEDIA MANAGER
Summer Buisson
PROJECT DIRECTORS
Phillip Forde
Fabian Stasiak
Denitra Price
Cisco Loevendie
Stuart Irving
PRODUCTION MANAGER
Ewa Piwoni
No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA
ACCOUNTS
Emilio Vences
Joseph Heaton
MANAGING DIRECTOR
Alex Barron
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The Procurement does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.
Powering Progress Through Partnership: Leonardo Fanzini on Strategic Sourcing at GE Vernova
Driving Strategic Impact: Karim Kerkor on Procurement Excellence at Imperial Brands
EXECUTIVE INSIGHT: KARTIK IYER
Sustainability with Purpose: Kartik Iyer on Embedding Environmental Responsibility into Supply Chain and Procurement
Purpose, People, and Progress: Alicia Lane on Leading
at Gallagher
Driving Procurement Forward: Kriti Jain on Innovation, Sustainability, and Strategic Impact at Lucid Motors
Beyond Compliance: Neslihan Gentilleau on Building Trust, Innovation, and Inclusion in Strategic Procurement
Strategic Evolution: Dru Melidossian on Redefining Procurement at Binance.US
Powering Progress: Lukas Pataky on Driving Energy Strategy and Sustainability at wienerberger
EXECUTIVE INSIGHT: DR. PASCAL EVERTZ
Redefining Procurement Performance: Dr. Pascal Evertz on AI, Metrics, and the Best Value Approach
Strategic Strength and Local Impact: Simon Harman on Leading MEPAU’s Supply Chain Forward
Building Smart, Fast, and Human: James Howes on Launching Procurement at BrainRocket
Agility with Purpose: Jeanette Hübsch on Redefining Strategic Procurement
POWERING PROGRESS THROUGH PARTNERSHIP
Leonardo Fanzini on Strategic Sourcing at GE Vernova
With nearly two decades of procurement experience, Leonardo Fanzini leads a critical mandate at GE Vernova: managing over $150 million in global sourcing for services that support the company’s gas-powered equipment portfolio. From advanced machining to on-site maintenance, his role touches every facet of supplier engagement from risk management and sustainability to innovation and resilience. In this in-depth interview, Fanzini shares how GE Vernova is transforming service sourcing into a strategic advantage, emphasising the importance of supplier partnerships, digitisation, and operational excellence. His insights highlight how sourcing professionals can drive long-term value by aligning quality, cost, and collaboration in an increasingly dynamic energy landscape.
Career Path and Role at GE Vernova
Can you share your journey leading up to your current position as Global Sourcing - Services at GE Vernova? What are your primary responsibilities in this role?
The role I am currently responsible for aims to achieve a strategic alignment of the global spend to third parties in maintenance services for Vernova gas powered equipment. Simplifying, it includes services such as rigging, scaffolding, other equipment rentals as well as highly specialized services such as mechanical repairs, electrical testing and various installation services.
The main goal is to have services strategically covered whether at a global or at a regional level. This task is shared with either strategic sourcing functions at HQ level or regional procurement teams.
Before taking over these responsibilities, I have always been engaged within GE’s power generation units’ maintenance activities in various procurement roles at a regional and global level. In my 17 years career journey I’ve been engaged in almost all the aspects of procurement and sourcing from buy-to-pay process management to commodity strategy development.
Developing Global Sourcing Strategies
With over $150 million in annual spend under your purview, how do you approach developing and implementing global sourcing strategies for services?
The first step is to understand whether the category of spend can be approached from a global, regional or even country-level standpoint. At this stage, the total monetary value serves the purpose of ranking the various commodities but is not as relevant as other critical factors such the geographical application of the services, the regulatory environment, logistics and transportation costs, key suppliers’ footprint, etc.
After this initial analysis, global categories are separated from the local ones and two different approaches are implemented. Categories usually labeled as “global”, e.g., logistics, travel and living, etc. are analysed in synergy with the global indirect sourcing teams, whether at corporate or business unit level, while the “local” ones, e.g., on-site maintenance services, specialized craft labour, etc., deserve a dedicated analysis jointly developed with procurement and operations regional teams.
The typical sourcing analytical tools and templates (e.g., Kraljic portfolio analysis) are utilized in multiple stages to assess whether a partnership engagement (e.g., services which are critical to customers) rather than a leverage or transactional one (e.g., MRO, consumables) can give us the best potential outcome.
Different implementation actions (multi-year agreement, suppliers’ e-auctions) follow accordingly.
OUR CLIENTS KNOW THAT THEY CAN COUNT ON US.
Our main campus in Savannah GA utilizes over 250,000 square feet of facilities and multiple satellite locations across the southeast. This enables us to offer the specialized machining services and on-site industrial contractor work they need.
K Machine has built a reputation on trust and excellence in the U.S., Canada, and overseas. From providing 24/7 emergency repairs to manufacturing turbine components, our customers have come to know what true service means. Founded in 1993 as an independent company, K Machine’s team of engineers, machinists, technicians, and welders, has provided trusted industrial services and delivered exceptional value to our clients in the pulp and paper, oil and gas, and power generation industries.
Our collaboration with GE also extends to the Gas Turbine product line, where we’ve provided dedicated support within the exhaust systems segment. Our Exhaust Specialty Services team has engineered and manufactured a wide range of solutions, many of which are deployed during forced outages or unplanned service events. These solutions are developed in close coordination with GE teams and are often custom-built to meet specific turbine configurations and operating conditions.
Over the years, we’ve also supported GE in planned initiatives aimed at enhancing exhaust system durability and reducing operational risk. These include upgrades, retrofits, and proactive service work designed to extend component life and improve system performance. Our team provides both the labour and material support necessary to execute these scopes to the highest standard. Our field crews bring decades of OEM experience and are supported by a manufacturing team that understands GE’s expectations and consistently delivers on quality and schedule.
With over 25 years of OEM experience and 20 years of manufacturing support for OEM components, K Machine has built a trusted reputation. Our clients, including GE Vernova, rely on us to deliver solutions with speed, precision, and full accountability. Whether we are performing valve rebuilds in our Savannah shop or executing on-site gas turbine exhaust retrofits halfway around the world, our commitment to safety, quality, and technical excellence remains unwavering.
K Machine Industrial Services continues to grow by doing what we do best—solving complex mechanical challenges for our clients and supporting the long-term performance of critical power generation equipment. Our relationship with GE Vernova reflects our ability to consistently meet the high standards required to support one of the most demanding OEMs in the energy industry. We look forward to continuing this collaboration and providing worldclass service and support wherever it’s needed.
Supplier Performance Management
What key metrics and processes do you utilize to assess and manage supplier performance, ensuring alignment with GE Vernova’s standards?
In Vernova we are very focused on the application of a lean methodology. Since the time of GE’s Six Sigma approach, the elimination of waste and continuous improvement have become a companywide embedded “mantra”: daily management, standard work, bowler charts and kaizen events more than just tools are a “second skin” in our way of operating. They are applied in managing key partners and suppliers as well.
In terms of key performance indicators, we use the acronym SQDC, which stays for Safety, Quality, Delivery and Cost. Safety is our top priority, and we need our suppliers to consider it as such too: every meeting starts with reflections on incidents, hazards and safety-related topics and we consistently promote a “stop work” attitude, in case any of us finds out a potential safety risk.
Quality follows second with the ambitious goal of zero defects in ours and suppliers’ deliveries to customers. Delivery time is of the essence as our customers face millions in losses if we delay by just one day an outage execution. Finally, but nonetheless extremely important, is the focus on cost to ensure that we get the best prices available in the market.
Sustainability in Sourcing
How does GE Vernova integrate sustainability and environmental considerations into its sourcing and procurement decisions?
As a power equipment manufacturer with almost 25% of the world electricity generated with the support of our technology, Vernova is at the crossroad of critical decisions for the future of energy and environmental sustainability. Future energy demand mainly driven by additional needs from data centres and AI applications pushes us hard to increase capacity in the market. On the other hand, tight environmental regulations demand for a cleaner and more efficient way to cope with such an increase. This is why a core tenet of our sustainability strategy is” to electrify and decarbonize” the world, to be achieved through a diversified portfolio of solutions (Power, Renewables, Grid and Storage). Although maintenance services execution may be seen as less critical from an environmental impact standpoint, we are undertaking several initiatives to improve the sustainability of the procurement decisions, particularly in logistics and transportation with the key goal to reduce CO2 emissions from our logistics partners.
An important topic, which I am very keen about, is suppliers’ financial sustainability. We constantly monitor our key suppliers’ financial health and bankruptcy risk so to ensure them a healthy profitability as well business continuity in a mutually beneficial collaboration.
Applied Technical Services
No Room for
Doubt:
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Whether you need to protect it, prove it, or improve it, ATS is ready to partner with you in quality, safety, and reliability. With expertise in Inspection, Testing, Calibration, and Consulting for a wide range of industries, our experts deliver insights that support client efforts to meet regulatory compliance, minimize the likelihood of unplanned outages, and ideally extend the life of critical assets.
From concept to completion
ATS knows that every client’s needs are unique. Our team of specialists values your project, working closely with you to develop solutions tailored to meet your specific objectives. View our capabilities below to see how we help you predict, prevent, and perform.
No Room for Doubt: Testing, Inspection and Calibration Excellence for the Power Generation Industry
Since 1967, Applied Technical Services (ATS) has built expertise in Power Generation—providing Inspection, Testing, Calibration, and Consulting Services to clients in Energy Production, Field Maintenance, and OEM Manufacturing. While quality and efficiency are engineered into the technologies that power the world, processes can break down, operational conditions can shift, and uptime demands continue to stretch the boundaries of safe operation. Our goal is to help clients enhance performance, enable predictive insights, and support preventative strategies that protect critical assets and extend operational life.
Our Purpose is to create a safe and reliable world.
Our Mission is to deliver assurance through precise technical and professional services.
Reducing Cost and Complexity Through Asset Insights
ATS provides inspection services for large-scale assets and infrastructure within the power generation facility. This includes thorough assessments of turbines, boilers, pressure vessels, generators, heat exchangers, and structural systems to assess their condition and provide insights to evaluate continued serviceability. Inspections such as Fitness-for-Service (FFS) evaluations, corrosion mapping, and remaining life assessments help determine whether equipment can safely continue operation or requires repair or replacement. By leveraging advanced inspection methods—such as ultrasonic testing, digital radiography, and phased array— ATS delivers assessment insights that support client efforts to meet regulatory compliance, minimize the likelihood of unplanned outages, and ideally extend the life of critical assets.
Supporting Your Supply Chain Needs
Beyond asset protection, ATS plays a vital role in supporting power generation facilities by performing inspections on critical parts and components. Through a combination of non-destructive testing (NDT), material verification, dimensional analysis, and advanced failure analysis techniques, we gather critical data to help clients identify potential defects, irregularities, or early indications of degradation in key components such as valves, turbine blades, bearings, and electrical connectors. In cases of malfunction or unexpected wear, failure analysis can provide insights into likely root causes—which may include material fatigue, corrosion, stress fractures, or manufacturing inconsistencies. The data gathered by performing these techniques can aid in reducing recurring issues and supports clients in making informed decisions on maintenance schedules and part replacements.
Award-Winning Performance and Partnership Excellence
Demonstrating our dedication to technical solutions and human connections, ATS proudly received the Excellence in Accountability award from GE Vernova— a global leader in power generation for over 130 years. This recognition, awarded to only a select group of top-performing partners by GE Vernova’s Gas Power One Field Services, underscores ATS’s partnership in delivering dependable, high-impact service across the power generation sector.
ATS Provides Insights You Can Count On
If you’re seeking a partner known for precision, accountability, and industry recognition, ATS is ready to deliver insights you can count on. We offer comprehensive Inspection, Testing, Calibration, and Consulting Services — each designed to address a wide range of technical and operational needs. Discover why industry leaders trust ATS. Contact us today to learn how we can support your next project with award-winning service.
Service Overview
Inspections
Dimensional Inspections – Computed Tomography, CMM, and 3D Laser Scanning
Fall Protection – Design and Furnish Installation, Anchor Load Testing, Safety Compliance, Inspection and Certification
Special Access – Rope Access Inspections and Training, Drone Inspections, Remote Visual Inspections
Failure Analysis – Mechanical, metallurgical, Polymers, Dimensional, Component, and Forensic Structural Engineering – Post-Damage Assessment, Design and Renovation, and Vibration Analysis
Forensics – Accident Reconstruction, Fire Origin and Cause, Biomechanical, Expert Witness, Building Consulting, and Forensic Engineering
Supplier Diversity Initiatives
Could you discuss GE Vernova’s commitment to supplier diversity and how it influences your sourcing strategies?
Commitment to a diverse and inclusive value base is a critical part of GE Vernova’s Human Rights Statement of Principles. In full alignment with international standards of human rights, it offers clear guidelines for ethical and safe business practices which apply to our suppliers as well.
Our employees’ code of conduct, called “The Spirit and the Letter”, which outlines our policies in terms of fairness and respect for all our stakeholders, independently of their gender, race, religion, etc., is expected to be followed and adhered to by our partners as well. It is fully embedded in our Know Your Suppliers (KYS) due diligence process, a key component of which is our “Suppliers Integrity Guide”. This process focuses on suppliers’ practices such as labour policies, age and nature of workers among others. Suppliers’ input is then properly evaluated and eventually approved, if it is in line with our requirements and expectations.
We do not stop just here, though, as we continuously seek to elevate ours and our suppliers’ standards of behaviour: we utilize external third-party data for risk identification, analysis, mitigation, and remediation; we continuously refresh and update supplier training and provide with additional documents for risk assessment and mitigation plans.
Navigating Global Supply Chain Challenges
In light of recent global disruptions, what strategies have you employed to maintain resilience and adaptability in GE Vernova’s supply chain?
Most of the services’ supply chain is regionalized or even localized and close to customers’ locations. Therefore, most recent global disruptions either had very limited impact or had been addressed by switching from global to regional/local service providers. The exact opposite approach is used when unexpected changes at local level (e.g., social unrest, force majeure due to environmental disruptions) make the local sources unavailable: in such a situation, we switch providers sourcing them from the nearest area unaffected by the change.
To facilitate us in predicting areas of risk and to tailor mitigating strategies, we use suppliers’ scorecards based on their financial records and their past behaviour in terms of service level. Where we see a low score indicating that the evaluated supplier will likely default on its commitments, we approach available alternatives or new sources e.g., switching from a single source to a dual source strategy.
More generally, and without limiting ourselves to services, we adopt different risk mitigation strategies, depending on the risk involved: from the “unknown-unknowns”, where we cannot quantify the likelihood of occurrence to the “known-unknowns”, at the opposite side of the spectrum. To this second category belongs the case of suppliers’ scorecard, previously discussed.
Technological Advancements in Procurement
How is GE Vernova leveraging digital tools and technologies to enhance procurement efficiency and transparency?
Although we are still in the early stages of our procurement digitisation journey, at Vernova we take very seriously the opportunities offered by the latest digital technologies. Our aim is to cover the full range of applications from purely descriptive to prescriptive, including predictive analysis tools. We already use, or are in the process of testing, different application software in the areas outlined above.
For the simple collection and visualisation of historical data, we create a data warehouse to segment suppliers or cluster procured services. These are visualised through real-time dashboards using some of the most popular software available on the market.
To predict future demand and commodity prices, for example, we have developed strong partnerships with global providers and make extensive use of regression analysis tools. The goal, however, is to leverage machine learning to build a prediction model trained on data from descriptive analysis, which can then be used as an input for the prescriptive phase.
The final phase will ideally consist of digitising purchasing decisions—such as quantities and timing of purchases, supplier selection, negotiation strategies, and smart contracting through the development of a decision model using advanced analytics tools such as NLP, AI, and blockchain.
A
Proven Partner for Power Generation — Trusted by GE Vernova. Relied on by Procurement Leaders.
Our long-standing partnership with GE Vernova speaks volumes. At In-Place Machining Company (IPM), we operate as an extension of your team—fully aligned with your goals, timelines, and performance expectations. With industry-leading equipment, deep expertise in critical repairs, and teams with technical mastery you can trust, IPM is built to support GE Vernova’s mission and Power Generation Service Strategy—from planned outages to emergent repairs—when it matters most.
THE IPM ADVANTAGE:
Ensuring gas, steam, nuclear, and renewable energy systems stay at peak performance under the toughest conditions.
Unmatched Field Expertise at Scale
The world’s largest team of full-time, high-acuity Field Service Engineers and Technicians—trusted to solve what others can’t.
Rapid Deployment—When and Where Needed Most
With 18 service hubs strategically located across North America, including over 240,000 sq. ft. of specialized machine shop facilities, we mobilize fast—when every second counts. Whether it’s emergency repairs, equipment refurbishments, or full-scale outage support, our team is ready to meet your most complex challenges.
The World’s Largest Inventory of Specialized Machining and Measurement & Alignment Equipment
Our in-house team of engineering experts and technicians design, build, and customize solutions for quick mobilization, efficiency, safety, and first-time right results.
Precision Metrology and Alignment—Done Right the First Time
As North America’s leader in alignment and metrology, we deliver high-accuracy measurements, 3D scanning and modeling, reverse engineering, and precision alignment for turbines, shafts, generators, and more. With the expertise and metrology instruments to get it right the first time, we ensure flawless installations and peak performance across your most critical power generation assets.
150+ Years of Engineering Excellence
Bringing unmatched technical depth and innovative problem-solving to every high-stakes power generation challenge, ensuring results when failure isn’t an option
Collaboration Across Departments
How do you ensure effective collaboration between the sourcing department and other divisions within GE Vernova to achieve cohesive business objectives?
In addition to collaboration tools provided by the latest networking technologies, clear and effective communication remains essential to ensuring full alignment of goals and objectives both at the company level and within each function. This is especially true in a matrix-operating organisation like Vernova.
Sourcing annual priorities are set jointly with other divisions, usually cascaded down from the most senior levels, but always incorporating the bottom-up inputs gathered at critical touchpoints throughout the year.
Operationally, short-term goals between collaborating departments do not always align. To avoid unnecessary and counterproductive discussions such as prolonged negotiations or escalations to functional leaders it is best practice to involve all key functions, including procurement, from the very early stages. This applies whether we are talking about a maintenance project or an ERP rollout. The outcomes are significantly better when procurement is part of the planning phase, rather than being asked to optimize decisions already made at the engineering or operational execution level.
At the same time, selecting strategic partners is not the exclusive domain of sourcing. Involvement from other functions is critical to achieving success.
Not
• Automatic and Manual Welding
• Laser Tracking and Alignment
• Stationary Journal Machining
• Portable Lathe with 225 Ton Capacity
• Rotor Bore Services
• Boring / Milling
• Stud Removal
• Portable Machine Shops
• 100,000 sq ft Machine & Welding Shop
• Tooling Design and Manufacturing
• CNC Milling and Turning Services
• OEM Part Manufacturing
• 50 Ton Lift Capacity
• Project Management
TURN-KEY MACHINING - WELDING - METROLOGY SERVICES
• Pumps: Boiler Feed / Recirc / Reactor Feed / Circulating and many more
• Valve: Main Steam Stop Valves / Control Valves / Check Valves / Throttle Valves Wye Globe Valves / Gate Valves and many more
GE Vernova and RapidRatings delivers deep, objective insights into supplier financial health—turning risk into resilience.
Our financial health ratings reveal risks that others’ don’t
Continental Field Systems (CFS)’s mission is to be the forefront leader in the industries we serve by setting high standards for machining and welding, through continuous improvement, and by meeting the expectations of our customers, employees, suppliers, and owner. The safety and health of our employees, contractors and suppliers continues to be the first consideration in the operation of this business. At CFS, the quality of our products and services are key to meeting and succeeding our high standards for machining and welding.
RapidRatings equips procurement teams in global organizations with accurate data-driven insights to assess supplier risk and make confident, informed business decisions.
CFS offers a wide range of services to the oil & gas, combined cycle, nuclear, and traditional energy industry as well as other heavy industrial groups. Among the range of services we provide include, valve, pump, turbine repair, portable lathe turning, stud removal, flange facing, portable shop machining, line boring, milling, metal disintegration, on-site laser tracking & alignment, automatic & manual welding, quality control, assurance & inspection.
CFS’s quality assurance programs are compliant with the National Board Inspection Code (NBIC) and the American Society of Mechanical Engineers (ASME). We maintain the following Certificates of Repair: NBIC NR & R and ASME U, S, & PP. Our nuclear quality program meets the requirements of 10 CFR Part 50, Appendix B, 10 CFR Part 21, and ASME NQA-1 and are audited triennially by the Nuclear Procurement Issues Corporation (NUPIC). The partnership between GE Vernova and CFS focuses on delivering high quality services in a safe, qualityminded professional manner. This partnership enhances CFS’s capabilities and market reach and allows us to leverage GE’s expertise and resources thereby ensuring that both companies remain at the forefront of our industry.
Peer comparisons
POWERING SUCCESS AROUND THE GLOBE
0.81 EMR safety rating
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SG Energy Solutions provides end-to-end support to power plants and utilities worldwide through comprehensive engineering services:
In the context of global sourcing for services, how do you strike a balance between cost optimisation and maintaining high-quality standards?
As explained regarding suppliers’ performance, cost is a critical factor alongside safety, quality, and delivery. In sourcing services, these priorities often conflict with one another: a supplier offering the fastest lead time may achieve it by cutting corners or inflating prices through expediting fees; conversely, we may receive the highest-quality service but not within the required timeframe or at the most competitive price.
To ensure that the required levels of safety, quality, and delivery are consistently met by our service supply base, we apply a variety of methodologies and approaches, which are continuously monitored and refined as suppliers perform on our behalf.
For safety assessment, we work with preferred partners who independently evaluate suppliers based on their EHS (Environment, Health, and Safety) performance in accordance with our specified requirements.
For quality, a dedicated team of engineers qualifies and audits suppliers against Vernova’s specifications.
We use On-Time Delivery (OTD) metrics to evaluate service suppliers based on their ability to deploy at customer locations and complete services within the requested timeframe.
Once the providers meet these set targets, we are in a strong position to competitively bid or negotiate pricing using market data, historical benchmarks, and projected inflation to ensure optimal value.
Future Trends in Global Sourcing
What emerging trends do you foresee in global sourcing, and how is GE Vernova positioning itself to stay ahead in the evolving energy sector?
I see two diverging trends emerging in today’s procurement world.
On the one hand, more transactional activities ranging from purchase order requisition to invoice reconciliation, and including so-called “desktop procurement” tasks (e.g., price bargaining, competitive bidding analysis and evaluation, contract preparation) are expected to be increasingly automated and digitised, requiring less and less human involvement and interaction.
Conversely, purely cost-centred procurement, while still relevant as external purchases make up a significant portion of a firm’s total cost, is now viewed as only one aspect of the value procurement can offer.
With early supplier engagement and closer ties to critical-to-customer partners, sourcing can significantly enhance revenue and market share for companies that effectively leverage it.
This requires a significant shift in the typical sourcing department’s mindset and leadership approach: a collaborative and results-oriented engagement with partners, rather than an exclusive focus on cost-cutting, is key to successfully positioning the sourcing function within the broader organisation. A tangible and foreseeable consequence of this shift would be the replacement of the current “commodity management” model with a more strategic “supplier management” approach.
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Founded in 1959, Sims Crane & Equipment Co. has been a leader in the crane and rigging service industry for over 60 years, providing innovative solutions and exceptional service for all of your heavy lifting needs. With a commitment to safety, quality, and customer satisfaction, Sims Crane & Equipment Co. is the go-to choice for companies in need of reliable and efficient lifting solutions.
Our extensive fleet of cranes, ranging from 8 to 800 tons, is equipped to handle any project, no matter the size or complexity. Our team of highly trained and experienced operators ensures that every lift is executed with precision and safety, minimizing downtime and maximizing productivity.
At Sims Crane & Equipment Co., we understand the critical role that utility companies play in our communities. That’s why we offer 24/7 support and rapid response times to ensure that your projects stay on schedule. Our state-of-the-art equipment and cutting-edge technology, including 3D and P.E. Stamped lift plans provide the highest level of service and reliability.
Choose Sims Crane & Equipment Co. for your next Power Generation Project and experience the difference that our expertise and dedication can make. With our headquarters in Tampa, FL, and multiple branch locations throughout the Southeast, we are ready to serve your lifting needs. Trust Sims Crane & Equipment Co. to deliver the best in crane rental and rigging services for the power generating industry.
GE Vernova and RapidRatings delivers deep, objective insights into supplier financial health—turning risk into resilience.
Only RapidRatings analyzes the financials statements of your private and public suppliers to reveal the whole picture.
Our financial health ratings reveal risks that others’ don’t
RapidRatings equips procurement teams in global organizations with accurate data-driven insights to assess supplier risk and make confident, informed business decisions.
Strategic Collaboration
GE Vernova partners with a diverse range of service providers. How do you identify which partners are best suited for complex and mission-critical scopes? Can you share an example where collaboration with a trusted partner made a measurable impact?
Collaboration, particularly for services on complex and highly specialised equipment like Vernova’s— develops through several years of interaction at different levels, but most of it happens during real-time execution at customer sites. In addition to screening, evaluating, and approving basic mandatory requirements conveyed through Know Your Supplier (KYS) documentation, we look for providers with multi-year experience on gas-powered turbines who consistently perform at a high level across a range of situations (e.g., scheduled planned maintenance, unplanned and forced outages).
Our team of quality engineers follows selected partners throughout the various stages of the relationship, from simple tasks and operations all the way through to complex machining and assembly processes. The highly developed skills our partners have nurtured particularly in training selected professionals cannot be easily transferred internally as a commodity, nor are they readily available in the broader market.
In-Place Machining Company is a best-in-class example of such collaboration. Their long-tenured expert machinists have enabled Vernova to complete critical work promptly, reduce the impact on scheduled activities, eliminate freight costs, and achieve zero rework in complex operations such as erosion ring machining, on-site weld repairs, and alignment of turbine casings.
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With ServoCon® ALPHA there are no distributors that you have to go through, you simply send your component directly to us. We will give you the true facts about your hydraulic components. Since we specialize in the entire hydraulic system, we will make sound recommendation to prevent future component failure. We are experts and we want to share that expertise with you. Why settle for “good enough” when you can have the best. Rely only.
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Powering Progress Since 1979
Servocon Alpha and GE Vernova: A Proven Partnership in Turbine Excellence
For over four decades, Servocon Alpha has been a trusted name in the rebuilding and refurbishment of gas and steam turbine components. Founded in 1979, the company has earned its place as a leader in precision engineering by delivering consistent quality, reliability, and innovation to industrial partners around the world.
Today, that legacy is further enhanced through a collaborative partnership with GE Vernova, a global force in energy innovation. This partnership bridges Servocon Alpha’s deep expertise with GE Vernova’s forward-looking approach to cleaner and more efficient power generation, creating a synergy that supports a more sustainable energy future.
“Every turbine component tells a story of power, precision, and performance—and we make sure that story continues,” says GM-Matthew Ramey at Servocon Alpha.
At the core of Servocon Alpha’s service is a hands-on, detail-driven process: complete disassembly, rigorous inspection, expert reverse engineering, and meticulous rebuilding. From aging legacy systems to state-of-theart turbines, the company’s certified technicians and engineering teams deliver results that restore function and extend operational life—without compromising OEM standards.
Working closely with GE Vernova, Servocon Alpha ensures that customers benefit from both legacy craftsmanship and modern technological alignment. This powerful alliance allows plant operators to reduce downtime, cut costs, and gain peace of mind with every rebuilt component.
Innovation Through Partnership
Several partners have supported GE Vernova with innovative approaches — such as robotic inspections or advanced machining solutions. How important is innovation in your supplier relationships, and how do you foster it?
Innovation is becoming increasingly critical, even in a non-product environment such as heavy-duty repair services. Vernova likely has one of the strongest internal engineering capabilities in designing and manufacturing industrial machines for the energy sector, but in several cases, these resources are in short supply during the maintenance phase of our equipment.
For this reason, continuously improving our service performance relies heavily on the solutions developed and tested by our selected partners through years of industrial application. Our suppliers constantly monitored and audited by our team of sourcing quality engineers are required to adhere to the highest industry standards and are certified in nearly all areas in which they operate.
I must highlight the case of K-Machine Industrial Services, which, in addition to supporting complex scopes, consistently delivers high-quality services and responds rapidly to emergent needs involving the repair, welding, and machining of our casings, diaphragms, and nozzles. They have also demonstrated innovative capabilities, such as using robotic devices to inspect the lower bowl of control valves in a safer and more cost-effective way.
Such innovative solutions become especially critical in supporting our internal repair network when it comes under pressure from intensifying customer demand.
Responsiveness in Outages
During high-pressure outages, speed and precision are essential. How do you ensure your partners can deliver under tight timelines, and are there any standout examples from recent projects you’d like to share?
We try in every possible way to integrate key suppliers into all preparation phases of planned maintenance. This is extremely important to ensure that the right people and tools are available precisely when needed. Once deployed, it is also critical that the supplier’s resources effectively cooperate with Vernova’s crew to minimise the impact of any last-minute changes in the scheduled activities.
Of course, this isn’t always feasible or possible to execute in a structured way particularly during unplanned outages. Continental Field Systems, a key partner for high-quality onsite machining services such as boring bar machining and ovalised grinding, clearly showcased how critical supplier responsiveness is when they acted as a turnkey provider for more than 30 days, managing complex scopes both planned and unplanned at the Hanging Rock power plant in Ohio.
Another excellent example is Sims Crane and Equipment, a provider of critical enablers such as rented cranes and their operators. They consistently perform in a timely, highly responsive, and supportive manner. Their involvement allowed Vernova to meet customer expectations and deliver 100% on-time performance, as demonstrated at the Fort Myers power plant in Florida.
At Wärtsilä’s Bearing Centre, we bring 50 years of expertise in bearing solutions across sectors. Our 100BOND® white metal laser technology enhances bonding strength, extends equipment lifespan, and reduces downtime. Our solutions also help optimize power generation capacity and promote second life-sustainability through remanufacturing and advanced material technologies - supporting decarbonization and up to 90% GHGs reduction. With predictive behavior capabilities, we anticipate performance needs, while our continuous R&D enables tailor-made design for each application.
This drive for innovation is further strengthened by strategic partnerships, such as with GE Vernova. As a world-class supplier, we are proud to support their energy transition strategy by contributing to highperformance and reliable operations in power generation.
Enhancing Quality and Compliance
With strict technical specifications in place, how do your partners contribute to ensuring the highest quality standards, especially in areas like inspection, machining, and bearing repairs?
The support of our partners is vital to ensure that Vernova’s highest quality standards are properly transferred to our customers. A good example is provided by the repairs of components not originally manufactured by us, such as bearings and auxiliary equipment (e.g., valves).
In Europe, it took several years to set up a highly qualified supply base in the above-mentioned services. Finally, after careful selection and a lot of hard work from Vernova’s sourcing quality engineers, we came up with two strategic partners whom we rely upon for quality, as well as for high responsiveness and cost-effectiveness.
Wärtsilä Ibérica is our preferred regional supplier for off-site bearing repairs. They provide qualified services at their repair centers for various types of bearings (e.g., journal bearings, generator bearings, etc.), all fully compliant with Vernova’s technical specifications, in an efficient and timely manner.
Similarly, for valve repairs, Reman Europe is a critical supplier for all valve repair needs in Europe. They have become, over the years, the center of reference to reduce lead times to end customers by offering a wide array of solutions in a cost-effective way.
“We try in every possible way to integrate key suppliers into all preparation phases of planned maintenance”
Leveraging Financial Insight
GE Vernova places strong emphasis on financial sustainability. How does partnering with providers like RapidRatings help you manage supplier risk and maintain continuity in critical operations?
We always operate with the highest financial rigor to ensure that our commitments to shareholders are fulfilled and, whenever possible, exceeded. This flows through in every aspect of our activities, and we ask the same level of attention to financial performance from our key suppliers as well. This is extremely important in maintaining a healthy supply base and in avoiding the risk of disruptions or discontinuities in our service to customers.
As most of our partners are privately owned companies, it is a very difficult and labor-intensive effort to achieve a satisfactory level of visibility to monitor such risks. To help us in tracking the potential risk of supplier bankruptcies, RapidRatings provides us with a wide suite of products specifically designed for that purpose.
For example, their Financial Health Rating (FHR)® effectively maps and ranks suppliers’ default risk, as well as their medium-term sustainability index, measured through operational indicators. Particularly useful for procurement professionals with no formal training in accounting and finance is the Financial Dialogue Report, a concise summary that guides us in articulating discussions with suppliers regarding their plans to address and improve any highlighted shortcomings.
CRAFTING EXCELLENCE, CULTIVATING TALENT
With over 75 years of combined experience, SWA is a leading technical staffing provider specializing in identifying, mobilizing, and supporting skilled trades professionals across various industries to support our clients.
SWA focuses on specific industries, which allows us to specialize our services to best fit your business needs.
Contract Hire:
Providing clients with temporary staffing solutions, allowing them to access specialized skills for specific projects or periods of increased workload.
Mobilization & Demobilization:
Handling the logistics of deploying and withdrawing personnel for projects, ensuring a smooth transition and efficient use of resources.
Direct Hire:
Facilitating the permanent placement of qualified candidates, ensuring a long- term fit for both the client and the candidate.
Payroll Services:
Managing the payroll process for temporary or contract workers, relieving clients of administrative burdens and ensuring timely and accurate compensation.
Safety & Training Compliance:
Prioritizing the safety of personnel by offering training programs and ensuring compliance with industry standards and regulations, promoting a secure working environment.
EMPOWERING GE VERNOVA WITH TRUSTED SKILLED TRADES AND FIELD-READY EXPERTISE
SWA, operating under the Sidewinders LLC contract, has become the first call for generator labor support, both across the US and internationally. While others operate as recruiters, SWA stands apart as a generator service provider that specializes in delivering highly trained, safety-certified skilled trades professionals, known across the industry as “winders.”
With deep roots in generator field services and a steadfast commitment to compliance, SWA brings much more than manpower. Every technician deployed is backed by GE EHS training and full approval through ComplyWorks. Whether supporting a planned outage or responding to an emergency, SWA can mobilize crews globally within 24 hours, equipped with the tools, knowledge, and experience to integrate seamlessly with GE’s internal and partner teams.
What truly differentiates SWA is its investment in quality. Through in-house training programs, SWA ensures every winder arrives on site fully prepared to contribute effectively and safely. Recently, SWA invested in over $100,000 in on-site training covering generator fundamentals, basic electrical testing, and hands-on brazing certification. Additionally, the company conducts thorough assessments of each technician’s qualifications and experience, ensuring that every outage team is equipped with a balanced mix of skills and expertise. This approach helps ensure repair scopes are completed on time and within budget.
This approach, aligned with GE’s core values of safety, accountability, and reliability, has earned SWA a strong reputation for consistent, high-standard service delivery across multiple regions, further supporting GE Vernova in meeting it’s global energy commitments.
For more information on SWA and its capabilities, visit www.swastaffing.com.
Scaling with Global Support
Several of your partners have mobilised globally, especially during peak outage seasons. How critical is global scalability in your sourcing strategy, and what does it take to ensure partners are ready for such demand?
High-quality support is not always available at the local or regional level especially during peak seasonal demand. We highly benefit from those partners who are willing to support not only in their usual geographical areas of operation but also overseas, and with the needed flexibility. Of course, their deployment in remote locations has consequences both in terms of timeliness in delivery and additional costs.
We reduce or mitigate such negative impacts by carefully integrating critical suppliers’ resources during the planning phase and by crafting commercial conditions that are both sustainable for suppliers and do not jeopardise our service competitiveness at the local level.
Sidewinders, a provider of generator repair services headquartered in Utah, is a best-in-class example—servicing our operations globally by mobilising highly skilled technicians across all regions. In other cases, where the needed capabilities are neither in-house nor with our partners, we rely on collaboration with specialised temporary labour agencies such as Deena Energy Services. These partners offer deeper knowledge of local markets and are able to identify the best available resources to match our needs while offering competitive solutions.
Supplier Recognition and Accountability
Some of your partners have been recognised at the GE Vernova Americas Suppliers Conference. What qualities do you look for when honoring suppliers, and how do these recognitions shape long-term partnerships?
To reward those suppliers who exceeded our expectations and differentiated themselves from others, we use Vernova’s Principles of Excellence: act as one team, put a relentless focus on the customer, operate with a lean mindset, drive innovative approaches, and be accountable to promises and commitments.
We have seen over several years that awarding suppliers not just with contracts and purchase orders but also symbolically by showing that we value their business and the behaviours we most appreciate has significantly strengthened relationships.
Last January, in Houston, we focused our attention on providers of testing services (e.g., borescope inspections and non-destructive testing). These types of services are usually peripheral to the core of the maintenance activity. Nevertheless, they have a significant impact on our customers because their results influence the go/no-go decision for resuming plant operations.
Applied Technical Services was awarded for their high level of accountability, which resulted in very positive customer feedback. The NDT division of Integrity Assessment Group (IAG) was also recognised for their innovative approaches to inspection solutions, tested and implemented across more than one hundred outages.
Supporting GE Vernova and the Industrial Gas Turbine Fleet for the servicing & upgrades of gas turbine accessory components globally.
Products Include:
• Gas Control Valves SRV/GCV
• Combined Gas/Stop Speed Ratio Valve
• Inlet Bleed Heat Valves
• Admission Stop & Control Valves
• Inlet Guide Vane Actuators & Controllers
• Hydraulic Ratchet & Sequencing Valves
• Liquid Fuel Stop & Bypass Valves
• Liquid Fuel Flow Dividers
• Liquid Fuel 3 Way Purge Valves sales@reman-europe.com www.reman-europe.com
Building Long-Term Value
From new suppliers to long-standing collaborators, how do you balance onboarding fresh expertise with deepening established relationships for long-term value creation?
Vernova is always looking to continuously improve its performance for customers. We usually achieve the needed incremental change from the existing supply base, but this is not always possible when we need to radically improve along different dimensions. In such circumstances, we are compelled to search for alternative sources of value in areas we are not fully familiar with. This effort takes considerable time, and often the chosen path results in a dead end.
Once the new source has been identified, we usually don’t proceed with a full-blown approach; we start small in a key area of focus, delve deeper into it, and later extend the relationship to neighbouring applications. The development is almost never linear or straightforward, there are often ups and downs in implementation, sometimes followed by failures that require additional efforts to get back on track.
A good example of a new partnership currently in development is ServoCon, a Virginia-based provider of hydraulic systems and controls. We are sourcing cost-efficient hydraulic system solutions from them, including services, and implementing an exchange program of dedicated solutions aimed at decreasing our lead time to customers by 90%.
Remote Visual Inspection (RVI) employs the use of borescopes, video probes, tube cameras, robotic crawlers, pan tilt zoom cameras, drones and submersibles to yield detailed assessments of critical plant systems, components, and assets.
RVI enables high quality data capture, clear and concise with discernable locations and orientation. IAG’s experienced team expertly utilizes the proper equipment for each application and inspection purpose, yielding rapid production rates and extensive quality reporting SAFE EFFICIENT EFFECTIVE
RVI often reduces the time and effort of component disassembly necessary to support inspection activities. The work scope reduction helps to streamline unit outage or turnaround timetables and schedules. Additionally, the inspection data is immediately shareable eliminating bottlenecks and empowering timely decision making.
(989) 772-8888
RVI is minimally intrusive, often reducing or eliminating Confined Space Entries (CSE). Furthermore, RVI can reduce or eliminate other high-risk activities such as scaffolding erection, working at heights and simultaneous operation (SIMOPS).
Safety and Specialised Services
Safety is a top priority at GE Vernova. How do you evaluate and align your service partners on safety performance, particularly in high-risk fields like rigging, hydraulic systems, and electrical installations?
Safety is the biggest concern at Vernova. Whether we incur incidents or not, our main goal is to ensure that all employees within the organisation, and those partnering with us, return home healthy and safe at the end of their workday.
To this purpose, our EHS department has developed rigorous procedures for any type of on-site work. For our suppliers performing hazardous on-site activities, we have devised an ad hoc program to certify them before deployment at our (or customers’) facilities. This is a thorough process, after which suppliers must demonstrate an almost perfect knowledge and mastery of our safety procedures, and they are re-evaluated on a recurring basis.
Since my first days at GE, I have always been impressed by the attention, effort, and dedication placed on all aspects of safety. I still vividly remember a fatality involving one of our electrical services contractors in Turkey almost eighteen years ago, and the deep and extensive investigation that followed.
Although the path to total safety is never complete, suppliers such as SG Energy, our key provider of electrical services and turbine status diagnostics, testify that it is possible to work safely and with the highest performance standards.
Looking Ahead – Partnering for the Future
As GE Vernova continues to evolve, what role do you see partners playing in shaping the future of service sourcing, and how are you preparing to deepen collaboration in areas like digitisation and decarbonisation?
Obviously, Vernova does not operate in a bubble isolated from the rest of the world. As with other enterprises, its evolution is integrated with and heavily affected by what happens around us. The strategic blueprint needs to be constantly recalibrated.
Nonetheless, I am positive and optimistic in seeing that both Vernova and its partners are well equipped and ready to benefit from the upcoming challenges. I foresee an ever more relevant role for our service partners in the years to come. They will be more integrated not only in our planning and execution stages, but also in the commercialisation of our service solutions, providing add ons that Vernova cannot (or does not have the strategic intent to) include in its internal capabilities.
This will require from suppliers a fully open and transparent approach in sharing data and metrics to be further analysed and processed by analytical tools, as well as an expansion of their current capabilities to support a faster, leaner, and more sustainable value chain.
Companies such as K Machine Industrial Services, Applied Technical Services, and all the others I have previously mentioned have clearly demonstrated the potential for the kind of future collaboration envisioned above.
“GE Vernova and its partners are well equipped and ready to benefit from the upcoming challenges”
GE Vernova is a global energy technology company focused on accelerating the transition to a more sustainable future. Bringing together decades of expertise across power generation, renewables, and grid technologies, GE Vernova delivers innovative solutions that help generate reliable, affordable, and lower-carbon electricity. With operations in over 100 countries, the company supports the global shift toward cleaner energy through advanced technology and strategic collaboration.
Leonardo Fanzini Head of Strategic Sourcing
DRIVING STRATEGIC IMPACT
Karim Kerkor on Procurement Excellence at Imperial Brands
With over a decade of experience leading procurement across global FMCG giants, Karim Kerkor brings a nuanced, forward thinking approach to his role as Procurement Business Partner for Asia, the Middle East, and Turkey at Imperial Brands. In this exclusive interview, Karim shares his professional journey, insights on digital transformation, supplier relationship management, and strategies for building resilience in a rapidly evolving procurement landscape. From aligning procurement with business goals to championing sustainability and mentoring the next generation of professionals, Karim reveals how he’s helping shape a procurement function that is both agile and strategically influential.
Professional Journey
Can you share your career path and what led you to your current role as Procurement Business Partner at Imperial Brands?
I am Egyptian, born and raised in Egypt. I graduated from the American University in Cairo with a BSc in Mechanical Engineering and later earned a Master’s degree from Edinburgh Business School. My career began in the construction industry, but I soon transitioned to the FMCG sector, starting as a production planner for Unilever in Egypt.
My journey in procurement began when I joined Nestlé as a Buyer, managing the indirect spend for the Egyptian market. This role marked the start of my extensive experience in steering procurement strategies. Over the years, I have climbed the career ladder, taking on increasingly significant roles across various leading FMCG companies. I have led the procurement function for the GCC region in the indirect field at renowned organisations such as PepsiCo, Mars, and Amazon.
In 2023, I joined Imperial Brands as a Cluster Procurement Business Partner, where I manage indirect procurement for Asia, the Middle East, and Turkey, covering both factories and markets. My career path has equipped me with a deep understanding of the procurement landscape across different regions and industries, allowing me to drive value and efficiency in every role I undertake.
Role of a Procurement Business Partner
As a Procurement Business Partner, how do you collaborate with various departments within Imperial Brands to align procurement strategies with overall business objectives?
As a Procurement Business Partner at Imperial Brands, my role is to ensure that procurement strategies are seamlessly aligned with overall business objectives. Procurement is an enabling function, and understanding the broader goals and targets of the business is essential for successful collaboration.
The organisation’s five year plan is shared across all functions, forming the foundation upon which procurement objectives are built. I ensure that procurement has a seat at the table with the cluster leadership to discuss business needs, provide procurement support, and share achievements. This involvement is crucial for aligning procurement strategies with the wider business goals.
On a more granular level, I hold regular meetings with key stakeholders in each market to discuss detailed plans. These meetings help ensure that business goals are met without compromising procurement priorities. Open and consistent communication is key to achieving both sets of objectives.
By emphasising the strategic role of procurement and fostering a deep understanding of business needs, I’m able to drive value and efficiency. Transparent and ongoing dialogue with various departments ensures procurement strategies not only align with but actively support the company’s overall direction.
Implementation of SRM Connect
Imperial Brands has introduced SRM Connect to enhance supplier relationships. How has this program transformed your approach to working with strategic suppliers, and what benefits have you observed?
The introduction of SRM Connect at Imperial Brands has significantly transformed our approach to working with strategic suppliers. This program provides a well structured performance review framework that involves key internal and external stakeholders. By conducting deep dives into deliverables and comparing SLAs against business needs and expectations, SRM Connect enables focused communication that helps identify both strengths and areas for improvement.
This structured approach not only enhances our ability to drive innovation but also supports the business by ensuring procurement objectives are consistently met. One of the key benefits of SRM Connect is its emphasis on long term relationship building with our suppliers. It allows us to foster stronger, more collaborative partnerships that align with our strategic goals.
Implementing SRM Connect came with its challenges. One of the primary hurdles was ensuring all stakeholders, both internal and external, were aligned with the new processes and expectations. This required extensive communication and training to ensure everyone understood the benefits and functionality of the platform.
Overall, SRM Connect has been instrumental in creating a more transparent and effective supplier management process. It’s a journey that has just begun, but it’s already contributing to the success of our procurement function and supporting broader business objectives.
Digital Transformation in Procurement
The company has undertaken digital initiatives to reshape its strategic sourcing process. Can you discuss the impact of these digital tools on procurement efficiency and decision making?
At Imperial Brands, we fully embrace technology and digital transformation. In procurement, we have adopted several digital platforms to enhance data gathering, negotiations, and analysis. These tools are essential in providing us with a clear understanding of past performance, which helps us build more accurate forecasts for the future.
Digital tools play a significant role in monitoring, tracking, and securing optimal outcomes for the organization. They enable us to make more informed decisions, increase efficiency, and drive value through e-tenders, RFQs, and other platforms. Additionally, savings trackers help us demonstrate the value generated by our activities year over year.
By leveraging these tools, we have created efficiencies that streamline our processes and enable faster, data-driven decision-making. For example, e-tenders and RFQs allow us to quickly gather and compare bids, ensuring we secure the best deals. Savings trackers provide real-time insights into cost savings, helping us align procurement outcomes with our strategic goals.
However, it’s important to emphasise that these tools are enablers, not replacements, for the human factor. The expertise and judgment of our procurement professionals remain essential to using digital tools effectively. Their insights and experience are critical in interpreting data and making strategic decisions.
By integrating digital initiatives into our strategic sourcing process, we have reshaped our approach to procurement, resulting in improved efficiency and more effective decision making.
Sustainability in Procurement
How does Imperial Brands integrate sustainability into its procurement practices, and what role do you play in promoting responsible sourcing?
At Imperial Brands, responsible sourcing is at the heart of every procurement activity. The Global Procurement team has developed a comprehensive Supplier Code of Conduct built around the core pillars of responsible sourcing: ethical practices, environmental sustainability, and social consciousness. This code ensures that all our suppliers share our vision and adhere to the same high standards.
In my role, I actively promote and enforce this code by working closely with our key suppliers to ensure their commitment to its principles. Through open communication and strong partnerships, we collaborate to drive sustainable practices throughout our supply chain.
I also play a key role in embedding sustainability into our procurement strategies by identifying and sourcing from suppliers who prioritise ethical and environmentally responsible operations. This not only supports our commitment to responsible sourcing but also contributes to achieving our broader business objectives.
By integrating sustainability into our procurement practices, we help build a more responsible and resilient supply chain, one that aligns with our ethical, environmental, and social values while contributing to a more sustainable future.
Managing Supply Chain Risks
In light of global supply chain disruptions, what strategies have you implemented to ensure resilience and continuity in Imperial Brands’ supply chain?
Supply chain is the backbone of any industry. With the ever changing global geopolitical environment, agility and resilience are key attributes for supply chain success. As a procurement professional, I continuously monitor geopolitical developments, forecast their potential impacts, and act based on thorough risk assessments to stay ahead of potential disruptions.
To ensure resilience and continuity in Imperial Brands’ supply chain, I have implemented several key strategies:
• Proactive Risk Assessment: Regular analysis and forecasting of potential risks allow us to anticipate disruptions and prepare accordingly. This involves staying informed about global events and evaluating their potential impacts on our supply chain.
• Supplier Diversification: Reducing dependency on any single source by diversifying our supplier base ensures we have alternative suppliers ready to step in if disruptions occur.
• Developing Contingency Plans: We always maintain a Plan B. By working closely with our key supply chain partners, we develop and regularly update contingency plans that can be activated when needed. These include alternative sourcing options and logistical arrangements.
• Strengthening Supplier Relationships: Strong, collaborative relationships with our suppliers lead to better communication and faster cooperation during times of disruption. This helps us quickly address and resolve issues as they arise.
By implementing these strategies, we have built a resilient and agile supply chain that can withstand global challenges and maintain operational continuity.
Cost Optimisation and Value Creation
How do you balance cost optimisation with the need to maintain quality and innovation when selecting and managing suppliers?
Balancing cost optimisation with the need to maintain quality and innovation is a critical aspect of procurement at Imperial Brands. Quality is non-negotiable. We begin by shortlisting suppliers based on a rigorous quality assessment, any supplier that does not meet our minimum quality requirements is not invited to participate in the tender process.
To maintain this balance, we implement several key strategies:
• Strategic Supplier Selection: We carefully select suppliers who not only offer competitive pricing but also demonstrate a strong commitment to quality and innovation. This involves thorough evaluations and assessments to ensure they align with our standards.
• Total Cost of Ownership (TCO) Analysis: Rather than focusing solely on the initial purchase price, we evaluate the total cost of ownership, which includes maintenance, operational costs, and innovation potential. This holistic approach ensures cost savings are achieved without sacrificing quality or innovation.
• Collaborative Partnerships: We build strong, collaborative relationships with our suppliers. Through close cooperation, we identify opportunities for cost savings while promoting innovation. Regular communication and joint initiatives help align our goals and deliver mutual value.
• Performance Monitoring: Ongoing monitoring of supplier performance ensures they consistently meet our quality and innovation benchmarks. We use key performance indicators (KPIs) to track results and address issues promptly.
• Encouraging Innovation: We actively encourage our partners to share innovations and new ideas, which are then taken through validation and testing. Our SRM program supports this by recognising and rewarding supplier innovation efforts.
• Risk Management: We carefully assess and manage risks associated with cost optimisation. This includes evaluating the potential impact on quality and innovation and implementing measures to mitigate any adverse effects.
By integrating these strategies, we ensure our cost optimisation efforts do not compromise the high standards or innovative spirit that are essential to our success. This balanced approach allows us to create lasting value for the organisation while fostering a culture of continuous improvement.
Future Trends in Procurement
What emerging trends do you foresee in the procurement landscape, and how is Imperial Brands preparing to adapt to these changes?
The procurement landscape is continuously evolving, and several emerging trends are set to shape its future. At Imperial Brands, we are proactively preparing to adapt to these changes to stay ahead of the curve. We do not adopt any new technology without thorough review and confidence in its effectiveness.
To maintain this balance, we implement several key strategies:
• Artificial Intelligence and Automation: AI and automation are transforming procurement by increasing efficiency and accuracy. Machine learning and robotic process automation (RPA) are being used to automate routine tasks such as invoice processing and spend analytics. While we have not yet adopted these tools, we are actively exploring their potential and evaluating their fit for our operations.
• Sustainability and ESG Goals: There is a growing emphasis on sustainability and environmental, social, and governance (ESG) goals in procurement. Companies are increasingly focused on responsible sourcing and reducing their carbon footprint. At Imperial Brands, we have already integrated sustainability into our procurement practices and remain committed to promoting responsible sourcing.
• Digital Tools and Cloud Based Solutions: Digital platforms are revolutionising procurement by offering real time data and analytics. Cloud based solutions provide greater flexibility, scalability, and cost efficiency. We have adopted various digital tools to enhance our strategic sourcing process and improve overall procurement efficiency.
• Talent Development and Workforce Diversity: The procurement workforce is becoming more diverse, encompassing a mix of generations, genders, and ethnic backgrounds, each bringing different skills and perspectives. We are investing in talent development to attract and retain top talent, ensuring our team is prepared to meet future challenges.
• Risk Management and Resilience: In today’s volatile geopolitical environment, risk management and supply chain resilience are more important than ever. We continuously monitor potential risks and develop contingency plans to ensure supply chain continuity.
By staying informed about these emerging trends and proactively evolving our strategies, Imperial Brands is well positioned to navigate the future of procurement and continue delivering value across the organisation.
Advice for Aspiring Procurement Professionals
Drawing from your experience, what guidance would you offer to individuals aspiring to excel in procurement roles within the fast moving consumer goods (FMCG) industry?
Develop a Strong Foundation: Start by building a solid understanding of procurement principles and practices. Gain experience across various areas, such as sourcing, negotiation, and supplier management. A strong foundation will serve you well as you progress in your career.
Understand the Business You Are In: Procurement is an integral part of the business and contributes to value creation through not only cost savings, but also risk mitigation and innovation. Understanding the business and speaking its language is imperative for driving value.
Embrace Technology: The FMCG industry is rapidly evolving, and technology plays a critical role in procurement. Familiarise yourself with digital tools and platforms that enhance data analysis, negotiations, and decision making. Staying current with technological advancements will give you a competitive edge.
Focus on Relationship Building: Procurement is not just about transactions, it’s about building strong relationships with suppliers and stakeholders. Develop your communication and interpersonal skills to foster collaborative partnerships that drive long term value.
Stay Agile and Resilient: The FMCG sector is dynamic and subject to frequent changes. Cultivate agility and resilience to adapt to new challenges and opportunities. Being proactive and flexible will help you navigate disruptions and maintain continuity in your supply chain.
Invest in Continuous Learning: The procurement landscape is constantly evolving, so it’s essential to keep learning. Pursue professional development, attend industry events, and stay informed about emerging trends. Continuous learning will help you stay ahead of the curve.
Leverage Data: Data driven decision making is key to successful procurement. Develop strong analytical skills to interpret data and make informed decisions. Use data to identify opportunities for cost savings, efficiency gains, and innovation.
Seek Mentorship: Find mentors who can guide you and share their experiences. Learning from seasoned professionals provides valuable insight and helps you navigate your career path more effectively.
Be Ethical: Uphold high ethical standards in all procurement activities. Integrity and transparency are essential to building trust with suppliers and stakeholders. Ethical practices are the foundation for long term success and sustainability.
Stay Passionate: Lastly, stay passionate about your work. Procurement can be challenging, but it’s also highly rewarding. Your enthusiasm and dedication will drive you to excel and make a meaningful impact.
Imperial Brands is a global consumer-focused business and the world’s fourth-largest international tobacco company. Headquartered in Bristol, UK, it operates in over 120 markets, offering a diverse portfolio of combustible tobacco products and next-generation alternatives such as vapes, heated tobacco, and nicotine pouches. With a strong challenger mindset, Imperial Brands is committed to innovation, harm reduction, and delivering long-term value for shareholders.
Karim Kerkor AMET Procurement Business Partner
SUSTAINABILITY WITH PURPOSE
Kartik Iyer on Embedding Environmental Responsibility into Supply Chain and Procurement
As Vice President and Head of Supply Chain & Procurement at TotalEnergies, Kartik Iyer brings a strategic yet pragmatic lens to sustainable procurement. With decades of leadership across complex global supply networks, he shares how sustainability can be integrated into core procurement processes without compromising on cost efficiency or operational resilience. In this Executive Insight, Kartik outlines the challenges of supplier alignment, the power of collaboration, and the long term value of sustainable practices, from emissions reduction and renewable packaging to supplier audits and green energy adoption. His approach reflects a clear belief: sustainability isn’t just a corporate objective, it’s a business imperative that drives performance, compliance, and innovation across the entire value chain.
How do you ensure sustainability is prioritised throughout your procurement process?
Prioritising sustainability at all stages of the procurement process involves several key measures. First, it is essential to define clear sustainability criteria and standards for suppliers, such as environmental footprint, ethical behaviour, and resource utilisation, and incorporate these criteria into supplier selection and assessment processes to ensure sustainability is a central consideration.
Close collaboration with suppliers is also critical. We work with them to support sustainable practices and provide guidance to help with their implementation.
Regular monitoring and auditing ensure that suppliers are meeting sustainability standards, allowing us to address any concerns promptly.
Technology and data analytics play an important role as well, enabling us to track sustainability metrics and make informed decisions. Additionally, engaging stakeholders, including employees and customers, helps foster a culture of sustainability and drives continuous improvement.
By embedding sustainability into every phase of procurement, businesses can not only achieve their environmental goals but also ensure operational efficiency and long-term value.
What challenges have you faced in aligning suppliers with your sustainability goals?
Aligning suppliers with sustainability objectives can be challenging for several reasons.
Suppliers often have differing priorities, focusing more on efficiency and cost than on sustainability. Some may lack awareness or understanding of sustainable practices, making it difficult for them to adapt.
Others may be discouraged by the upfront investment required to adopt sustainable methods, as they may be reluctant to incur additional expenses.
Tracking and maintaining compliance with sustainability standards across a diverse supply chain is also resource intensive and complex. Additionally, geographical and cultural differences can result in varying levels of commitment to sustainability, requiring region specific approaches.
Overcoming these challenges requires ongoing engagement, training, and collaboration with suppliers to help align their practices with sustainability goals. Building long term partnerships and supporting suppliers through this transition is essential for lasting impact.
How do you balance cost effectiveness with the need for sustainable practices?
Balancing affordability with sustainability requires strategic thinking and creative approaches. The first step is to identify areas where sustainability efforts can directly result in cost savings, such as energy conservation, waste reduction, and resource optimisation.
It’s also important to view sustainability as a long term investment. While the initial costs of adopting sustainable technologies or practices may be high, they often yield significant long term benefits and efficiencies.
Sharing the costs and benefits of sustainability programs with suppliers and stakeholders can help distribute the financial burden. Additionally, leveraging government incentives and grants for sustainable operations can help offset some of the expenses involved.
Can
Educating and engaging employees and customers on the value of sustainability can enhance brand reputation and boost customer loyalty, leading to increased revenue over time.
Ultimately, by embedding sustainability into the core business strategy, organisations can strike a balance between cost effectiveness and environmental responsibility, achieving both financial and sustainability goals.
you share any successful examples of working with suppliers to achieve sustainability?
One notable success was the implementation of rail transport, which significantly reduced carbon emissions in our logistics operations. We are also currently engaging with suppliers to encourage the use of green energy as part of their service portfolio.
To further support our sustainability goals, we conduct sustainability audits with Tier 1, and in some cases, Tier 2 suppliers. These audits help raise awareness, assess current practices, and identify opportunities to elevate their sustainability performance.
In addition, we are exploring the integration of re refined oil into our supply portfolio and planning to introduce reusable plastics in our packaging materials. These initiatives represent a collaborative effort to drive sustainability across the value chain while fostering innovation and continuous improvement.
How do you measure the impact of sustainable procurement on overall business performance?
Evaluating the impact of sustainable procurement on overall business performance involves tracking several key metrics.
Start by recording cost savings from resource conservation, waste reduction, and energy efficiency. Assess improvements in supply base resilience and risk management, as sustainable practices are often linked to more stable and secure supplier relationships.
Monitor the effect on brand reputation and customer loyalty, as sustainability initiatives can enhance a company’s public image and appeal to environmentally conscious consumers. Measure compliance with regulatory standards and the avoidance of potential fines or penalties.
Employee engagement and satisfaction are also important indicators, as a strong sustainability focus can boost morale and retention. In the long term, evaluate the financial returns of sustainable investments such as reduced operating costs and increased profitability.
Finally, use established sustainability reporting frameworks to provide a holistic view of the company’s performance in this area. By tracking these metrics, businesses can clearly see the tangible value that sustainable procurement contributes to both operational and strategic outcomes.
PURPOSE, PEOPLE, AND PROGRESS
Alicia Lane on Leading Procurement at Gallagher
With over two decades of procurement experience across sectors including health, utilities, and manufacturing, Alicia Lane brings a uniquely grounded and people-centric approach to her role as Group Procurement Manager at Gallagher. In this exclusive interview, Alicia shares her journey from creative beginnings in photography to leading procurement transformation at one of New Zealand’s most iconic companies. From embedding sustainability and supplier partnerships to embracing digital tools and developing future talent, Alicia discusses how Gallagher is building a resilient, strategic, and forward-looking procurement function.
Professional Journey
Can you share your career path and what led you to your current role as Group Procurement Manager at Gallagher?
I have been in New Zealand-based procurement roles for just over 20 years. My path into procurement was not an obvious one. I completed a Bachelor of Media Arts degree, majoring in Photography. While studying and setting up my freelance photography business, I worked in various office administration roles. During this period, I realised that photography was more of a passion than a career for me. It involved a lot of weekend work, which took away time with my family and friends. I also found it quite lonely compared to working as part of a team in an office environment.
I had the opportunity to join the procurement team at Fonterra Cooperative Group, one of the world’s largest exporters of dairy products. At the time, I was working in Accounts Payable and supporting the procurement team with projects. The Procurement Manager recognised strong cross-functional skills in me and believed I would be a good fit for the New Zealand-based global procurement team. I was excited for the challenge and started as a Procurement Coordinator, before quickly moving into Category Management roles. I was fortunate at Fonterra to have great mentors, colleagues, and onthe-job training in a large and complex organisation (by New Zealand standards!), which helped me quickly acquire solid procurement skills and experience. My role required some international travel and involved rolling out a large project across various Fonterra sites in Australasia, Asia, and the Middle East. This gave me valuable insights into different markets and cultures.
After nine years in the dairy industry, I moved into contracting to gain more experience across a wider cross-section of categories. I spent most of my time in the health sector, later becoming the Director of Procurement for Waikato District Health Board (now known as Te Whatu Ora). This role taught me a lot about how to collaborate with other health boards and government departments to leverage insights and expenditure. During this time, I also developed a passion for large ICT projects. From health, I moved to the utilities sector to take on a Procurement Management role at Genesis Energy, which allowed me to continue facilitating and collaborating on large ICT projects. Managing a smaller procurement team also gave me more freedom to spend time with my growing family.
When a role came up at Gallagher Group as Group Procurement Manager, I was instantly interested in learning more about the manufacturing sector with an iconic and innovative Kiwi brand. Gallagher has a large global presence and deals with a lot of raw materials, making its supply chain very interesting. Gallagher was embarking on a transformation of its operations—particularly in Manufacturing, Supply Chain, and Procurement—and it was an exciting time to join, be part of a new Operations Leadership Team, and contribute to that transformation.
As for my photography? Let’s just say I likely have the best-photographed pets around!
Company Overview
Can you provide an overview of Gallagher’s operations and focus areas, and how the procurement function supports its strategic objectives globally?
Gallagher is a global technology leader in the Animal Management and Security industries, founded in 1938. With over 1,500 people across the globe, Gallagher has customers in more than 160 countries and designs and manufactures the majority of its products and solutions from its headquarters in Hamilton, New Zealand. Gallagher has three other manufacturing sites within New Zealand and Australia for Animal Management.
Its Animal Management business is a world-leading provider of animal and land management solutions. Its ecosystem of hardware and software enables farmers and ranchers to track, monitor and move animals; check water, fertiliser, or fuel levels remotely; and weigh and monitor animal health and performance to build a more profitable and sustainable future of farming.
Gallagher Security provides award-winning integrated technology solutions that unlock customer value through the power of its people and products. Our security technology is trusted by government, defence, commercial, industrial, healthcare, transportation, mining, and educational organisations all over the globe.
Although Gallagher operates all around the world, we remain a family-owned business founded on family values. People, partners, and customers are part of the Gallagher family. We live, work, and play in the communities in which we operate.
A global leader in innovation, Gallagher invest 15% of their profits in research and development and strive for excellence through continuous improvement. As technology advances, so too does Gallagher.
See real change in Procurement
Argon & Co is a global management consultancy that specialises in procurement strategy and transformation.
Our expertise spans across strategic sourcing, category management, digital procurement, and supplier relationship management, all designed to drive significant business transformation.
Our people combine AIdriven analytics with realworld applications to streamline procurement operations. We work with clients to transform their businesses and generate real change. Argonandco.com
Navigating Market Volatility
In the face of global market fluctuations, how do you ensure the stability and resilience of Gallagher’s procurement processes?
Navigating market volatility is indeed a significant challenge for Gallagher, as it is for many organisations. It’s important to stay agile and alert.
At the time of writing, one of our major challenges is interpreting and responding to the new and changing tariffs imposed during the Trump presidency. This area continues to evolve rapidly, and North America remains a significant and growing market for Gallagher.
Additionally, Gallagher is addressing environmental regulations such as the EU’s Carbon Border Adjustment Mechanism (CBAM) and new reporting requirements.
Procurement often plays a leading role in helping the business understand and adapt to these changes. We approach these issues by forming cross-functional teams from various business areas to collaborate systematically. We gather information, seek independent expert advice where needed, assess the impact based on the highest-risk areas, and avoid knee-jerk reactions. Our procurement processes are designed to support market fluctuations and are a key consideration in our category planning.
We have sourcing strategies focused on risk mitigation—particularly regarding supply security. These include in-house production, supplier diversification, safety stock, strong supplier relationships, and closely monitoring changes in regulations and sanctions. We always keep our customer at the heart of our decisions.
These issues extend beyond procurement and require collaboration across the entire business. Gallagher’s global presence also helps mitigate risk by allowing us to adjust sales strategies based on emerging opportunities. Additionally, improving our internal S&OP processes has significantly contributed to our resilience and ability to adapt.
Sustainability in Procurement
How does Gallagher integrate sustainable practices into its procurement strategies, particularly concerning environmental and ethical considerations?
I am personally passionate about sustainability, and the evolving nature of procurement to increasingly incorporate sustainable practices aligns well with this commitment.
As part of our procurement due diligence process for key suppliers, we focus on modern slavery and human rights, environmentally sustainable practices, cybersecurity, and overall compliance with legislation. We are cautious about sourcing from countries and suppliers with higher modern slavery risk indicators. Through our Supplier Relationship Management, we aim for incremental improvement—recognising that sustainability is a journey that must be balanced with cost considerations.
Procurement collaborates with our key business stakeholders to understand the end-to-end supply chain and identify opportunities to reduce our carbon emissions.
Gallagher takes a long-term, pragmatic approach to sustainability, focusing on areas where we can make a meaningful impact through our business activities. Our Sustainability Framework is built around three key areas: Our Economy (sustainable growth, innovation, and trade), Our People (the Gallagher team and wider community), and Our Place (energy efficiency and waste reduction).
Sustainability is also integrated into our R&D processes. We focus on reducing the energy consumption of our products and extending their lifespan. A high-quality product that remains in use for longer reduces the need for replacement and delivers long-term environmental benefits.
Helping engineers and developers worldwide achieve their technical goals through comprehensive design-phase support, state-of-the-art distribution, value-add facilities, end-to-end supply chain solutions, and unparalleled customer service.
WIRELESS
Design. Distribution. Solutions.
Braemac has been a trusted partner in electronic component distribution for over four decades, synergizing a portfolio of cutting-edge solutions with a comprehensive suite of value-added services. Supporting development from proof of concept to full-scale production, we act as a one-stop resource to streamline development cycles, optimize integration, and accelerate your time to market. Founded in 1984, Braemac has a global footprint with 17 locations. Our value-added distribution model is purpose-built on strong partnerships with over 150 best-in-class suppliers to ensure reliable sourcing and supply chain resilience.
“Gallagher deeply values partners like Braemac, who not only understand our strategic direction but also strengthen operations through a comprehensive set of value-added services. Their technical expertise and professional guidance are evident in their hands-on support. Braemac’s extensive supply chain management capabilities have been integral in maintaining continuity amid challenges like fluctuating demand and global events.” - Alicia Lane | Group Procurement Manager | Gallagher
As a member of The Exponential Technology Group (XTG), Braemac is part of a robust ecosystem of specialty semiconductor distributors and engineering services firms. XTG stands alongside Mouser Electronics and TTI IP&E in the TTI Family of Specialists (FOS). This affiliation offers purchasing communities and manufacturers a globally recognized, well-funded distribution network that is backed by the strength of TTI, Inc., a Berkshire Hathaway company.
Leveraging an expert team of engineers and technicians, Braemac facilitates custom solutions that meet the unique requirements of every design. Additionally, our turnkey logistics support eliminates navigating supply chain complexities. Specializing in a diverse range of industries, we stand at the forefront of innovation from IoT, IIoT, AI, embedded technologies, test and measurement, and beyond.
Braemac holds ISO 9001:2015, ISO 13485:2016, ISO 14001:2015, and JOSCAR-AU certifications, reflecting our commitment to quality, safety, and environmental standards.
Strategic Sourcing Initiatives
How do you approach developing and implementing strategic sourcing initiatives to enhance Gallagher’s supply chain efficiency and cost-effectiveness?
We adopt a category management approach to our procurement activities, ensuring we fully understand business requirements and maintain strong internal relationships. This comprehensive understanding helps us develop strategies that address both short-term tactical needs and longer-term strategic goals. Our procurement team includes procurement engineers who serve as a conduit to R&D, enabling us to grasp technical requirements and adapt to the speed required for new product design.
Procurement is closely aligned with Supply Chain and Manufacturing, and we work collaboratively with these key stakeholders to ensure their views are considered. We benchmark our in-house capabilities against outsourcing options and, when sourcing, consider where globally our products will have the highest demand, as well as the logistics required to meet that demand.
We focus on understanding the total cost of ownership and are willing to invest more with suppliers if it results in broader benefits—such as reducing internal costs, improving quality, or shortening lead times—which ultimately enhances sales and strengthens our reputation. Our business recognises that procurement-driven value can be measured in both monetary and non-monetary terms.
Overall, we value diverse perspectives, which help us consider all potential risks and benefits and ensure a well-rounded approach. Procurement should be a trusted business partner, and that’s the role we aim to fulfill.
Supplier Relationship Management
What criteria do you prioritise when selecting and maintaining relationships with suppliers to ensure quality and reliability in Gallagher’s products and services?
When evaluating suppliers, we consider the usual factors such as quality, reliability, cost competitiveness, innovation, sustainability, financial health, key personnel, and risk management. However, more simply put, I prioritise suppliers who have robust systems and processes in place to give us confidence in their ability to mitigate risk.
I prefer to work with suppliers who listen to their customers’ needs and tailor their proposals accordingly, rather than relying on generic, ‘cut and paste’ approaches. It’s important to me that the same people—or their equivalents—remain involved after securing the business and are committed to continuously improving both their own operations and Gallagher’s.
Additionally, I value reference checks and networking with other customers, as they often provide valuable insights and lessons that can benefit our own journey.
Nothing ever goes smoothly all the time, so it’s vital that we can collaborate with key suppliers to find solutions together. It’s important that our suppliers truly partner with Gallagher and can be relied upon in both the good times and the tough times.
Gallagher Group Streamlines Invoicing from Procurement to Cash Allocation with FUJIFILM Process Automation.
Reduced Accounts Payable & Accounts Receivable Specialist operation time by 40%
Full integration with SAP. Ensuring business continues as usual.
Full visibility for each cost centre globally.
Technological Integration
What role does technology play in Gallagher’s procurement operations, and how have digital tools enhanced your strategic sourcing capabilities?
Throughout my career, I’ve excelled at making things happen in an imperfect world. Often, systems or data aren’t as ideal as we’d like, and fixing these issues can take time amidst other business priorities. Gallagher is no different—we’re on a journey to continuously improve our technology.
While great technology can significantly enhance procurement, it shouldn’t hold us back. We can still be curious and ask questions. I’ve leveraged system data, gathered feedback from key internal stakeholders, sought supplier input and recommendations, reviewed supplier spend reports, and analysed industry insights to cross-check ideas and help build effective sourcing strategies.
Gallagher is currently undergoing a transformation to upgrade our ERP systems to SAP S/4HANA, which will provide significant insights and opportunities. In the meantime, we’re working with our Operations Excellence team and advisors to incorporate AI into our reporting processes to help generate actionable insights.
Additionally, I’m looking to implement an online tool for modern slavery supplier assessments to automate this process and provide further insights and recommendations.
Talent Development in Procurement
How do you approach building and leading a high-performing procurement team, and what skills do you consider essential for success in this field?
In New Zealand, procurement is a skill shortage area, so I place great importance on recruiting the right people and retaining them. It’s fantastic to work with great people, and I’m fortunate to have an excellent team here at Gallagher, along with really great internal business stakeholders.
I prefer to hire individuals with strong cross-functional skills—such as project management, finance, and relationship management—and the right personality and work ethic to fit the team and business dynamic, rather than focusing solely on specific procurement skills.
The key skills I look to recruit or develop in my teams
include:
• Strong communication and influencing abilities
• Critical thinking and problem-solving (including
getting the right
people in the room)
• Outcome-focused mindset with strong time management
• Adaptability and flexibility, as things change constantly
Many core procurement skills—such as negotiation, analytics, market research, and category planning—can be taught. Of course, finding someone with both the right personal attributes and strong procurement skills is a bonus!
We use a capability assessment where team members rate themselves, and the manager does the same. We then compare results and work together on individual development plans. I also believe in fostering a fun, learning-oriented environment for the team. It’s important to be able to have a laugh along the way.
Future Trends in Procurement
What emerging trends do you foresee impacting global procurement, and how is Gallagher preparing to adapt to these changes?
Several emerging trends are set to significantly impact global procurement. Automation and artificial intelligence are streamlining traditionally manual tasks such as inventory management and spend analytics, improving both speed and accuracy. Cloud-based solutions are gaining momentum for their flexibility, scalability, and cost-efficiency. At the same time, compliance and risk management are becoming increasingly important as companies navigate a more complex and evolving regulatory landscape. The adoption of digital tools continues to grow, particularly those that enhance efficiency through automated sourcing and predictive analytics. Additionally, sustainability and ESG considerations are now essential, requiring procurement teams to balance commercial performance with environmental and social responsibility.
At Gallagher, these trends are embedded into our annual procurement planning process and form a key part of ongoing discussions with stakeholders and suppliers. By focusing on continuous, incremental improvements in each of these areas, we ensure that our procurement function remains competitive, agile, and well-prepared for the future.
Advice for Aspiring Procurement Professionals
Drawing from your experience, what guidance would you offer to individuals aspiring to excel in procurement and strategic sourcing roles?
My advice for aspiring procurement professionals is to stay curious and seek opportunities to work in a variety of organisations. The way procurement is handled can vary significantly across different types of organisations, such as large multinationals, government departments, and smaller privatelyowned companies. Each experience offers unique learnings and insights.
Additionally, developing a growth mindset and strong self-awareness is a valuable investment. These qualities will not only enhance your professional development but also prepare you for leadership roles in the future.
Gallagher is a global technology leader in Animal Management and Security, proudly headquartered in New Zealand. Since 1938, the company has been protecting what matters most through innovation and customer-focused solutions. Under the leadership of CEO Kahl Betham and President Sir William Gallagher, the company employs over 1,500 people and operates in 160 countries.
Alicia Lane Group Procurement Manager
DRIVING PROCUREMENT FORWARD
Kriti Jain on Innovation, Sustainability, and Strategic Impact at Lucid Motors
As procurement is expanding beyond traditional boundaries in today’s dynamic business environment, Kriti Jain, Senior Director of Indirect Procurement at Lucid, is redefining what it means to lead with purpose. With over a decade of experience spanning automotive, retail, technology, and manufacturing sectors, Kriti brings a strategic, tech-enabled, and people first approach to procurement transformation. Her journey from engineering to procurement leadership is marked by a consistent focus on cross functional collaboration, sustainability, and digital innovation.
At Lucid, Kriti has been instrumental in reshaping indirect procurement into a strategic driver of value, streamlining operations, fostering supplier partnerships, and embedding ESG into the sourcing lifecycle. In this executive insight, Kriti shares her perspectives on agile procurement strategies, supplier relationship management, and the future of digital procurement, while emphasising the importance of leadership, team development, and a forward looking mindset.
Professional Journey
Can you share your career path and what led you to your current role as Director of Indirect Procurement at Lucid Motors?
My career has been a journey of continuous learning and growth. I began as a Mechanical Engineer at General Motors, where I focused on emissions certification and regulatory compliance. I later transitioned into procurement and sourcing roles across various organisations, gaining valuable cross-industry experience in sectors such as automotive, aerospace, pharmaceuticals, and retail. These roles helped me build a strong foundation in vendor management, cost optimisation, and supply chain strategy.
A turning point in my career came during my time at Anaplan, where I led a significant procurement transformation. That experience reinforced my passion for strategic thinking and team collaboration— principles I continue to apply in my current role. At Lucid, I’ve redefined procurement from a tactical function into a strategic powerhouse, overseeing a substantial indirect spend portfolio.
Outside of work, I’m deeply committed to supporting STEM education, empowering women in technology, and raising awareness around mental health. My leadership is driven by a strong desire to create a positive impact—both within my organisation and in the broader community.
Strategic Sourcing Initiatives
What strategies have
you implemented
to optimise procurement processes and ensure cost effectiveness in sourcing non production goods and services?
In today’s fast-paced, globalised market, procurement is not just a cost-cutting function; it’s a strategic enabler of growth and value. As part of a two-year transformation roadmap for indirect procurement, I focused on aligning procurement with broader business goals and building a more agile, strategic function.
One of the key shifts I led was moving procurement from a transactional, day-to-day purchasing role to a value-driven, strategic function that aligns with business outcomes. Embedding procurement early in business strategy development was essential to this transformation.
I prioritised building strong cross-functional partnerships with Finance, Legal, IT, and Operations to ensure procurement played a central role in delivering business goals efficiently and transparently. Data-driven decision-making became a cornerstone of our approach—we leveraged analytics to forecast demand, make informed sourcing decisions, and optimise supplier relationships based on performance metrics.
To streamline operations, I implemented a centralised system for supplier onboarding and performance tracking, allowing for better risk management and visibility. We also optimised our sourcing strategies by applying market intelligence and category management principles, placing an emphasis on long-term supplier relationships.
I encouraged supplier innovation by involving key partners early in the design and planning process, which not only drove innovation but also led to cost reductions. On the risk side, we developed a comprehensive risk matrix and diversified our supplier base to enhance resilience and minimise supply chain disruptions.
Finally, digital transformation played a critical role. We integrated procurement software like Coupa to automate and standardise processes, driving end-to-end efficiency across the function. Together, these strategies helped me elevate procurement to a trusted business partner and strategic asset, contributing to continued growth and innovation
Supplier Relationship Management
How do you cultivate and maintain strong relationships with suppliers to ensure quality and reliability in the supply chain?
Effective Supplier Relationship Management (SRM) goes far beyond negotiating favorable contracts. It is also about building long-term, mutually beneficial partnerships that drive innovation, resilience, and continuous improvement. In today’s fast-paced, competitive environment, I believe strong supplier relationships are essential to an organisation’s success.
Over the years, I’ve implemented SRM programs that have significantly improved supplier performance, collaboration, and overall supply chain efficiency. A key starting point for me was developing a structured SRM framework. I introduced a Preferred Supplier Program that streamlined our supplier portfolio by rationalising the number of suppliers across categories. This allowed us to negotiate better terms and more effectively leverage supplier capabilities. I also segmented our suppliers based on strategic importance, giving priority to high-impact partnerships.
Regular Executive Business Reviews (EBRs) with top-tier suppliers were critical to performance monitoring. I used scorecards to assess metrics and align on long-term objectives. These sessions fostered transparency, built trust, and ensured accountability. They also helped uncover opportunities for joint improvement, whether by reducing lead times or driving product innovation.
To further enhance value, I encouraged suppliers to collaborate beyond transactional exchanges. We brought them into the R&D process and invited their input on innovation and efficiency. During global supply chain disruptions, these strong partnerships proved invaluable, enabling us to work together, navigate challenges, and ensure continuity of supply.
Ultimately, I’ve found that SRM built on mutual respect, transparency, and shared accountability drives long-term value, operational efficiency, and sustainable competitive advantage. These initiatives helped me transform procurement into a true value-creating partner.
Sustainability in Procurement
How is Lucid Motors integrating sustainable practices within its procurement policies to align with environmental considerations?
Sustainability is core to our mission at Lucid and a key pillar of my procurement strategy. I prioritise suppliers with strong Environmental, Social, and Governance (ESG) credentials, embedding sustainability criteria directly into sourcing decisions to drive both environmental responsibility and cost efficiency.
By incorporating lifecycle costing into procurement decisions, I ensure that the long-term financial and environmental impacts of products and services are fully evaluated. This approach goes beyond immediate cost savings. It takes into account the broader sustainability implications throughout the entire lifecycle of the product or service.
I also apply green contracting principles by aligning supplier agreements with our corporate sustainability targets. This includes embedding eco-friendly standards and ensuring compliance with climate-related goals, focusing specifically on reducing carbon emissions, waste, and energy consumption. In doing so, procurement plays a vital role in advancing climate-conscious business practices.
Collaboration with suppliers is another key component of my strategy. Through joint improvement plans and continuous feedback loops, I foster shared accountability for environmental performance. This ensures that our partners consistently meet evolving sustainability expectations and reinforces alignment with our long-term growth objectives.
By embedding sustainability into every stage of procurement, we are actively shaping a responsible, future-ready supply chain that supports broader organisational commitments to environmental stewardship.
Technological Integration
What role does technology play in enhancing procurement operations at Lucid Motors, and how have digital tools been leveraged for efficiency?
The evolving role of procurement demands deeper integration of technology—not just as a tool, but as a transformative driver. Over the years, I have led several procurement digital transformation initiatives that simplified complexity and enhanced agility. One of the most impactful experiences was leading the overhaul of a Procure-to-Invoice (P2I) system, ensuring it aligned more closely with broader organisational needs. This transformation wasn’t merely a software upgrade—it was about embedding technology across every facet of procurement, from sourcing and contracting to invoicing.
Automation played a crucial role in driving efficiency, particularly in contract management and sourcing workflows. Streamlining these processes resulted in significant time savings, reduced errors, and improved compliance. A key focus was also on embedding advanced analytics into procurement decision-making, enabling real-time insights, smarter sourcing strategies, and improved supplier performance management.
The adoption of AI-powered tools to forecast demand and manage risk further enhanced our ability to respond to dynamic market shifts. These tools empowered procurement teams with predictive capabilities that helped mitigate disruptions and supported more proactive, forward-looking strategies.
By aligning technology with business needs, I have helped evolve procurement at Lucid from a transactional function into a strategic enabler—supporting agility, resilience, and sustained business growth.
Risk Management Strategies
What measures are in place to identify and mitigate risks associated with procurement activities, especially concerning price volatility and supply disruptions?
In today’s dynamic business environment, effective risk management is a key enabler of procurement’s growing strategic impact.. The ability to foresee and mitigate risks is critical to ensuring business continuity. Throughout my career, I’ve employed a combination of predictive analytics, scenario planning, and supplier diversification to manage risks and build resilient procurement strategies.
Predictive analytics has been invaluable in helping me identify potential disruptions early—whether related to geopolitical shifts, natural disasters, or logistics bottlenecks. Using data-driven insights, I’ve been able to assess potential risks in real time and make informed decisions on how to mitigate them, such as shifting to alternative suppliers or adjusting inventory levels.
Supplier diversification has also been a key strategy I’ve used to reduce dependency on any single source, thereby enhancing overall resilience. By developing contingency plans and utilising scenario planning models, I’ve helped ensure that procurement teams are better equipped to respond to sudden disruptions without compromising business continuity.
Ultimately, the ability to remain agile and responsive to using data and strategic foresight—is what enables procurement to not just survive, but thrive in an evolving market.
Team Development and Training
How do you ensure that your procurement team remains skilled and knowledgeable about the
latest industry trends and best practices?
Procurement transformation is as much about people as it is about processes. Building highperforming teams has always been a fundamental part of my approach to driving procurement success. I believe strong, capable teams are the foundation upon which every procurement initiative rests, and investing in their growth leads to a more dynamic and innovative procurement function. In practice, this means providing mentorship to emerging leaders, fostering a culture of accountability, and creating opportunities for continuous learning. A critical aspect of team development for me is aligning team goals with the broader organisational strategy. By clearly communicating procurement’s role in delivering value and supporting business objectives, I help my teams gain a deeper understanding of their impact, which leads to greater engagement and motivation.
At the heart of every successful procurement team is collaboration. I make it a point to encourage cross-functional collaboration—not only to build stronger internal relationships, but also to support more informed and effective decision-making. I’ve seen firsthand how teams that are empowered to lead initiatives, innovate, and share new ideas are better positioned to adapt and grow in an evolving business environment.
By investing in people through training, coaching, and leadership development, I ensure that the procurement function can continue to adapt, grow, and deliver long-term value.
Adapting to Market Changes
How does the procurement team stay agile and responsive to market fluctuations and supply chain disruptions?
In today’s fast-paced business world, agility and resilience are not just buzzwords—they are essential qualities for procurement to thrive. I’ve found that the ability to adapt quickly to changing market conditions, customer demands, or supply chain disruptions is critical. Over the years, I’ve implemented agile procurement strategies specifically designed to respond swiftly to change and ensure business continuity.
Real-time market monitoring tools and dynamic sourcing strategies have been key to staying ahead of market volatility. This approach allows my team to make quick adjustments—whether scaling operations to meet new demand, managing inflationary pressures, or pivoting suppliers in response to disruptions. That flexibility to shift sourcing strategies, renegotiate contracts, and dynamically manage suppliers has ensured that procurement remains closely aligned with broader business needs, even during periods of uncertainty.
Equally important to me is embedding a culture of resilience within procurement teams. I focus on fostering a mindset of flexibility, where change is viewed as an opportunity rather than a challenge. In doing so, procurement becomes a proactive enabler of business growth—not just a reactive function. In a constantly evolving landscape, I believe resilience allows procurement not only to withstand challenges, but to emerge stronger, more innovative, and better prepared for what comes next.
“At the heart of successful procurement teams collaboration.is ”
Cost Management Strategies
What approaches are taken to ensure cost effectiveness in procurement without compromising on quality and service delivery?
Cost management in procurement has evolved beyond simple cost-cutting exercises to focus on creating long-term value. While managing costs effectively remains a priority for me, the approach I take emphasises balancing short-term savings with long-term strategic benefits. One of the key frameworks I’ve used is Total Cost of Ownership (TCO), which ensures that procurement decisions account for not just the initial purchase price, but also the broader impact on the organisation’s bottom line.
Strategic supplier consolidation has also proven highly effective in driving cost efficiency without compromising on quality or service levels. By consolidating suppliers across categories, we’ve been able to reduce redundancies, lower administrative overhead, and improve our leverage in negotiations. However, I believe that cost management isn’t solely about reducing spend—it’s about aligning procurement decisions with broader company objectives such as sustainability, innovation, and operational excellence.
Ultimately, creating value beyond savings means cultivating strong supplier relationships and fostering collaboration. This long-term approach ensures that procurement contributes not just to cost reduction but to the strategic success of the business—delivering sustained value to all stakeholders.
Future Outlook for Procurement
Looking ahead, what are your key objectives for advancing the procurement function at Lucid Motors, particularly concerning innovation and sustainability?
We continue to embrace the evolution of procurement into a strategic, value-driven function— grounded in digital fluency, agility, and alignment with sustainability goals. As we build on this transformation, our focus remains on equipping our teams with the tools, technologies, and mindset needed to thrive in a fast-changing environment. Innovations like AI-powered forecasting and predictive analytics are already enhancing our ability to make data-driven decisions and proactively manage risk.
Strong, inclusive leadership remains central to our approach. It’s about more than just providing resources—it’s about cultivating a culture where diverse perspectives are welcomed, collaboration is second nature, and individuals feel empowered to lead change. We continue to foster an environment of continuous learning and development, enabling our teams to quickly adapt to evolving market dynamics and business needs.
Sustainability is not a new initiative—it is a core principle that we actively embed into our procurement strategies. By integrating ESG considerations into our decision-making processes, we aim to contribute to long-term, responsible growth.
As our teams navigate changing roles and new challenges, we reaffirm the value of transferable skills, a growth mindset, and resilience. These qualities remain essential to staying future-ready. Our procurement teams are not just responding to today’s needs—they are actively shaping the future and driving sustainable, strategic impact across the organisation.
Lucid is a Silicon Valley-based technology company focused on creating the most advanced EVs in the world. The award-winning Lucid Air and new Lucid Gravity deliver best-in-class performance, sophisticated design, expansive interior space and unrivaled energy efficiency. Lucid assembles both vehicles in its state-of-the-art, vertically integrated factory in Arizona. Through its industry-leading technology and innovations, Lucid is advancing the state-of-the-art of EV technology for the benefit of all.
Kriti Jain Senior Director of Indirect Procurement
BEYOND COMPLIANCE
Neslihan Gentilleau on Building Trust, Innovation, and Inclusion in Strategic Procurement
As a senior procurement leader in the pharmaceutical sector, Neslihan Gentilleau brings a structured yet forward-thinking approach to supplier relationship management. With a focus on trust, long-term collaboration, and performance measurement, she outlines how procurement can drive not just operational excellence, but strategic value.
In this Executive Insight, Neslihan shares her philosophy on building resilient supplier partnerships, encouraging co-innovation, integrating diversity and inclusion into SRM, and navigating challenges with clarity and empathy. Her experience illustrates that procurement is no longer just about cost control — it’s about fostering partnerships that are aligned, agile, and purpose-driven.
What are the key factors you focus on to build strong relationships with suppliers?
It’s a matrix of key factors: trust, collaboration, and effective communication.
Trust and clarity are the foundation of any long term partnership. From the very first sourcing or RFI stage, it’s important to stay open, consistent, and honest about expectations, challenges, and opportunities. Before any activity begins, new partners must be thoroughly assessed across multiple areas: finance, quality, legal, IT security, and more. This lays the first stone on the path to trust. It also legitimises the relationship with internal stakeholders and secures alignment across all support functions.
Collaboration and relationship investment are equally essential.
Fair treatment: Suppliers should be seen as valued partners, not just as cost cutting levers. A win-win relationship is key. Fair financial terms create the foundation for expecting quality, timely delivery, and priority alignment.
Mutual goals: Aligning on shared objectives, such as quality standards, delivery timelines, and sustainability commitments, strengthens the partnership and reinforces collaboration.
Effective communication is what nourishes the relationship over time.
Build personal connections beyond purely transactional or operational discussions.
Hold regular catch ups, set clear KPIs, and provide performance feedback.
Offer constructive feedback and remain open to their input, this helps both sides grow and improve together.
And finally, innovation. Encourage suppliers to innovate and co-create solutions to challenges, or even unlock new opportunities together. Long term supplier relationships thrive on continuous improvement, shared vision, and mutual respect.
How do you handle conflicts or issues that arise in supplier relationships?
Being thoughtful and adopting a collaborative approach are essential when navigating conflict. Throughout the process, the focus should remain clear: find an acceptable solution and a common ground.
Step 1: Internal Investigation
Start by gaining a full understanding of the issue. Conduct an internal investigation and work with all relevant stakeholders to get a 360° view. Identify the root cause and assess any internal dependencies. Taking the time to understand the full context allows you to address the core issue more effectively.
Step 2: Open Dialogue with the Supplier
Approach the supplier with transparency and facts, outlining the business impact clearly. Maintain a calm, professional, and constructive tone, avoid blaming or threatening escalation to legal or senior management unless it’s a last resort. It’s also essential to listen actively to the supplier’s perspective. This creates space for mutual understanding and helps identify potential paths to resolution.
Once a common ground is found through negotiation, clearly document the agreed outcomes: milestones, responsibilities, and accountabilities.
Step 3: Lessons Learned
Every conflict is an opportunity to improve. Use the experience to review and adapt processes, contract terms, or KPI mechanisms. If the supplier consistently fails to align with long term goals despite efforts to resolve issues, consider identifying an alternative partner.
How do you measure the performance and success of your supplier partnerships?
SPRM - Supplier Performance and Relationship Management, has always been my north star as a procurement leader. Having an appropriate and mature SPRM program is essential to ensure that supplier performance aligns with three key priorities:
• Operational requirements
• Strategic business goals
• Long term procurement strategy
Before any engagement begins, during the RFX phase, expectations, stage gates, and milestones are clearly defined and agreed upon by both parties.
Here are some of the key metrics and evaluation methods we use in the pharmaceutical sector:
Quality of Deliverables: Compliance with GxP regulations and adherence to internal quality standards are critical. We track defect rates, returns, and complaints to assess supplier performance.
On Time Delivery: We monitor adherence to agreed delivery schedules. Any delays and their operational impact are reviewed and discussed during Quarterly Business Reviews (QBRs).
Cost Control and Financial Performance: Transparent and regular financial reporting is essential. We verify consistency with agreed pricing and budget expectations and assess the supplier’s contributions to cost saving initiatives.
Flexibility, Collaboration, and Problem Solving: We assess how effectively the supplier responds to changing requirements or unforeseen situations. Key elements include communication quality, responsiveness, and the ability to manage risks and feedback constructively.
Innovation and Value Creation: We evaluate the supplier’s ability to contribute to process improvements, new product ideas, or other competitive advantages.
Internal Stakeholder Feedback: Post project surveys are used to gather insights from internal customers and cross functional partners. Their input is vital to measuring overall satisfaction and partnership health.
A strong SPRM framework ensures that supplier relationships are not only monitored but continuously improved in alignment with broader organisational objectives.
How do you encourage suppliers to contribute to innovation and value creation?
Innovation in Life Sciences is critical. Whether it’s accessing state of the art equipment or gaining early access to pioneering tools and services, it’s essential to actively encourage suppliers to contribute to our innovation ambitions. With strategic suppliers and long term partners, we build a shared commitment to collective innovation and value creation.
Here are some of the principles and strategies we use:
Involve Suppliers in Strategic Planning
We share long term goals and project roadmaps early, inviting suppliers to bring their expertise to the table. This creates opportunities to brainstorm ideas, assess feasibility, and explore synergies across multiple projects. This approach moves the relationship beyond vendor status, they become true partners in our innovation journey.
Facilitate and Nurture
Collaboration
We promote technical co-innovation, giving suppliers access to end users for real time feedback. In some cases, we’ve acted as a reference site for new technologies, co-developing and testing prototypes with equipment manufacturers. Our operational teams provide input and suggestions that help fine tune the final solutions. This encourages suppliers to take calculated risks and propose fit for purpose innovations.
How
Invest in Supplier Growth (When Applicable)
We’ve developed collaboration agreements where we co-invest in pilot projects. In other cases, we’ve helped promote supplier innovations by publicly recognising joint contributions or offering live demos of their platforms to potential customers. These initiatives strengthen the partnership and incentivise suppliers to bring their best ideas forward.
By embedding innovation into the partnership framework, we turn suppliers into co-creators of value, helping both sides push boundaries and stay ahead in a competitive, fast evolving landscape.
do you approach supplier diversity and inclusion in your SRM strategy?
Approaching supplier diversity and inclusion (D&I) within the pharmaceutical industry’s SRM strategy is both essential and challenging. The sector’s highly regulated nature and its emphasis on innovation in niche markets require a structured, deliberate, and measurable approach. While supplier D&I can be more readily applied to commodity categories, it becomes more complex when dealing with life sciences specific goods and services.
Our approach begins internally, by securing endorsement and support from the Executive Committee (ExCom). We integrate broader societal goals into our CSR framework, building key pillars such as the one I led, titled “Trusted Supply Chain.”
To establish realistic objectives and a five year roadmap, we conducted comprehensive market research to benchmark industry best practices. This included insights from major pharmaceutical companies and peer collaboration with ESG leaders. Key steps we’ve taken to integrate D&I into our SRM strategy include:
Assessing the Existing Supplier Base – We evaluate our current preferred suppliers to identify potential risks, representation gaps, and opportunities for greater inclusion.
Policy Integration – D&I principles are embedded into our Code of Conduct and Procurement Policies, ensuring suppliers are aware of and aligned with our standards.
Procurement Guideline Updates – We’ve revised our procurement guidelines to prioritise diverse suppliers and include D&I criteria directly in the selection and onboarding processes.
Strategic Partnerships with Large Suppliers – We partner with major suppliers who actively promote diversity and maintain measurable D&I commitments, reinforcing alignment with our values.
Embedding ESG and D&I in Evaluation Criteria – We assess suppliers based on ESG scores, adherence to frameworks such as the UN Global Compact, and their demonstrated long term commitment to diversity.
By embedding D&I into supplier relationship management, we not only support broader societal objectives but also strengthen the resilience, innovation capacity, and ethical foundation of our supply chain.
Neslihan Gentilleau
STRATEGIC EVOLUTION
Dru Melidossian on Redefining
Procurement at Binance US
In a fast-moving industry where innovation and regulation collide, procurement can no longer afford to be a back-office function. At Binance US, Dru Melidossian, Director of Strategic Sourcing and Procurement, is leading a transformation that positions procurement as a key driver of agility, compliance, and long-term business value. In this exclusive interview, Dru shares insights into building a lean, tech-enabled procurement function, forging collaborative supplier partnerships, and staying ahead of the curve in the ever-evolving world of cryptocurrency.
Professional Background and Role at Binance US
Can you share your career journey and what led you to your current position as Director of Procurement & Strategic Sourcing at Binance US?
It is an undeniable truth that our personal and professional development is shaped by the experiences we have and the relationships we forge throughout our lives. I consider myself incredibly fortunate to have collaborated with a multitude of talented, dedicated, and professional individuals during my career. Each person—whether they were considered a “good” leader or a “bad” leader— provided valuable lessons that have contributed to my growth.
My early career was rooted in the highly regulated, high-tech manufacturing sector, where I honed my skills in direct commodity management. This experience exposed me to a diverse range of industries, including biopharmaceuticals, aerospace and defense, and medical devices—each with its unique set of challenges and opportunities.
Driven by a strong desire to elevate the strategic importance of procurement and sourcing functions, I made a conscious decision to transition into the wealth and asset management space, where procurement and sourcing were unfortunately often relegated to the back office and viewed as merely administrative functions within many organisations. Over the past 15+ years, I have immersed myself in this industry, working as both a consultant and a practitioner across multiple organisations.
My current role at Binance US represents a perfect alignment of my professional experience and expertise with the company’s needs. I joined the company during a period of rebuilding and was entrusted with the unique and exciting opportunity to re-establish the procurement function from the ground up. This clean slate has allowed me to shape procurement according to my vision, leveraging my extensive experience and industry knowledge to build a best-in-class function that not only meets but exceeds expectations and supports Binance US’s strategic growth objectives.
Digital Transformation in Procurement
With the increasing role of technology in procurement, how is Binance US leveraging automation, AI, and data analytics to optimise procurement processes and enhance decision-making?
Building a Lean and Agile Procurement Function – The traditional model of procurement, characterised by cumbersome and expensive P2P/ERP solutions and complex implementations, is no longer sustainable. At Binance US, we’re taking a lean and agile approach to building our procurement function. By leveraging best-in-class point solutions and strategic partnerships with innovative providers we’re able to optimise our operations without the need for significant headcount expansion.
We are optimising our procurement function through an integration of automation, artificial intelligence (AI), and data analytics across various critical processes. AI is providing deeper insights and enabling more informed decision-making throughout the procurement lifecycle.
Our procurement process is designed with the user experience and operational efficiency in mind. We’ve implemented a clean and intuitive intake system that captures all relevant data in a systematic and intuitive way. This enables us to expedite downstream processes—including approvals, coding, payment, and strategy identification—while ensuring that our decisions are informed by meaningful and rich data.
Data analytics plays a pivotal role in our procurement strategy. By capturing and analysing data at every stage of the procurement process, we’re able to identify trends, optimise spending, mitigate risks, and make informed decisions that drive meaningful business value. Positioning procurement as a growth driver.
Looking ahead, we are committed to future-proofing our procurement capabilities. This is being achieved through a multifaceted approach that includes diligent strategic planning, the continuous exploration and adoption of technological innovations, and an unwavering commitment to the principle of continuous improvement. The goal is to establish a procurement function that not only operates with exceptional efficiency and effectiveness in the present but is also inherently adaptable and resilient to future changes and challenges. This forward-thinking strategy will enable the organisation to remain at the forefront of procurement best practices and consistently deliver optimal results, ensuring long-term organisational value and sustainability.
Strategic Sourcing in a Fast-Paced Industry
Given the rapidly evolving cryptocurrency industry, what strategies do you use to ensure Binance US’s sourcing decisions align with business growth, cost efficiency, and innovation?
In the dynamic and rapidly evolving landscape of cryptocurrency, strategic procurement and vendor selection are of paramount importance. Each purchasing decision and vendor partnership must align with the overarching business strategy and support long-term growth objectives. To achieve this, a collaborative and intentional approach to supplier relationship management is essential.
Strategic sourcing necessitates close cooperation and alignment between procurement teams, business leaders, and budget owners. This collaborative approach ensures that procurement decisions are informed by business needs and budgetary considerations, fostering a sense of shared ownership and accountability.
An agile and flexible approach to procurement is crucial in a fast-paced and volatile market like the cryptocurrency industry. Market conditions, industry trends, and regulatory requirements can change rapidly, and procurement strategies must be adaptable to these shifts. Continuous monitoring of market conditions, supplier performance, and internal business needs enables procurement teams to identify opportunities for improvement and respond proactively to emerging risks.
Collaboration with key suppliers through proactive contract management approach that includes regular check-ins, volume-driven adjustments, and performance monitoring ensures that supplier relationships remain aligned with business objectives and continue to deliver optimal value. In the cryptocurrency market—where innovation and disruption are constant—a collaborative and forwardthinking approach to supplier relationship management can create a competitive advantage and drive sustainable growth.
By embracing a strategic, collaborative, and agile approach to procurement and supplier relationship management, businesses operating in the cryptocurrency market can navigate the complexities and uncertainties of this dynamic industry and position themselves for long-term success.
Supplier Innovation and Collaboration
How does Binance US work with suppliers to drive innovation, particularly in areas like blockchain infrastructure, security solutions, and digital payment processing?
Innovation is the lifeblood of our organisation, and it thrives on collaboration. We are a lean, highly technical team, relentlessly pursuing groundbreaking advancements. Our excellence stems directly from our talented individuals and the strong relationships we forge within the industry. We actively seek out and collaborate with the brightest, most innovative partners to achieve breakthroughs in infrastructure, security, and processing.
We have a clear understanding of our strengths and focus our efforts accordingly. At the same time, we recognise our limitations and acknowledge that others may excel in areas where we do not. We build bridges and foster strategic relationships with those who complement our skills and expertise. These relationships are characterised by daily interaction, collaborative goal-setting, and shared successes and failures. We learn from both our triumphs and setbacks, constantly evolving and improving our capabilities.
While strong contracts that address both standard and unforeseen circumstances are essential, we believe that true partnerships go beyond contractual obligations. We seek out like-minded teams who share our passion for shaping the future of currency and payments. These relationships are built on trust, mutual respect, and a shared vision. Together, we can push the boundaries of what is possible and redefine the financial landscape.
Risk Management in Procurement
The cryptocurrency industry faces unique risks, from regulatory uncertainties to cybersecurity threats. How does your procurement function mitigate these risks while maintaining supply chain resilience?
Risk management within the cryptocurrency space is a multifaceted endeavor, demanding a collaborative approach to navigate both known and unforeseen challenges. This dynamic market characterised by its volatility and evolving threat landscape necessitates a proactive strategy to safeguard assets and operations.
Procurement plays a pivotal role in mitigating these risks by ensuring thorough due diligence on business partners and their capabilities. This involves maintaining vigilant awareness of evolving market trends and emerging players. Through close collaboration with Compliance, Information Security, Legal, and Risk teams, Procurement orchestrates a multi-departmental effort to identify, assess, and minimise potential threats by aligning objectives and providing visibility into the needs and risks of the business.
This comprehensive risk management strategy leverages a dual approach, incorporating both tactical and strategic elements. On a tactical level, the implementation of standardised workflows and the adoption of advanced technologies are essential for facilitating seamless communication, enabling efficient information sharing across departments, and ensuring a rapid and coordinated response to any emerging risks or identified incidents. These tactical measures provide the operational agility required to navigate the fast-paced nature of the cryptocurrency market. From a strategic perspective, the establishment of ongoing communication channels and the maintenance of comprehensive visibility into both internal operational changes and external market developments are crucial for ensuring that risk management protocols remain adaptive, relevant, and aligned with the ever-changing dynamics of the crypto industry. This continuous monitoring and reassessment process allows for the proactive identification of new risk vectors and the timely adjustment of mitigation strategies.
Ultimately, Procurement serves as a vital linchpin within the broader risk management ecosystem. By actively fostering a culture of collaboration, transparency, and shared responsibility, Procurement empowers informed decision-making at all levels of the organisation and facilitates an agile and adaptive response to the fluid risk landscape. This proactive and collaborative approach is not merely a defensive measure but a strategic imperative for sustainable growth and long-term success in the dynamic and often unpredictable world of cryptocurrency.
Technology’s Role in Procurement Strategy
How is Binance US incorporating emerging technologies such as blockchain, smart contracts, and digital identity verification into its procurement and strategic sourcing processes?
The landscape of technology options in the procurement sector has been—and continues to be— characterised by remarkable and rapid advancements. Technology serves as the catalyst that has empowered us at Binance US to implement targeted and effective solutions, yielding near-instant results. These solutions stand in stark contrast to the overly technical and complex systems that were prevalent in the past.
We have witnessed a clear evolutionary trajectory in this domain. We are transitioning into an era defined by highly specialised and focused solutions. These tools are evolving at an unprecedented pace and are redefining competencies within the procurement space. By forging strategic partnerships with a select group of providers, we have successfully scaled our procurement operations without the need to staff the repetitive tasks that often plague larger and more outdated systems. Our procurement stack consists of providers who are not generalists claiming mastery over all areas; rather, they are specialists with deep expertise in specific domains, delivering best-in-class solutions within those areas.
Our relationships with procurement technology providers are characterised by open, two-way communication. We actively seek feedback from our providers and take concrete action based on that feedback. The days of extensive customisation are also behind us. The “that will not work here” mentality that was prevalent in the last decade is no longer relevant. To maintain a competitive advantage in today’s rapidly evolving landscape, it is imperative to adopt a new, more agile and adaptable mindset.
“Ultimately, Procurement serves as a vital linchpin within the broader risk management ecosystem.”
Adapting to Regulatory Changes
The regulatory landscape for cryptocurrencies is continuously shifting. How do these changes impact procurement decisions at Binance US, and what strategies do you use to stay ahead of compliance requirements?
In the dynamic and rapidly evolving cryptocurrency landscape, regulatory compliance stands as the cornerstone of every successful operation. At Binance US, we recognise that our actions must be firmly grounded in a robust regulatory and compliance framework. This encompasses a wide array of critical areas, including Know Your Customer (KYC) protocols, Anti-Money Laundering (AML) measures, tax compliance, volatility management, and meticulous supplier selection. We also prioritise the regulatory management of our suppliers and maintain a keen focus on both regulatory and operational risk. Our commitment to compliance extends to reputation management, recognising that our standing in the industry is intrinsically linked to our ability to uphold the highest standards of integrity.
The cryptocurrency market is characterised by constant regulatory change, necessitating a proactive and agile approach from procurement organisations. At Binance US, our teams remain vigilant and informed about the evolving regulatory environment. We continuously assess the implications of new regulations and proactively adopt strategies that ensure ongoing compliance while positioning us to capitalise on emerging opportunities.
Our diverse workforce and network of strategic suppliers provide us with a wealth of collective intelligence. We draw upon a rich tapestry of experiences, perspectives, and insights to navigate the complexities of the cryptocurrency market. The procurement team plays a pivotal role in bringing together diverse stakeholders to facilitate thoughtful decision-making and effective management. By fostering a culture of compliance, embracing diversity, and maintaining a proactive approach to regulatory change, Binance US is committed to leading the industry in responsible and sustainable growth. We believe that our unwavering commitment to compliance not only protects our customers and stakeholders but also strengthens the overall integrity and resilience of the cryptocurrency ecosystem.
Future Vision for Procurement at Binance US
Looking ahead, what are your key priorities for the Procurement & Strategic Sourcing division at Binance US, and how do you see procurement evolving in the crypto industry over the next five years?
Procurement’s evolution from a traditional back-office function to a strategic partner is essential in today’s dynamic business landscape. This transformation requires a shift in focus from purely operational tasks to aligning procurement priorities with broader business goals. By fostering strong relationships with both external suppliers and internal stakeholders, procurement can optimise processes, reduce operational costs, and drive overall business value.
In the digital age, agility and adaptability are paramount. Procurement must be responsive to evolving business needs, regulatory changes, and customer feedback. While objectives like cost savings, cycle time reduction, talent development, and digital tool implementation remain important, they must be pursued within a strategic framework centered on core business objectives. Consistency in procurement processes is valuable, but it should never come at the expense of adaptability and strategic alignment.
To achieve this alignment, procurement professionals need a deep understanding of the business’s key priorities and how procurement can contribute to them. This means collaborating closely with other functions—such as finance, marketing, and operations—to uncover opportunities where procurement can add value. For instance, procurement can play a pivotal role in supporting new product development by sourcing innovative materials and technologies.
Furthermore, procurement can leverage its expertise in supplier relationship management to drive innovation and enhance product quality. By working closely with suppliers, procurement can identify opportunities to co-develop new products and services that meet the needs of both the business and its customers.
Digital transformation is also critical for procurement’s continued evolution into a strategic partner. By investing in modern digital tools and technologies, procurement can automate routine tasks, enhance data visibility, and enable more informed decision-making. This allows procurement professionals to shift their focus to high-impact strategic activities such as supplier collaboration, innovation, and long-term value creation.
Binance US is a regulated cryptocurrency exchange based in the United States, offering secure access to over 150 digital assets with some of the industry’s lowest fees. Launched in 2019 and headquartered in Miami, Florida, it provides a reliable platform for buying, trading, and staking cryptocurrencies.
Dru Melidossian Director of Strategic Sourcing & Procurement
POWERING PROGRESS
Lukas Pataky on Driving Energy Strategy and Sustainability at wienerberger
As Head of Group Procurement – Energy at wienerberger, Lukas Pataky plays a pivotal role in shaping the energy future of one of Europe’s leading construction material manufacturers. With operations spanning 28 countries, Pataky has been instrumental in centralising wienerberger’s energy procurement strategy, integrating renewable sources, and driving innovation across liberalised and
Image copyright: Steinzeug-Keramo
regulated markets. In this in-depth interview, he shares insights into balancing risk and resilience, fostering supplier collaboration, and embracing digital transformation to meet ambitious ESG and decarbonisation goals. From green gas to AI-driven contract management, Pataky outlines how wienerberger is preparing to lead in a rapidly evolving energy landscape.
Career Journey and Role at wienerberger
Can you share your professional journey and the experiences that led you to your current role managing energy procurement across wienerberger’s extensive European and global operations?
I first encountered the energy sector in 2010 after completing my MA. I joined a small consultancy focused on energy procurement for large multinational companies. Initially, I learned a bit of everything: how energy markets operate, how to check invoices, and how to prepare budgets. While not every task was enjoyable, as a young professional I seized every opportunity to learn. The young team in Budapest was incredibly supportive.
After two years, I was invited to join the sourcing team for new markets, where I worked on implementing advanced supply contracts across developing EU markets. As I progressed, I moved into client management, interacting with professionals similar to those I now work alongside. This gave me a strong understanding of energy management from the corporate buyer’s perspective and inspired me to transition from consultancy into a direct role—where I could make a greater impact and influence key decisions.
At one point, I set my sights on becoming a corporate category manager. Thanks to my experience and language skills, I landed the role at wienerberger. Initially, I knew little about the company and was surprised by the importance of energy within its operations. I began by overseeing one business unit and a few countries. Over the years, more markets were centralized under my remit, and I eventually integrated energy management across the entire group. With the rise of ESG, green energy procurement has become a vital and strategic part of my role.
Strategic Energy Procurement Policy
You developed wienerberger’s energy procurement policy approved across 28 countries. What were the key factors in creating a unified policy, and how does this ensure reliable and costeffective energy supply?
Centralisation is key to effective energy management. Energy markets are interconnected; for instance, the gas market operates on a global scale. While electricity markets still have local specifics, their major drivers are increasingly global in the long term. Effective price management decisions require deep market understanding and intelligence, making the creation of a central point of expertise a natural solution. Additionally, energy is a significant cost driver for the company. Proximity to top management at the C-level is essential for timely information exchange in this business.
Moreover, energy management is closely linked with R&D. Our group is proud to have a robust technical department, where regular interactions with the energy department are crucial. These interactions help us understand the future of energy in terms of pricing and availability—not just for current carriers but also for new ones. This synergy between departments ensures we are always at the forefront of technological advancements and market trends, allowing us to make informed decisions that benefit the entire organisation.
However, our policy also strongly relies on local support for contract management from a technical perspective. Regular interactions with suppliers are vital to ensure we stay informed and agile in our approach. This dual focus on central expertise and local support allows us to navigate the complexities of the energy market effectively and efficiently. By combining centralised strategic oversight with localised operational execution, we ensure a reliable and cost-effective energy supply that meets the needs of our diverse operations.
Navigating Diverse Energy Markets
Given your expertise in sourcing energy from liberalised and regulated markets, what specific challenges and opportunities do you encounter, and how do you navigate them to benefit wienerberger?
In fully regulated markets, where prices are set by the state, we act primarily as price takers with limited ability to influence outcomes. However, such markets are rare. More commonly, we operate in partially regulated environments characterised by limited supplier choices or underdeveloped infrastructure—often monopolistic in nature. In these scenarios, we present all available deregulated market options to suppliers and negotiate terms that align with our requirements.
Despite local non-standard practices, suppliers in these markets generally understand global sourcing principles, and we often succeed in agreeing on contractual flexibilities. This approach enables us to fulfill our policy objectives of price security and inflation mitigation, keeping us consistently one step ahead.
In standardised, deregulated markets, contracts tend to be more straightforward. Here, we apply a targeted price-fixation methodology based on both technical and fundamental analysis, which benefits the group significantly. There are several key opportunities in these markets. First, breaking down cost components and evaluating suppliers’ risk premiums relative to market risks—such as country spreads or risk tolerances—is essential. This analysis helps us determine whether to manage these risks internally or transfer them to the supplier.
Second, additional value can be unlocked through close cooperation with suppliers on supply and demand dynamics. Suppliers place high value on visibility into offtake volumes and flexibility in demand response. This is a current strategic focus for us, and we are developing contracts that incentivise timely information sharing and operational adaptability. By leveraging these opportunities, we secure a reliable and cost-effective energy supply that aligns with our long-term strategic goals.
Decarbonisation and Renewable Energy Initiatives
What steps are you taking to integrate renewable sources such as biogas, hydrogen, and green electricity into wienerberger’s energy portfolio to achieve your ambitious decarbonisation goals?
To successfully integrate renewable energy sources such as biogas, hydrogen, and green electricity into our company’s energy portfolio, we follow a structured, multi-step approach that ensures both strategic alignment and practical feasibility. First, we begin with a thorough market analysis to understand the evolving landscape of renewable carriers. This includes evaluating the expected capacity, local availability, and cost structures of biogas, hydrogen, and green electricity. My role is to bring this market intelligence into the internal target-setting process, ensuring that our decarbonisation goals are grounded in realistic opportunities.
Access to high-quality information is key. We actively participate in leading industry platforms and training programs to stay ahead of developments. For example, as a member of the European Biogas Association, wienerberger benefits from regular insights into the dynamic biomethane market. To stay current on green electricity, participation in major sector events such as the Resource platform is essential. We are also involved in initiatives focused on hydrogen and other renewable carriers, where supplier engagement and technical training enhance our decision-making capabilities.
Once this foundational knowledge is established, we assess the technical readiness of our facilities. This includes evaluating the adaptation requirements of our current installations to support new energy carriers. We work closely with technical and financial departments to conduct cost-benefit analyses and define clear KPIs to guide implementation and monitor performance. Financing is a critical consideration. Based on the technical and economic assessments, we identify the most suitable financing models that align with both our sustainability objectives and financial strategies.
Lastly, to ensure transparency and accountability, we have updated our internal reporting systems to accurately capture the impact of renewable integration. I’m pleased that the company has recognised the strategic importance of these updates and has supported the necessary changes. These improvements enable us to track progress, measure outcomes, and continuously optimise our decarbonisation strategy.
Energy Risk Management and Contract Negotiations
How do you approach managing risks and negotiating contracts for critical energy resources like natural gas, electricity, and LPG across diverse European and global markets?
Managing risks and negotiating contracts for critical energy resources such as natural gas and electricity requires a structured and strategic approach. It begins with a clear understanding of how each contract can help us meet our operational and sustainability targets. We start by defining the contract objectives, identifying potential suppliers, and presenting our expectations. During negotiations, we apply tactical communication—sharing priorities selectively to maintain leverage while aiming for optimal outcomes.
Risk management is twofold: supplier risk and price risk. To mitigate supplier risk, we assess how much exposure we can allocate to individual suppliers while maintaining a balanced portfolio to avoid monopolistic dependencies. For price risk, we rely on a combination of technical chart analysis and a deep understanding of market fundamentals, always considering broader economic indicators like inflation. Long-term price fixation strategies are developed accordingly.
Collaboration with external experts reinforces decision-making and ensures robust risk governance through a multi-layered, “four-eyes” principle.
Supplier Relationships and Innovation
How does wienerberger foster innovation and quality through strategic relationships with energy suppliers, particularly in rapidly evolving energy markets?
At wienerberger, we recognise that information is the most valuable asset in the procurement process. We actively participate in energy forums and conduct ongoing research across trusted platforms to stay ahead of trends and identify innovative solutions in the rapidly evolving energy landscape.
Strategic supplier relationships play a central role in fostering innovation and maintaining quality. New and emerging suppliers are often highly motivated to introduce innovative energy solutions, but may lack the institutional infrastructure or present financial risks that must be carefully evaluated. Conversely, our long-term, financially stable partners provide reliability in conventional energy procurement but can be slower to implement new technologies due to more rigid corporate decisionmaking processes.
To balance both innovation and security, we leverage our broad supplier base. This diversity allows us to match the right innovation with the right partner, depending on the project’s nature and scale. When the right stakeholders are engaged, obstacles to implementation can be effectively overcome.
A key focus area is enhancing the flexibility of our renewable energy installations—an initiative that has attracted strong interest from both traditional and emerging suppliers. Their collaboration helps us accelerate innovation while ensuring quality and strategic alignment in our energy transition.
Advancing ESG Objectives in Procurement
How does your procurement strategy specifically support wienerberger’s broader ESG commitments, particularly regarding sustainability and carbon footprint reduction?
Our procurement strategy is closely aligned with wienerberger’s ESG commitments, particularly in driving sustainability and reducing our carbon footprint. Green energy procurement is fully embedded into our team’s core processes. We are responsible not only for securing energy supply but also for ensuring that it directly contributes to our renewable energy targets and CO2 reduction goals.
To support this, we actively engage with energy suppliers and producers, building strong relationships that provide early insights into market developments. This helps us stay informed about emerging technologies and evolving regulatory frameworks—such as EU-wide renewable energy labelling, cross-border biomethane transfers, and upcoming hydrogen support schemes.
With this knowledge, we target the most suitable and forward-looking energy solutions that support our long-term sustainability objectives. Our structured procurement sequence prioritises transparency, traceability, and cost control. At the same time, we’ve implemented robust reporting tools that ensure progress is measurable and aligned with both internal and external ESG reporting requirements.
By combining deep market intelligence, strategic supplier engagement, and clear procedural frameworks, our procurement strategy plays a pivotal role in meeting the company’s climate goals while balancing financial and operational performance.
Image copyright: Pipelife Norway
Digital Transformation in Energy Procurement
Can you discuss the role of digital tools and communication platforms you’ve implemented at wienerberger to streamline energy management and engage internal stakeholders effectively?
Digital tools are central to our energy management strategy and stakeholder engagement. Over time, we have explored and assessed a wide range of external energy management systems, gaining valuable insights into their strengths and limitations. Rather than fully relying on these external platforms, we chose to integrate the best practices and functionalities observed into a customised inhouse solution that fits our specific operational and ESG requirements.
Leveraging our existing SAP infrastructure, we established a cross-functional team—including procurement, IT, controlling, and business intelligence—to develop a centralised energy management tool. This platform consolidates price data, consumption figures, and procurement activities into a single, streamlined database. It supports not only procurement decisions but also corporate reporting, controlling, and sustainability planning.
The development of this tool is a major step forward in ensuring transparency, efficiency, and adaptability across the organisation. At the same time, we maintain strong communication practices through regular workshops and interdepartmental meetings to keep stakeholders aligned and engaged. These sessions allow us to share insights, adapt quickly, and ensure that the digital platform continues to evolve in line with business needs.
This approach empowers us with tailored functionality while maximising internal know-how and minimising dependency on fragmented external systems.
Team Leadership and Talent Development
You’ve built and led high-performing procurement teams. How do you cultivate talent and ensure your teams remain innovative and responsive to the dynamic energy landscape?
Building a high-performing procurement team starts with selecting the right people. I’ve learned that while technical energy expertise is valuable, it’s not always essential at the hiring stage. What matters most is the individual’s drive, curiosity, and ability to contribute diverse perspectives to the team. Some of my top performers came from entirely different industries and had their first exposure to energy markets when they joined wienerberger—but their motivation and adaptability made the difference.
Equally important is team dynamics. I consider how a new hire will integrate and enhance collaboration within the team from day one. Once onboard, continuous learning is key. I encourage team members to seek knowledge, experiment with new ideas, and take ownership of developing practical processes that improve our commodity management approach.
To stay ahead in the rapidly changing energy landscape, we break down silos and stay outwardlooking. I strongly support participation in credible energy events, seminars hosted by energy associations, market analysts, and suppliers. We also leverage platforms like LinkedIn for real-time updates and professional insights. Even informal channels—such as WhatsApp groups of energy professionals—prove invaluable for timely information. We stay informed, agile, and ready to adapt.
Future Vision for Energy Procurement at wienerberger
Looking ahead, what are your strategic priorities for wienerberger’s energy procurement, particularly in terms of energy independence, innovation, and sustainability, over the next five years?
In the coming years, our strategic focus will center on enhancing energy independence, driving innovation, and meeting ambitious sustainability targets. The topic of energy autarchy gained urgency following the Russian aggression against Ukraine. In response, we partnered with engineering teams to develop a data-driven cockpit to evaluate renewable energy deployment across our sites. While earlier challenges like price cannibalisation made some projects unviable, the rapid advancement in battery storage has reshaped the outlook. Combining on-site renewable generation with smart battery systems is now a key priority, and my team is working on scalable deployment models across the group.
Innovation also plays a critical role. We see strong potential for AI to support energy procurement— particularly in contract management, risk analysis, and decision-making processes. These technologies will significantly enhance how we navigate volatile energy markets.
From a sustainability perspective, we are closely aligned with EU climate goals for 2030 and 2050. While the renewable electricity market in Europe is well-established, green gas is now emerging as a focus area. Biomethane, in particular, is advancing faster than hydrogen and is becoming further important element of our procurement strategy. As legislation evolves and prices stabilize, we expect local green gas and electricity sourcing to become an important addition for decarbonisation.
wienerberger is one of the leading providers of innovative, ecological solutions for the entire building envelope, in the fields of new build and renovation, as well as infrastructure in water and energy management. With over 200 production sites across 28 countries, the company specialises in sustainable products such as bricks, roof tiles, pavers, and pipe systems. As the world’s largest producer of clay blocks and Europe’s top manufacturer of facing bricks and clay roof tiles, wienerberger is committed to innovation and ecological responsibility, enhancing energy-efficient and climate-friendly construction worldwide. Additionally, the company is the leading provider of pipe systems and surface pavings in Europe.
Lukas Pataky Head of Group Procurement - Energy
REDEFINING PROCUREMENT PERFORMANCE
Dr. Pascal Evertz on AI, Metrics, and the Best Value Approach
In an era where data driven decision making is reshaping procurement, Pascal Evertz, CEO and Founder of GoBeyondProcurement along with AI tools like Juriaan.ai, brings a bold and unconventional perspective to the conversation. Drawing from the Best Value Approach AI (BVA AI), Pascal emphasises simplicity, transparency, and performance metrics as the foundation for procurement and project management success. In this Executive Insight, he shares how advanced analytics reduce risk, predictive models outperform traditional processes, and why true expertise lies not in managing complexity, but in eliminating it. His approach challenges long standing norms and offers a new blueprint for building efficient, resilient, and value focused vendor centric procurement systems.
How are you leveraging advanced analytics to improve procurement decisions?
I apply the Best Value Approach AI (BVA AI)—an artificial intelligence performance system that simplifies procurement processes, increases transparency, and predicts project management success. Transparency is achieved through the use of metrics: observable and countable performance information.
These metrics help us identify patterns and predict the likely outcomes of a project or service. By analysing historical vendor data from past projects, we can forecast future performance. For example, we can examine a vendor’s track record on similar
projects and assess how their services contributed to successful outcomes delivered on time, within budget, and with high client satisfaction.
Metrics enable a more objective evaluation process, reducing the need for subjective decision making. Once it’s evident that a vendor has strong performance metrics that demonstrate expertise, the choice becomes clearer. Risk is minimised through transparency, and cost becomes a secondary concern, because true expertise naturally leads to cost efficiency.
What data do you prioritise when evaluating supplier performance?
Decision making often arises from a lack of information and becomes more difficult as complexity increases. The best data, therefore, reduces the need for decision making by providing clarity and predictability, enabling clients (buyers) to know less, think less, and decide less.
I prioritise data, specifically metrics, that clearly differentiate vendors, predict future performance (e.g., on time delivery, staying within budget, high client satisfaction), and demonstrate expertise. The best data is simple to understand, requires no technical knowledge, is
objective and unbiased, relevant, specific, comparative, and supported by documented performance. Most importantly, it should be predictive of future outcomes.
We should only measure what is truly relevant. Metrics and minimum standards are not the same. Traditional KPIs or minimum standards are often generic, nonspecific, and imposed without input from the experts doing the work. By focusing on meaningful, vendor generated performance metrics, we enable more informed, effective procurement decisions.
How has data analytics helped you mitigate risks in your supply chain?
Risk arises when expectations do not match reality. It occurs when someone is non-observant and unable to foresee future conditions. In procurement, risk is often, about 90% of the time, caused by the client (buyer) and the procurement system itself. Expert vendors don’t cause risk. Instead, the expert vendor’s project manager should use simplicity and metrics, observable and countable performance information, to help the client’s stakeholders see into the future and avoid creating risk.
When expert vendors are hired, empowered to preplan, and allowed to track their own time and cost deviations, risk is reduced to almost nothing. Risk mitigation is a direct result of transparency, and transparency comes from metrics.
To compare vendor performance effectively, we use a simple reporting tool that documents and tracks time and cost deviations, along with identifying who created the deviation (the problem or risk), based on a few core performance metrics. This approach not only reveals root causes but also makes the entire procurement process and project delivery more predictable and controlled.
How do you ensure data accuracy and reliability in your procurement process?
Transparency and confusion cannot coexist. It’s like shining a flashlight into a dark, unused room and watching all the cockroaches scatter, clarity drives out ambiguity. In a truly transparent environment, it’s not necessary for everyone to understand the technical details. What matters is that non-experts can clearly see that the expert vendor has done the service before, and can do it again for the specific project at hand.
Transparency means that the expert is able to communicate their expertise simply and clearly, in a way that non-experts can understand. Performance metrics are key to this. They should be observable, countable, and verifiable, supported by documented performance from previous projects.
In short, data becomes accurate and reliable when it is tied to clear, expert provided evidence that is easy to understand and difficult to dispute.
Can you share examples of how predictive analytics has improved procurement outcomes?
Industry testing has shown that project costs can be reduced by up to 50%, with client satisfaction reaching as high as 9.8 out of 10 through the application of predictive analytics within the Best Value Approach AI (BVA AI) framework. The BVA AI structure is designed to:
• Minimise the bureaucratic burden of traditional procurement practices (zero waste).
• Emphasise the use of performance metrics to reduce complexity and the need for management, direction, and control.
• Enable expert vendors to fully pre-plan the project from beginning to end.
A strong example comes from a 2023 IT procurement project for an airline company. Using BVA AI—including predictive analytics—the procurement process was completed 67% faster, reducing the timeline by 121 days. Additionally, project costs were reduced by 38%, resulting in a highly competitive price aligned with the client’s scope.
While stakeholders rated the BVA AI process highly, its real value becomes clear during project execution: delivering results on time, within budget, and with consistently high client satisfaction. As with all successful projects, this is not coincidental, initial conditions and final outcomes are intrinsically connected.
STRATEGIC STRENGTH AND LOCAL IMPACT
Simon Harman on Leading MEPAU’s Supply Chain Forward
With over two decades of experience in the oil and gas sector across the UK and Australia, Simon Harman brings both strategic foresight and hands on expertise to his role as Head of Supply Chain at Mitsui E&P Australia Pty Ltd (MEPAU). From fostering strong supplier partnerships and embracing digital transformation to driving local and Indigenous engagement, Simon has played a pivotal role in aligning MEPAU’s supply chain strategy with its operational and community-focused goals. In this interview, he reflects on the experiences that shaped his leadership, how MEPAU is preparing for future supply chain challenges, and what advice he offers to the next generation of professionals entering the energy sector.
Local Engagement in Supply Chain
MEPAU emphasises engaging with local businesses and Indigenous enterprises. How does your supply chain strategy support this commitment, and what initiatives are in place to assist and help these relationships?
The Supply Chain team, and MEPAU as a whole, is committed to identifying opportunities for local and Indigenous businesses to consider. We actively engage with local Chambers of Commerce, government representatives, and consult regularly with Indigenous groups, while remaining alert to individual opportunities as they arise.
I am particularly proud that we have developed a set of simplified terms and conditions which, where appropriate, are used to engage local and Indigenous suppliers. The rationale behind this approach is twofold: to reduce onboarding times and to make MEPAU a more attractive and accessible partner for these businesses.
“We try in every possible way to integrate key suppliers into all preparation phases of planned maintenance”
Career Journey
Can you share your career journey and what led you to your role as Head of Supply Chain at MEPAU? What experiences have most influenced your approach to leadership in supply chain management?
Like many people, I fell into the world of supply chain. As part of my Business degree in the UK, I was required to complete a year in industry. I was fortunate to be one of two students selected to work at Shell Exploration and Production in Lowestoft, UK. On my first day, I was assigned to the Supply Chain team and the other person to Finance and the rest is history!
I thoroughly enjoyed my year there, and it set the foundation for building my career in the supply chain sphere.
After graduating, I developed my experience through roles in expediting, materials control, procurement, and contracts within the oil and gas industry initially in the UK and, for the past 20 years, in Australia. With this ever broadening experience, leadership opportunities followed, eventually leading to my current role as Head of Supply Chain at MEPAU.
My approach to leadership has been shaped by the experiences I’ve had with the leaders I’ve worked under. I’ve focused on emulating the traits I admired most, while consciously avoiding the behaviours I felt were ineffective or disengaging.
Supplier Relationships and Quality Assurance
What strategies do you employ to build strong, transparent relationships with suppliers, and how do you ensure they consistently meet MEPAU’s standards for quality and safety?
For suppliers with whom we conduct significant business, my strategy is to solidify the relationship through the award of a Master Service Agreement. This not only formalises our partnership but also serves as the foundation for conducting periodic performance reviews. These reviews provide a forum where quality, safety, and other key issues can be discussed openly and constructively by both parties.
Digital Transformation in Supply Chain
In what ways is MEPAU leveraging digital technologies to enhance supply chain operations, and what recent advancements have had the most significant impact on efficiency and transparency?
MEPAU is in the process of transitioning from a non-operator to the operator of the Waitsia gas field, one of the largest onshore gas fields in Australia. As part of this transformation, we have invested in the implementation of the Coupa Procure to Pay system to support the increased procurement needs across corporate, project, drilling, and operational functions.
The efficiency gains delivered by Coupa will enable MEPAU to manage this heightened level of activity with only minimal additional resourcing. At the same time, the system provides significantly enhanced reporting capabilities, supporting both the Operations and Finance teams with greater transparency and insight.
Risk Management in Supply Chain
Given the complexities of the energy sector, how does MEPAU manage risks within its supply chain to ensure continuity and resilience?
One of the biggest risks to MEPAU is the loss of oil and gas production from our operational facilities. Ensuring the availability of equipment and materials to restart production in the shortest possible timeframe is a key deliverable for the Supply Chain Function. A combination of transparency and accuracy in our inventory, along with the ability to quickly source items using Coupa, which helps us identify onboarded suppliers and purchasing history is a critical risk mitigator.
Of equal, and possibly greater, importance are our relationships with our “go to” suppliers, the partners we rely on in times of crisis. We nurture these relationships by visiting them, and relaying our genuine appreciation to them.. When suppliers feel valued, they respond in kind.
And finally, pay your suppliers on time. We ask a great deal of them, and there’s only one thing we must do in return, make sure they receive payment as promised.
During a recent project, our main contractor went into administration, leaving sub contractors understandably nervous about whether they would be paid. MEPAU recognised that without guarantees, these sub contractors would likely leave the site, halting the supply of goods and services and jeopardising project completion.
We negotiated with the administrator to manage invoice payments to the affected parties on a case by case basis and made a point of informing them directly that payments were on the way, as promised.
The goodwill generated toward MEPAU from this experience has been immense, and it’s something I, as a leader, am genuinely proud of.
Challenges in Energy Sector Procurement
What unique challenges do you face in procurement within the energy industry, and how does MEPAU address these to maintain a competitive edge?
In the energy industry, the value of a Supply Chain team is largely judged on its ability to ensure that goods and services are available at the right place and at the right time to prevent loss of production or drilling time. This almost always takes precedence over cost efficiency.
Of course, cost efficiency is important and should be pursued with as much rigour as possible, but we must not lose sight of the bigger picture. Ultimately, our performance will be measured by our ability to keep operations running without interruption.
Future Trends in Supply Chain Management
What trends do you see shaping the future of supply chain management in the energy sector, and how is MEPAU preparing to adapt to these changes?
The continued evolution of system based Procure to Pay and inventory processes will play a significant role in shaping the future of supply chain management. MEPAU is committed to ongoing investment in this area as part of our broader aspiration to operate as a low cost producer.
“In the energy industry, the value of a Supply Chain team is largely judged on its ability to ensure that goods and services are available at the right place and at the right time”
Advice for Aspiring Supply Chain Leaders
As a leader in supply chain management, what advice would you give to those looking to advance their careers in this field, especially within the energy industry?
I recall that when I started my career at Shell, the HR Manager at the time told me that the energy industry wasn’t a viable long-term career option because “the oil and gas will run out soon.”
Several decades later, both the industry, which has evolved and continues to evolve, and my career are still going strong.
To the next generation of leaders: I suspect you’ll hear similar advice from some quarters. Ignore it. There will always be a need for energy in the world. Jump aboard, stay flexible, and see where the journey takes you!
Mitsui E&P Australia (MEPAU) is a leading energy company based in Western Australia, dedicated to delivering a reliable and sustainable energy supply. As a subsidiary of Mitsui & Co., Ltd., MEPAU operates a diverse portfolio of oil and gas assets across Australia, including the Waitsia Gas Project, one of the country’s largest onshore gas developments.
Simon Harman Head of Supply Chain
BUILDING SMART, FAST, AND HUMAN
James
Howes on Launching Procurement at BrainRocket
When James Howes stepped into BrainRocket as Director of Procurement, there was no playbook, no legacy system, just a high growth tech company moving fast and building big. With a career spanning industries from FMCG and Financial Services to Energy and Real Estate, James brings a refreshingly pragmatic mindset to the table: procurement should accelerate progress, not slow it down. In this candid and insightful interview, he shares what it takes to build a procurement function from the ground up, balancing technology with people skills, structure with flexibility, and speed with smart decision making. From machine led negotiations to the power of trust and tone, James offers a clear eyed view of what procurement can, and should, look like in a modern, fast paced business.
Career Journey
Can you share your career journey and what led you to your current role as Director of Procurement at BrainRocket? What key experiences have shaped your approach to procurement?
I fell into it, really. I earned a place on an ultra competitive graduate scheme at A.P. Moller-Maersk and did a placement in procurement toward the end. From there, I moved to Sweden and then Denmark, sharpening the skills I’d picked up. Later, I returned to the UK and leaned into one of procurement’s best traits, its massive transferability.
I pivoted into Financial Services, then FMCG, broadening my category exposure, and then spent a decade as an independent contractor across Financial Services, FMCG, Energy, Telecoms, Consulting, Real Estate, and Payments. I’d been eyeing a departure from the UK for a couple of years, which came to fruition with my move to BrainRocket.
Now, I’m building the procurement function from scratch, something I’m excited about, not just because of the challenge, but because it brings together everything I’ve learned so far in a truly dynamic environment.
“People buy from people, and they’ll go the extra mile for someone they like and respect.”
Procurement’s Role in Software Development
BrainRocket is known for developing innovative software products across various markets. How does the procurement function support the company’s commitment to delivering cutting edge digital solutions?
Speed is everything. Time to market is critical in our industry, and as companies scale, the agility once gained from a lack of structure can become a liability. That’s where Procurement comes in, securing great deals, reducing risk, and ensuring high quality service delivery from suppliers, while still moving fast.
I often recall Einstein’s quote: “Things should be made as simple as possible, but no simpler.” That mindset guides me as I build this function. Procurement here isn’t about control for its own sake, it’s about enabling progress without friction. Decision making is pragmatic, and bureaucracy is the enemy.
I’ve worked in huge enterprises before, and while they often had impressive systems, they also had layers of unnecessary process. At BrainRocket, I’m deliberately designing something leaner, sharper, and more responsive.
Building Procurement from Scratch
You’ve joined BrainRocket at a time when no procurement function exists. What are your first priorities, and how do you begin building structure without slowing down the business?
Henry Ford used to take executive candidates to lunch as a final test. He’d watch discreetly to see if they salted their food before tasting it. If they did, they didn’t get the job. Why? Because he believed one shouldn’t make decisions without first understanding the situation. I share that belief.
At BrainRocket, my first priority has been to observe—how things are bought today, where the pain points are, and what stakeholders need. Only once I’ve “tasted the food” do I begin to introduce structure.
That said, the day to day still needs handling, contracts must be negotiated and signed, and work can’t stop while the function is being built. So it’s not passive. It’s responsive, adaptive, and grounded in what the business needs now, not what a textbook might say procurement should look like. This isn’t about bringing in a pre-packaged solution, it’s about building the right solution for BrainRocket, and meeting the company and its stakeholders where they’re currently at.
Supplier Relationships and Quality Assurance
In past roles and in this new role, what strategies do you use to build strong, transparent relationships with suppliers, and how do you ensure suppliers consistently meet the high standards required for quality?
I treat suppliers as people, not businesses. I make time for small talk and build rapport on a personal level, which helps create trust. I’m also transparent, I run fair processes, but I’m not overly rigid about communication protocols. I don’t believe in creating artificial barriers between suppliers, stakeholders, and my team. Removing myself as a bottleneck not only accelerates the process, but fosters stronger cross functional relationships.
People buy from people, and they’ll go the extra mile for someone they like and respect. That human connection has helped me navigate plenty of tough spots over the years.
As we grow, I’ll introduce more formal Supplier Relationship Management, but not the kind filled with unnecessary meetings for meetings’ sake. It’ll be focused instead on innovation, problem solving, and proactive engagement. Relationships are an asset, especially when things go wrong. And they always go wrong eventually. The question is: will your supplier care enough to help you fix it?
Digital Transformation in Procurement
How is BrainRocket leveraging digital technology to enhance procurement operations, and what recent advancements have had the most significant impact on efficiency and transparency?
The biggest challenge I’ve identified is a lack of visibility into the procurement process. Stakeholders often don’t know what to do, who approves what, or what information is needed. Most legacy ERP based systems have very poor UX and, as a result, very low adoption rates. There’s a reason every company that uses them has to rigidly enforce compliance, with varying success. These tools often overlook the upfront workflow, the ‘orchestration’ of getting something from initial request to a signed contract which, to me, misses the point entirely.
In this respect, tools like Omnea are changing the game. They focus on intake and intelligent procurement workflow, making the process intuitive for requesters, approvers, and the procurement team. This encourages adoption rather than circumvention, critical when you’re building from scratch. If no one uses the tools, the function won’t gain traction.
Beyond intake, Omnea also offers AI powered sourcing capabilities that let me spin up RFPs in minutes, not days, along with integrated third party risk management that lays the groundwork for effective SRM. Technology should enable agility, not create friction, and Omnea does just that
BUILDING A BEST-OF-BREED TECH STACK
Why BrainRocket chose Omnea to Operationalize Procurement
How did you defi ne BrainRocket’s requirements for a technology partner, how did you run the selection process, and why did you choose Omnea?
I approached the market with a clean slate and a clear set of priorities that really mattered to us: our focus areas were high adoption, automation, and a user interface that makes things faster—not more bureaucratic. We needed a platform that could support the full procurement process—from intake and approvals to renewals and risk—without requiring specialist resources to maintain or optimise. Good UI wasn’t a nice-to-have; it was essential to ensuring the process would quickly be adopted across the business.
I spoke to a wide range of vendors, from P2Ps like Zip and Procurify to negotiation-as-a-service providers like Vertice and Tropic. While each had strengths, and different value propositions, the fit with Omnea was best. It was the solution that truly combined scalable procurement governance with modern, user-centric design. Everything from supplier assessments and onboarding to renewals and stakeholder routing, is orchestrated through a single, intuitive platform that is easy to manage without complex development work or extensive workshop sessions. Risk, finance, legal, and infosec are all looped in at the right moments, and the whole thing is designed to be easy to adapt as our needs evolve.
Did you also consider folding accounts payable (AP) functionality into the same tool?
We did explore that path, but ruled it out. AP is a specialised, deeply complex function, and we didn’t want to compromise on functionality—or take on unnecessary risk—by trying to transform everything at once.
Some of the “all-in-one” platforms we looked at tried to package procurement and AP into a single proposition, but in reality, that added cost, complexity, and implementation risk. Instead, Omnea’s orchestration layer gives us the flexibility to integrate with our AP systems where it makes sense—without compromising on core procurement functionality or speed. It’s created the strongest possible foundation for our procurement tech stack—and the agility to evolve it over time by integrating the right tools for each team when needed.
What’s it been like working with the Omnea team?
Working with Omnea has felt like a true partnership from day one. They didn’t come in with a one-size-fits-all pitch—they took the time to understand our specific pain points, challenges, and goals, and worked closely with us to shape the right solution. It was clear they were focused on building something that would actually work for us—not just on making a sale.
The team brings deep expertise across procurement, risk, and finance, and that’s been invaluable as we’ve designed and built out our workflows. Their consultative approach has made a huge difference. We’re not just implementing software—we’re establishing a set of processes and controls that will help BrainRocket grow efficiently, stay compliant, and maximise the value we get from every supplier relationship.
Operating in a High Growth Environment
What are the biggest procurement related risks that come with rapid expansion in a company like BrainRocket, and how do you keep them in check while the business continues to grow aggressively?
The biggest internal risk in any business is overspending. In a high growth company, this becomes even trickier, there’s often a mindset that you have to invest aggressively to grow. I agree to an extent, you can’t save your way to prosperity. But you can spend your way out of it.
Growth brings a rising cost base, and the idea of “savings” often becomes irrelevant. What matters more is smart spend: are we spending on the right things, in the right way, with the right flexibility? Long term software deals might look great on paper, but if they lock you into a direction you later need to pivot from, they can become liabilities. Flexibility is sometimes worth paying for.
I also keep in mind a piece of advice I was once given: numbers on their own don’t matter, it’s the relationship between them that does. Context is everything. So while you won’t see a reducing cost base in a growing company, you may see a reducing cost base relative to revenue, or customers, or other growth related metrics.
Supplier Risk and Governance
When onboarding new vendors or managing existing ones, what risks do you pay closest attention to, and how do you mitigate them without adding friction?
I work closely with our legal team who, I should say, are some of the fastest and most pragmatic I’ve ever worked with. As our Head of Legal once put it to me: “I don’t need another lawyer, I need commercial people who can understand contracts.”
When onboarding or reviewing vendors, I’ll pre read contracts, engage with suppliers, and clarify key points before sending anything over. That way, Legal receives a contract overview, not a blank file, as well as an engaged partner to help us reach agreement pragmatically and quickly. It saves time and reduces back and forth.
What do I focus on? Termination rights (flexibility is crucial), renewals, overages, liabilities, data protection, and most importantly from my perspective, the schedule of services. That’s where expectations live or die.
My view? The best contracts are the ones you can file away and never look at again. But if you do have to dig them out, they need to be watertight.
Challenges in Procurement
Procurement is often misunderstood or met with resistance in growing companies. How have you approached shifting perceptions and gaining buy in for the function at BrainRocket?
When you’re building procurement from scratch, you’re not just creating a function, you’re changing how people work. That’s always going to generate some friction. Procurement is often misunderstood as a blocker, a cost cutter, or a bureaucratic gatekeeper. I’ve worked hard to flip that narrative by being visible, responsive, and pragmatic. I try to show that procurement can accelerate progress by removing ambiguity, enabling better decisions, and taking unnecessary admin off people’s plates. Ironically, the things Procurement does already exist in many companies budgeting, legal reviews, infosec checks, with Procurement driving each strategically and shepherding requests through the mire.
A lot of it comes down to tone and timing. No one wants to be handed a rulebook, or have a fat policy foisted upon them, when they’re in a hurry to keep moving forward. So I focus on partnership early in the process, and I never forget that the goal isn’t compliance for compliance’s sake, it’s outcomes.
Future Trends in Procurement and Supply Chain Management
What trends do you see shaping the future of procurement and supply chain management, and how is BrainRocket preparing to adapt to these changes?
I see a future of radical transparency and machine led negotiation. As data becomes more accessible and AI matures, I can imagine a world where most deals are negotiated between bots, each representing buyer and seller, optimising terms in seconds, not days. Trust in these tools will be so high that humans won’t need to intervene in the mechanics.
Ironically, that makes the human side of procurement even more important. Relationship building, empathy, loyalty these will become key differentiators. I also expect an explosion in dynamic pricing and smart contracts, micro adjustments happening automatically based on live variables. This will fundamentally reshape Legal, Procurement, and Sales roles. In that future, what will matter most won’t be your process, it’ll be your people skills.
Career Advice
You’ve worked across multiple industries and now stepped into a completely greenfield role. What principles or mindsets have served you best in progressing your procurement career?
Get really good at more than one thing. The future belongs to the adaptable. Those with a couple of standout skills, and a solid grasp of many others, will connect dots faster and see the bigger picture more clearly. To build that range, expose yourself to variety. Seek out new challenges. Be curious, even when you think there’s nothing to learn. Often, it’s one small idea, a way of framing a problem, a clever analogy, that sticks with you and reshapes your thinking elsewhere.
Also, as a general rule: ask for forgiveness, not permission. Back yourself. Be bold, but not reckless. Some of the best opportunities in my career have come from having the confidence to just go for it.
BrainRocket is a fast-growing international software development and digital solutions company headquartered in Cyprus, with additional offices in Malta and Portugal. Established in 2020, the company has rapidly expanded to over 1,300 employees representing 15 nationalities. BrainRocket has developed more than 100 innovative products across 20 global markets, focusing on areas such as backend and frontend development, DevOps, UX/UI design, and product management.
James Howes Director of Procurement
AGILITY WITH PURPOSE
Jeanette Hübsch on Redefining Strategic Procurement
As Global Procurement
Lead Jeanette Hübsch brings a human-centered, strategic mindset to indirect and marketing procurement. With nearly two decades of experience, she believes procurement’s true power lies in creating connections — across functions, with suppliers, and through change. In this interview, Jeanette shares her insights on balancing flexibility and structure, turning supplier relationships into value partnerships, and why emotional intelligence is the heartbeat of modern procurement. How do you adapt your procurement strategies to respond to changing market conditions?
In Marketing Procurement, agility isn’t just a buzzword— it’s a necessity. The landscape is constantly shifting, with evolving consumer behaviors, new digital channels, and the rapid rise of AI-driven content creation redefining how brands engage with their audiences. To keep up, procurement must be more than a cost manager—it needs to be a business enabler, a strategic partner, and a driver of innovation
For me, it starts with deep collaboration with Marketing, Commercial, and Omnichannel teams to truly understand their needs, challenges, and ambitions.
Procurement can’t operate in a silo—we must be plugged into the business, anticipating shifts in demand and proactively shaping supplier ecosystems that offer flexibility, speed, and creative excellence.
Ultimately, agility in Marketing Procurement is about embracing change with curiosity, turning challenges into opportunities, and ensuring that procurement is seen not just as a function—but as a key driver of brand success.
How has agility helped you overcome supply chain disruptions?
In Marketing & Indirect Procurement, supply chain disruptions don’t always look like factory shutdowns or shipping delays—they come in the form of lastminute campaign pivots, regulatory changes, budget freezes, or evolving consumer trends that demand instant adaptation. Being agile means having the right partners, processes, and mindset to navigate these challenges without slowing the business down.
For me, agility starts with supplier relationships. Instead of relying on a rigid, one-size-fits-all approach, I focus on building a flexible ecosystem of agencies, production partners, and technology providers who can scale, shift, and problem-solve alongside us.
Pre-negotiated frameworks, modular contracts, and alternative sourcing strategies ensure we can react quickly when things don’t go as planned.
Ultimately, agility means being prepared for the unexpected, turning roadblocks into opportunities, and ensuring that Marketing & Commercial teams always have what they need to move forward—no matter what the disruption looks like.
What strategies do you use to maintain flexibility while ensuring cost-effectiveness?
In Marketing & Indirect Procurement, flexibility and cost-effectiveness often seem like opposing forces— but in reality, they go hand in hand. The key is to build a sourcing strategy that balances agility with smart spending, ensuring that Marketing and Commercial teams have access to the best creative and strategic partners without unnecessary complexity or overspending.
One of my go-to strategies is modular sourcing. Instead of locking into rigid, long-term contracts with a single agency, I advocate for flexible frameworks that allow us to tap into different skill sets as needed— whether it’s full-service support, on-demand creative talent, or AI-powered content production. This keeps costs in check while ensuring we always have the right expertise at the right time.
Additionally, I track agency performance consistently based on services and deliverables received. Too often, agencies claim they can “do everything,” but real success comes from identifying and leveraging their true core competencies. One bad perception—often due to a project outside an agency’s real strength— can damage their entire reputation with internal stakeholders.
That’s why I believe in proper, structured, and easyto-use evaluation processes to ensure agencies are recognized for what they do best, helping to protect supplier relationships and mitigate risks for both sides. Most importantly, I see Procurement as a strategic enabler, not just a cost controller. True costeffectiveness isn’t just about getting the lowest price— it’s about maximizing value, ensuring budgets are spent wisely, and giving our teams the flexibility to innovate and adapt in a fast-changing landscape.
How do you balance agility with long-term supplier relationships?
Balancing agility with long-term supplier relationships is about fostering trust while remaining flexible. In marketing procurement, strong relationships with suppliers are essential for consistent quality and collaboration. However, market changes and unexpected challenges demand flexibility.
My approach focuses on maintaining open lines of communication and building mutual understanding between procurement and suppliers. Regular checkins, transparent discussions about evolving needs, and collaborative problem-solving ensure that both sides can adapt when necessary.
I also love to put my suppliers in the spotlight, encouraging them to share their expertise and insights with our teams. This creates an environment where both procurement and stakeholders can learn from the supplier’s perspective on new trends and innovations. For instance, I organize inspiring lunch sessions where suppliers present on emerging topics or innovative solutions, fostering a culture of knowledge-sharing and continuous learning. This not only strengthens relationships but also helps us stay ahead of the curve.
Ultimately, it’s about creating an environment where suppliers feel valued and secure in the partnership, while also ensuring they can pivot as required to support changing business needs.
Can you share an example of how procurement agility helped your organisation?
It’s often said that “every fool can make a rule,” but the true value comes when you recognize that sometimes you need to break those rules to drive meaningful impact.
Agility in procurement isn’t just about being able to move quickly—it’s about understanding the deeper, often unspoken needs and underlying reasons behind business decisions. This requires emotional intelligence, the ability to read between the lines, and the creativity to approach problems with fresh perspectives.
Sometimes, the real challenge is listening—not just waiting for others to finish their sentences so you can speak, but actively engaging, empathizing, and understanding what truly matters to stakeholders. By tapping into this emotional intelligence and applying creative thinking, procurement can find solutions that not only meet immediate needs but also add longterm value to the business.
It’s about being flexible enough to adapt to change but also confident in challenging the status quo when the situation calls for it.
Ultimately, agility is less about having a fixed playbook and more about being responsive to what the business really requires, even if it means stepping outside of the traditional procurement process.
