The Procurement Ledger - Oct 2025 by Ledger Series Media

Dear Readers,

Welcome to the October edition of The Procurement Ledger. This month, we bring you a collection of stories that capture procurement’s expanding role as a driver of resilience, innovation, and long-term value creation.

Our cover feature spotlights Ecolog International, an organisation operating on the frontlines of logistics, infrastructure, and humanitarian support. Through conversations with its procurement leaders, we uncover how Ecolog’s integrated approach, spanning food, non-food, and mission-critical logistics, delivers excellence in some of the world’s most complex environments.

We also sit down with Jonathan Jackson of Apex Fintech Solutions, who shares how procurement has been transformed into a strategic, AI-enabled function powering efficiency and innovation in the fintech sector. From CIPS Asia’s Jonathan Cheung driving professional standards across the region, to National Handling Services and G4S Kenya redefining procurement in aviation and security, this edition is filled with lessons in leadership, compliance, and transformation.

Talent and people are also in focus, with Michael Page’s Adlina Azavedo offering a candid look at supply chain recruitment in Saudi Arabia, while Ahmed AlQattan of KFAS and Claribelle Rohde of Banking Circle highlight how procurement supports scientific progress and resilient financial services. At Swissport, Raul Jodar details how digitalisation and ESG integration are reshaping aviation procurement, while Mohamed Abdlattif Osman reflects on building smarter, future-ready procurement models.

Finally, we are proud to feature the CPO 100 Series, a landmark event gathering global procurement leaders to exchange ideas, shape strategy, and define the future of the profession.

As always, our goal is to showcase procurement not just as a function, but as a catalyst for growth, resilience, and positive change. I trust you will find this edition both insightful and inspiring.

Enjoy the read!

EDITOR

Christopher O’Connor

CREATIVE DIRECTOR

Martyn Oakley

DESIGN SUPPORT

James Pate

SOCIAL MEDIA MANAGER

Summah Buisson

PROJECT DIRECTORS

Phillip Forde

Denitra Price

Cisco Loevendie

Craig Killingback

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

Stuart Irving

CHIEF OPERATING OFFICER

Fabian Stasiak

CHIEF EXECUTIVE OFFICER

Alex Barron

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The Procurement Ledger 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.

Transforming Procurement into a Strategic Advantage: How

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Strategic Sourcing at the Frontlines: How Ecolog Delivers Procurement Excellence Across Critical Environments

Building Strategic Value Through Innovation: Jonathan Jackson on Transforming Procurement at Apex Fintech

Shaping the Future of Procurement in Asia: A Conversation with Jonathan Cheung, General Manager at CIPS Asia

SWISSPORT

Procurement in Motion: Raul Jodar on Driving Global Value and Sustainable Impact at Swissport

Procurement as a Catalyst for Scientific Progress: Insights from Ahmed AlQattan

Procurement with Purpose: Claribelle Rohde on Scaling Strategy, Risk, and Resilience at Banking Circle

From Tactical to Transformational: Valentine Salim on Redefining Procurement at G4S Kenya

Purpose-Driven Procurement: Victor Hamadziripi on Driving Compliance, Efficiency, and Sustainability at NHS

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

Building the Talent Engine Behind Supply Chain Transformation: A Conversation with Adlina Azavedo

Strategic Resilience: Mohamed Abdlattif Osman on Building Smarter Procurement for Tomorrow

STRATEGIC SOURCING AT THE FRONTLINES

How Ecolog International Delivers Procurement Excellence Across Critical Environments

Operating in some of the world’s most challenging environments requires reliability, agility, and continuity, qualities that depend on a procurement model built for performance. Across industries and regions, organisations rely on Ecolog International to deliver essential goods, manage complex logistics, and secure resilient supply chains that sustain critical operations wherever they are needed.

In this Executive Insight, we speak with leaders across Ecolog’s procurement team, including sector heads for food, non-food, logistics, and procurement excellence, to explore how the team creates value for clients by ensuring reliability, compliance, and efficiency at every stage of the sourcing process. From digitalisation and supplier innovation to sustainability and future readiness, this feature explores the integrated and impact-driven procurement model powering Ecolog’s global mission and empowering clients to operate with confidence and resilience in any environment.

Answers from Gentian Arnori Head of Procurement

Procurement’s Strategic Role in Ecolog’s Growth

Ecolog operates across complex and demanding environments, delivering integrated logistics, supply chain, and facility support services that enable critical missions and projects to succeed. How does procurement contribute to the company’s long-term vision and growth strategy, and what role does your team play in enabling this ambition?

At Ecolog, Procurement plays a central strategic role, positioned between our Business Development teams across all verticals and our Operations Department. This positioning allows us to act as a key enabler of the company’s long-term vision. Our primary focus is to support Business Development by identifying, sourcing, and onboarding food, non-food, and logistics suppliers and partners across both new and existing geographies. These partnerships not only help us optimise operations and strengthen performance internally but also enhance the quality, reliability, and value we deliver to our clients worldwide.

We hold regular alignment meetings with Business Development teams, who share early insights into upcoming opportunities. This forward visibility enables us to plan proactively, prioritise effectively, and ensure our actions are both timely and strategic, doing not only things right, but the right things at the right time.

Thanks to the team’s deep operational experience and strong internal communication, we remain highly agile and responsive to changing business needs. Our alignment with Ecolog’s strategic direction is deliberate and continuous.

As Head of Procurement, I also look beyond internal capacity and resources. Part of my responsibility is to identify any delivery gaps and close them through targeted outsourcing, ensuring we are always ready to support Ecolog’s ambitions at scale and speed.

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Leading Procurement Strategy Across Ecolog

As Head of Procurement, how do you align Ecolog’s overall sourcing strategy with the organisation’s broader commercial and operational goals across its global footprint?

Our sourcing strategy is closely aligned with the nature of Ecolog’s ongoing projects, the clients we serve, and the new opportunities we intend to pursue. Understanding these drivers is fundamental to ensuring procurement remains tightly integrated with the company’s broader commercial and operational objectives.

We develop procurement plans that emphasise cost efficiency, supply chain resilience, and operational agility. Through close collaboration with our local and regional procurement teams, we are able to tailor sourcing decisions to match operational realities, deliver the best possible outcomes in each context

Several members of my team—myself included—bring a strong operational background to procurement. This experience gives us deep insight into Ecolog’s delivery capabilities, which is instrumental in identifying and onboarding strategic partners across a broad spectrum of outsourced activities. Beyond that, we actively support supplier development, helping our partners expand their service or product portfolios and deliver greater value to our clients.

Our operational insight not only improves procurement efficiency and effectiveness, but also plays a critical role in shaping the operating models of both current and future projects. It ensures that procurement is not just a support function, but a strategic contributor to how Ecolog delivers value on a global scale.

Governance, Compliance & Cross-Functional Collaboration

How do you ensure compliance, transparency, and alignment across teams when managing procurement in complex and highly regulated sectors like defence, mining, and energy?

We uphold strict governance frameworks that align with both industry regulations and our internal policies. These are reinforced by clear documentation protocols and thorough audit trails, ensuring that every procurement decision is both traceable and justifiable. All vendors are subject to rigorous vetting through established platforms like Thomson Reuters and TRACE to ensure compliance with global due diligence standards.

To further strengthen compliance and transparency, we are preparing to launch the Ecolog Vendor Portal. This digital platform will streamline supplier interactions by allowing vendors to register their details, upload certifications and relevant documents, submit invoices, and monitor payment status, all in one place.

Cross-functional collaboration is vital to maintaining consistency and shared accountability. Procurement works closely with Compliance, Legal, and Finance to align on risk assessments and ensure a mutual understanding of regulatory requirements. Systems such as SAP help centralise procurement data, automate approval workflows, and enhance visibility across all departments.

Regular training sessions conducted by the Compliance Department help embed ethical standards and keep all teams updated on regulatory changes. We also perform routine internal reviews and third-party audits to validate our approach and identify improvement opportunities. Our ISO 22000 certification, one of the highest global standards for Food Safety Management Systems, reflects our commitment to operational excellence, transparency, and the trust our clients place in us.

Answers from Bekim Dauti Head of Food Sourcing Sector

Securing Quality Food Supply in Remote Environments

Food sourcing is a critical and time-sensitive operation, especially in remote or emergency settings. How do you manage supplier networks to ensure quality, safety, and timeliness under pressure?

At Ecolog, our food supplier network has been continuously developed over the past 15 years, since catering and food supply became a core part of our operations. This long-term approach has allowed us to build strong, reliable partnerships with vendors capable of performing under pressure, particularly in remote or emergency environments.

Ensuring quality, safety, and timely delivery starts with rigorous pre-screening and evaluation during the supplier selection stage. We only work with suppliers and producers who, at a minimum, hold valid and reputable food safety management certifications and operate under strict hygiene protocols. Open, ongoing communication with our suppliers is central to how we collaborate, and we regard them as partners in delivering on our service commitments.

Each supplier engagement is governed by a clearly defined contract outlining the full scope of work, to ensure mutual accountability and transparency. We conduct regular supplier audits that focus on both quality assurance and operational performance, helping us identify risks before they escalate.

To safeguard supply continuity, we actively implement supplier diversification strategies to avoid reliance on a single source. This ensures that even in cases of disruption, whether logistical, geopolitical, or environmental, we can pivot quickly to maintain uninterrupted service to our clients.

Sustainability and Innovation in Food Procurement

How is Ecolog embedding sustainability, traceability, or innovation in its food sourcing processes, particularly as global expectations around food systems continue

At Ecolog, we take the evolving global expectations around food systems very seriously. As a signatory to the United Nations Global Compact (UNGC), the world’s largest corporate sustainability initiative, we have integrated its Ten Principles into our strategies, policies, and procedures, including those relating to procurement and environmental stewardship.

Sustainability is embedded in how we select and work with suppliers. We actively seek to partner with vendors who share our environmental and social commitments, whether that’s operating in greencertified facilities, implementing carbon reduction initiatives, or using recyclable and biodegradable food-grade packaging materials.

Traceability and transparency are also key. We leverage digital technologies to build supply chains that are both transparent and responsible, providing visibility across the full lifecycle of goods. Where possible, we prioritise local sourcing, which reduces transportation-related emissions, strengthens regional supply networks, and improves the freshness and reliability of produce.

Through cross-sector collaboration and a proactive approach to sustainability, we are not only meeting stakeholder expectations but also helping shape a more resilient and ethical food supply model for the future.

Answers

from Romir Jakupi Head of Non-Food Sourcing Sector

Sourcing Complex Non-Food Goods & Services

From construction materials to facility supplies, non-food sourcing at Ecolog is broad and complex. How do you manage category strategies and supplier partnerships to support mission-critical delivery?

Our approach always starts with the delivery location, as this defines the sourcing strategy. Supplying water in Somalia is very different from supplying fuel in Latvia, each commodity and region presents its own set of challenges and requires a tailored approach. For mission-critical items, we secure robust supply contracts and establish backup options to ensure continuity of service. For less critical goods, standard purchase orders may suffice.

Wherever possible, we prioritise local suppliers and actively support their integration into our supply chain. This not only enhances operational efficiency but also strengthens the communities where we operate. When dealing with scarce or highly specialised commodities, we negotiate long-term contracts to lock in prices and volumes, ensuring both cost stability and availability.

By combining flexibility, local engagement, and strategic long-term planning, we are able to maintain reliable delivery standards in even the most complex and remote environments, ultimately ensuring our clients’ operations continue seamlessly under any conditions.

Digitalisation and Supplier Performance in Non-Food

How are you using data, digital tools, or supplier scorecards to track and improve performance in your non-food sourcing categories?

We rely heavily on data-driven tools to monitor and enhance supplier performance across our nonfood sourcing activities. Broadly issuing price requests allows us to benchmark offers across the market and ensure competitiveness. Market fluctuations are quickly reflected in the data, enabling us to evaluate whether suppliers are aligning with expectations.

Using SAP, we generate performance dashboards that highlight trends and flag areas requiring intervention or additional support. Every order is closely tracked against its contractual terms, with detailed records maintained whenever issues arise. At the same time, structured supplier scorecards offer a transparent, consistent record of performance across key metrics.

This integrated approach, blending pricing data, performance trends, and qualitative observations, enables us to identify underperformance, drive corrective actions, and reward suppliers who consistently deliver high standards. It’s a practical and proactive way to ensure that our supplier partnerships contribute meaningfully to operational success.

Navigating Logistics in Challenging Geographies

What are the biggest challenges you face in managing logistics across Ecolog’s diverse and often remote operating environments, and how do you overcome them?

One of the biggest challenges in managing logistics across Ecolog’s diverse and remote environments is dealing with the unexpected. Many of the locations where we operate have limited infrastructure, complex regulatory landscapes, or security and climate conditions that can disrupt supply chains. Moving essential supplies to a base in Africa is very different from supporting operations in Europe or the Middle East, each geography presents its own set of realities.

We overcome these challenges through flexibility, strategic partnerships, and a highly experienced team. Flexibility allows us to adapt quickly when conditions change. Long-term relationships with trusted local and international logistics providers ensure we have both reach and resilience on the ground. Most importantly, our teams are trained to anticipate disruptions and make fast, pragmatic decisions to keep operations running smoothly.

Ultimately, it’s about combining thorough preparation with the ability to problem-solve under pressure. That’s what enables us to deliver consistently and maintain the reliability our clients depend on, no matter how difficult or unpredictable the environment may

Enhancing Supply Chain Visibility and Responsiveness

What technologies or strategies is Ecolog investing in to increase end-to-end visibility and responsiveness across the logistics chain?

At Ecolog, enhancing end-to-end visibility and responsiveness means combining the right digital tools with our team’s operational expertise. We take a multi-platform approach to cover every aspect of the supply chain. For temperature-sensitive cargo, we use TempTale monitoring, while platforms like Captain Peter by Maersk and CMA CGM’s eBusiness solution provide real-time transparency for ocean freight and cold chain capacity.

We also leverage multiple booking platforms to streamline the planning and movement of goods, and we use the IATA TACT system to ensure compliance and efficiency in air freight operations. On the ground, when required, we deploy dedicated GPS tracking systems for local trucking to ensure full visibility in the last mile.

By integrating these platforms, we avoid a one-size-fits-all model. Instead, we tailor the right tools to the specific context, giving us the agility to respond quickly, uphold accountability, and offer our clients full confidence that their cargo is monitored and protected at every stage of the journey.

Answers from Leutrim Mehmedi Head of Procurement Excellence Center

Defining Procurement Excellence at Ecolog

What does “procurement excellence” mean at Ecolog, and how are you supporting standardisation, innovation, and capability-building across global teams?

At Ecolog, procurement excellence means establishing a solid foundation for flexible, resilient, innovation-driven, and sustainable procurement across diverse geographies. The Procurement Excellence Center plays a central role in this effort, continually evolving to support multiple clients with varying product and service needs, all tailored through a wide network of regional suppliers.

Standardisation is critical, especially in industries that operate across remote and varied environments. Our teams ensure that processes such as quotation management, data integration, utilisation, and reporting are managed in a unified and proactive format. This consistency allows us to replicate and deliver services efficiently across different regions using trusted supplier networks.

Ultimately, the Procurement Excellence Center serves as a vital link between client requirements, regulatory compliance, sustainability objectives, product cost management, and long-term organisational growth, ensuring procurement remains both a strategic driver and an enabler of value.

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Measuring Value Beyond Cost

How do you define and measure procurement success beyond savings, such as value creation, risk mitigation, sustainability, and supplier innovation?

At Ecolog, procurement success extends far beyond cost savings, especially given the complexity and scale of the projects we support. Our primary objective is to create long-term value through layered partnerships with suppliers. This includes co-developing solutions, fostering mutual innovation, and integrating both teams into the research and product design process. These collaborative efforts consistently prove to be both sustainable and commercially rewarding.

We also address risk mitigation by replicating proven sourcing methods across multiple regions, strengthening supply chain resilience amid global uncertainty and economic volatility. In this way, procurement functions as a strategic enabler of innovation, continuity, and lasting impact, not just a driver of cost efficiency.

Future Trends and Advice for the Next Generation

Looking ahead, what key trends do you believe will shape the future of procurement, logistics, and global sourcing? And what advice would you give to professionals aspiring to build a career in this dynamic and high-impact industry?

Supply chain functions are not only here to stay, they are becoming more central to organisational success than ever before. However, they must continuously evolve to keep pace with rapid technological and digital transformation. Advancements such as real-time translation powered by AI will streamline cross-regional communication, while procurement teams will benefit from broader access to data, research, and highly tailored solutions from manufacturers and service providers.

That said, technology alone is not the solution. To truly unlock its value, organisations must foster a culture of continuous learning, empowering procurement professionals to embrace new tools, adopt agile mindsets, and integrate innovation into daily decision-making.

For those entering or advancing in this field, procurement offers an exceptional career path that blends strategic thinking, operational delivery, and supplier collaboration. The skills gained are widely transferable, whether you grow within the profession or apply them across other areas of business.

The future belongs to those who remain curious, adaptable, and committed to mastering this evolving landscape. Procurement isn’t just about sourcing, it’s about shaping resilient, forward-looking supply chains that drive sustainable progress across industries.

Ecolog is a global provider of integrated services and rapid response solutions, operating across multiple sectors and in more than 50 countries. For over 25 years, the company has supported clients in some of the world’s most remote and challenging environments, delivering critical life support, logistics, and infrastructure services that enable them to operate efficiently, maintain continuity, and achieve mission success.

Gentian Arnori Head of Procurement

BUILDING STRATEGIC VALUE THROUGH INNOVATION

Jonathan Jackson on Transforming Procurement at Apex Fintech

In the fast-moving world of financial technology, procurement is no longer just a back-office function, it’s a strategic engine driving efficiency, compliance, and innovation. At Apex Fintech Solutions, Jonathan Jackson has led the transformation of procurement from manual processes to a modern, AI-enhanced function that supports the company’s mission to democratise financial markets.

With a career spanning Fortune 35 firms, NGOs, and now a fintech pioneer, Jonathan shares how Apex is using technology, cross-functional alignment, and supplier collaboration to create lasting impact. In this exclusive interview, he reflects on building agile systems, fostering talent, managing risk in a highly regulated sector, and shaping the future of procurement with purpose.

Professional Journey

You’re listed as Global Procurement Leader at Apex Fintech Solutions. Can you walk us through your career path and the key milestones that led you to this role?

My career began in Operations at the corporate office of ARAMARK Facilities Services. While leading the department, I found myself regularly meeting with vendors and developing scopes of work. At the time, I didn’t realise it, but I was already starting to dabble in procurement-related tasks.

Eventually, I transitioned into a role within ARAMARK’s Procurement department, focusing on categories related to Facilities and Technology. It was during this period that I began to truly understand the impact that supply chains can have on a company’s ability to serve its customers.

One of the things I love most about procurement is the variety, not only in the day-to-day work but also in the career opportunities it offers. I moved on to a global healthcare NGO, where I was tasked with creating the Procurement department from scratch. This involved everything from drafting policies to managing all procurement activity related to building and operating a health clinic and pharmacy.

From there, I joined Discover Financial Services, where I focused on the Professional Services category. Partnering with multiple internal departments helped me gain a deeper understanding of the business overall, and allowed me to leverage strategic vendor relationships to support new initiatives, generating real value and delivering millions of dollars in savings.

That success led me to a role at a Fortune 35 company, where I led Professional Services engagements across the US, EMEA, and LATAM regions.

Three years ago, I joined Apex Fintech Solutions to build and transform its Procurement department. We still have a long way to go, but I’m incredibly proud of our progress so far, evolving from emailbased requests to a full source-to-pay platform, and recently implementing agentic AI within procurement.

Procurement’s Strategic Role at Apex Fintech

How does your procurement function support Apex’s mission to simplify and democratise access to financial markets?

Having worked across companies of different sizes and industries, I’ve seen what procurement looks like at various stages of maturity. For procurement to move beyond being viewed as a roadblock or a purely transactional function, it needs to demonstrate how it creates real value.

At Apex, we’re working hard to become a more strategic partner by aligning our work with some of the company’s core values. The two values we most closely connect with are: “Innovate for Lasting Impact” and “Be Collaborative, Respectful, and Inclusive.”

When I joined Apex, procurement engagement primarily happened via email and Slack. This was inefficient and required manual coordination with multiple departments for contract reviews and approvals. One of the challenges with rapidly evolving technology is knowing when to adopt it and how deeply to go. We took a phased approach, building foundational stability by implementing interconnected systems before advancing to a full Source-to-Pay platform.

We chose ZIP to help us automate workflows and increase transparency. More recently, we’ve implemented ZIP AI Agents, which are helping us automate manual tasks and significantly reduce end-to-end cycle times.

For me, innovation is intrinsically linked to collaboration. Every decision to innovate is ultimately about strengthening partnerships and creating value. When designing new systems, we collaborate closely with internal SMEs to ensure the solutions meet both our needs and theirs. By leveraging technology, we’re freeing up time to focus more on stakeholder engagement and strategic planning.

Someone recently asked me how AI agents will benefit procurement. While procurement is a function, it also represents a multi-departmental process. If these agents can improve user experience, enhance compliance, validate data, and reduce cycle times, then that’s a win, not just for procurement, but for the entire organisation.

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Sustainable & Responsible Procurement

What initiatives or criteria has your team implemented to ensure ethical, sustainable, and compliant procurement practices, especially given the highly regulated fintech environment?

When designing procurement workflows and approval processes, we work in close partnership with leaders from Legal, Risk, Data Privacy, Finance, and various technology committees. Every workflow is built with intent, we guide employees through a structured series of questions and data fields designed to identify exactly which departments need to review and approve a request.

Procurement regularly collaborates with these stakeholders to review and update workflows, ensuring we remain aligned with evolving regulatory requirements and organisational policies. This is particularly critical in the context of emerging technologies, especially with the rapid evolution of AI and data privacy regulations.

By embedding compliance and governance into the foundation of our processes, we’re able to maintain control, reduce risk, and uphold ethical and sustainable procurement practices in an increasingly complex and regulated environment.

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Supplier Relationship Management

In a market processing millions of transactions daily, what strategies do you use to select, onboard, and maintain strong relationships with suppliers, especially around quality, security, and scalability?

Whether internal or external, building relationships is something I invest significant time and effort into. Transactional relationships might deliver short-term wins, but they rarely support long-term strategic value. Throughout my career, I’ve seen procurement leaders approach vendors with a onesided mindset, while it might help close a specific deal, it often backfires at renewal time.

I see suppliers as key partners in achieving our business goals. By cultivating strong relationships, I’ve seen vendors proactively support us, flagging issues like potential tariffs or inventory shortages before they become a problem. When we negotiate, we’re not only looking at pricing, we’re also looking for ways the vendor can help us solve broader challenges or add value in other areas.

One of my favourite examples of this comes from the early days of COVID. We had a critical project underway, and the vendor supporting us was facing potential layoffs. We were able to reallocate additional work to them, which helped them avoid staff reductions. In return, they offered us further discounts. That kind of mutual support builds trust, and ultimately leads to better, more resilient partnerships.

Technology Integration & Automation

How have you leveraged procurement technology, such as e - procurement tools, RPA, or AI, to automate processes, reduce risk, and improve transparency? What systems are you most excited about?

As I touched on earlier, we implemented a Source-to-Pay (S2P) platform called ZIP, which has significantly reduced cycle times and improved transparency across our procurement process. Since adopting ZIP, we’ve reduced average cycle times by over 51%, even compared to our previous Procure-to-Pay system.

One of the key benefits is visibility, requestors can now see exactly where their request sits in real time, along with the remaining approval steps and estimated completion timelines. This level of transparency has had a big impact on stakeholder engagement and satisfaction.

What I’m most excited about right now is the launch of AI agents within ZIP. We recently implemented these agents to handle specific tasks within the procurement workflow, and they’re already helping us improve the user experience, enhance data accuracy, and further reduce cycle times. It’s another important step in our journey toward a smarter, more efficient procurement function

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Risk Management & Cybersecurity

Given the growing importance of cyber resilience in fintech, how does procurement collaborate with cybersecurity stakeholders (e.g., CISO, IT) to vet and manage supplier risk?

Procurement is often associated with cost savings, and while that’s certainly a key way we deliver value, risk and security are even more critical in today’s fintech environment. At Apex, our commitment to these areas is foundational to how we operate.

From the outset, our Risk and Cybersecurity teams were actively involved in designing our procurement tools and processes. They not only contributed to the development of our ZIP platform but also have built-in approval steps within the workflow. In addition, I serve on both the Risk Committee and the AI Committee within the firm, which ensures procurement remains closely aligned with evolving risk frameworks and priorities.

One of the ways we go beyond standard practice is by applying reviews and assessments not just at the vendor level, but at the individual request level, even for renewals. This is increasingly important as software vendors frequently update their terms, particularly around AI and data privacy. Every engagement, no matter how routine it may seem, goes through a rigorous vetting process to ensure ongoing compliance and security.

Agility & Market Response

With global supply chain volatility and rapid fintech evolution, how does your team stay agile and responsive in sourcing key services and technology?

We stay agile by actively networking with industry leaders and partnering with organisations such as Group Purchasing Organisations (GPOs) and market intelligence firms. These relationships help us stay ahead of trends, whether it’s anticipating pricing increases or identifying when companies are moving away from certain vendors in favour of better alternatives.

By working with partners who support procurement teams across a wide range of industries and geographies, we gain access to deep market insights. This broader perspective enables us to respond quickly, make informed decisions, and stay competitive in an environment that’s constantly evolving.

Talent & Team Development

What strategies are in place to develop procurement talent at Apex, through training, certifications, partnerships with educational bodies, or internal mentorship programs?

At Apex, learning and development are deeply valued across the organisation. One of the most exciting initiatives currently underway is our firm-wide effort to become an “AI First” company. This involves equipping all employees with the tools and training to effectively integrate AI into their daily workflows.

Within the Procurement team specifically, we budget for traditional professional development opportunities such as conferences and certifications. But we also take advantage of the capabilities offered by our strategic partners. Several of our key vendors provide customised training resources, including one-on-one coaching and tailored learning programmes. This hybrid approach, combining external partnerships with internal initiatives, helps us build a highly capable, future-ready procurement team.

Future Vision for Procurement

Looking ahead, what are your key objectives for advancing the procurement function at Apex over the next 2–3 years, particularly in areas like innovation, digital fit, and strategic sourcing?

It’s easy to get caught up in chasing the latest technology, but we continue to approach innovation through a focused lens: are we adopting new tools simply because they’re new, or because they genuinely create value and solve real challenges? Over the next few years, we’ll continue to explore where AI can provide exponential value. AI will be used in partnership with our team, particularly in areas like automation and data validation, so that we can access better insights, faster. This enables the Procurement team to dedicate more time to strategic planning and execution.

Our work spans multiple systems and tools, many of which are owned by other departments. One of our key priorities will be leveraging the data and insights within those systems to drive smarter, faster decision-making. It’s not just about digital transformation for its own sake, it’s about enabling agility and long-term impact across the entire organisation.

Apex Fintech Solutions is a wealth-tech platform enabling digital investing infrastructure, clearing & custody, advisor tools, and flexible APIs. Serving hundreds of clients and millions of accounts, it offers AscendOS™, a cloud-native ecosystem that helps fintechs, broker-dealers, and wealth managers build, launch, and scale modern investor experiences in a secure, compliant way.

Jonathan Jackson Procurement Manager

SHAPING THE FUTURE OF PROCUREMENT IN ASIA

A Conversation with Jonathan Cheung, General Manager at CIPS Asia

With over four decades of international experience spanning Asia Pacific, North America, UK, and Europe, Jonathan Cheung brings unmatched insight to the procurement and supply profession. As General Manager for CIPS Asia, he leads with a mission to elevate procurement standards, empower professionals, and drive sustainable transformation across a region marked by complexity and rapid change.

In this exclusive interview, Jonathan shares his career journey, the strategic vision behind CIPS’ growing presence in Asia, and how the organisation is addressing some of the region’s most pressing challenges, from talent development and digital transformation to ESG integration and supply chain resilience. His perspective offers valuable guidance for procurement professionals looking to lead with purpose and stay ahead in an evolving global landscape.

Career Journey

With almost 40 years of experience, can you share your career journey and what led you to your role as General Manager for CIPS across Asia? What experiences have most influenced your approach to leadership and innovation in procurement and supply?

Jonathan Cheung’s career journey is a masterclass in strategic evolution and global impact. With over 40 years of experience across Asia Pacific, the US, UK, Europe, and Canada, his path to becoming General Manager for CIPS Asia is rooted in a blend of deep industry expertise, cross-border leadership, and a commitment to professional development.

His early career began in financial services and IT, followed by senior roles at EDS, American Express, PwC Consulting, CAPCO, HP, KPMG and BDO Singapore . These positions laid the foundation for his expertise in procurement transformation. At Citibank, he led strategic sourcing and procurement services across 17 countries in Asia Pacific, further reinforcing his belief that procurement is not just a function, it’s a force for strategic impact.

Jonathan’s transition into formal leadership at CIPS was driven by a desire to give back to the profession. After more than a decade of volunteering, including serving as ASEAN Advisor and Chair of the CIPS Asia Awards, he now leads efforts to champion professional development, ethical standards, and innovation across the region.

His leadership approach has been shaped by a wide range of experiences. Working across more than 20 countries has developed his cultural agility and inclusive mindset. Leading digital procurement and ESG initiatives, most notably as Procurement advisory at BDO Singapore and Founder of the ESG Institute, sharpened his focus on sustainability, responsible sourcing, and data-driven decisionmaking.

As a Chartered Fellow (FCIPS) and certified trainer, Jonathan also believes strongly in mentorship and structured learning. He empowers teams through applied learning, embeds development into realworld impact, and benchmarks procurement processes against global standards.

Today, he drives membership growth, qualifications, and training across 24 countries in Asia from the CIPS regional office in Singapore. His mission is to build resilient, ethical, and agile supply chains that not only support business growth and risk management but also drive long-term value and transformation.

Jonathan sees procurement as a platform for influence and innovation. He is passionate about raising the profession’s profile, particularly in Asia, and is committed to inspiring the next generation of procurement leaders. In his view, the leaders of tomorrow won’t just manage spend; they’ll shape strategy, sustainability, and society. And he’s here to help them rise.

Establishing CIPS Presence in Asia

With CIPS opening its first office in Singapore, what are your primary objectives for establishing a stronger presence in the Asia region? How do you envision this impacting the local procurement and supply community?

Opening our first regional CIPS office in Singapore is more than a milestone, it’s a strategic commitment to advancing procurement and supply standards across Asia. Serving 24 countries, this hub will anchor our efforts to elevate professional practice and empower procurement leaders throughout the region.

Our core objectives begin with localising global excellence. We aim to provide direct access to CIPS qualifications, resources, and thought leadership, tailored specifically to the needs and nuances of Asian markets. By accelerating capability-building, we will deliver world-class training and certification to support professionals at every stage of their careers.

We also seek to drive regional collaboration by fostering cross-border networks that enable shared innovation and resilience. A key priority is embedding sustainable and ethical procurement by championing ESG principles and promoting responsible sourcing at a strategic level.

Ultimately, our goal is to help transform procurement’s role from an operational function to a strategic enabler, helping organisations unlock value, manage risk, and build agile, future-ready supply chains.

Singapore’s connectivity, innovation culture, and policy leadership make it the ideal launchpad for this vision. We anticipate a thriving, empowered community of procurement professionals across Asia, united by purpose, equipped for impact, and recognised for their strategic contributions. This office is not just a geographic expansion, it’s a catalyst for regional transformation.

Addressing Regional Procurement Challenges

CIPS Asia offers a Procurement Advisory as a service. How does this approach differ from traditional procurement methods, and what benefits does it bring to your clients?

The Asia region’s procurement landscape is as dynamic as it is complex, marked by diverse regulatory frameworks, fragmented supplier ecosystems, and rapid digital transformation. At CIPS, we recognise that navigating this environment requires more than technical expertise. It demands agility, insight, and a strong professional network. Through our new Singapore office, which serves 24 countries, we’re embedding global standards while tailoring solutions to reflect local market realities. This regional relevance is central to how we operate and support our members on the ground.

We are focused on building capability at all levels of the profession. Our offerings include globally recognised qualifications, targeted microlearning, and executive training designed to equip professionals with the skills they need to manage risk, drive value, and lead transformation in their organisations. Knowledge and insight are also key pillars of our support. Members gain access to exclusive resources, including regulatory briefings, ESG toolkits, and thought leadership on emerging trends such as Scope 3 emissions and supplier diversity.

CIPS is committed to fostering a strong sense of community and collaboration. We bring professionals together through roundtables, forums, and regional events, creating opportunities for shared learning and innovation across borders.

We also engage in advocacy and standards development, working closely with governments, industry bodies, and academic institutions to promote ethical procurement, harmonise best practices, and elevate procurement’s strategic role across the region.

In a region where complexity is

Promoting Sustainability and ESG Practices

Sustainability and ESG considerations are becoming increasingly important in procurement. How is CIPS encouraging and supporting procurement professionals in Asia to integrate these practices into their operations?

Sustainability is no longer a peripheral concern, it’s a defining imperative for procurement and supply professionals across Asia. At CIPS, we believe procurement is uniquely positioned to lead the ESG transformation, and we’re committed to equipping professionals with the tools, insights, and community to make that leadership count. Our support begins with education and certification. We offer globally recognised qualifications and ESG-focused training that empower professionals to embed sustainability into sourcing strategies, supplier management, and contract design.

To translate ambition into measurable impact, we’ve developed the CIPS ESG Metrics Framework. This practical tool helps organisations align procurement KPIs with board-level sustainability goals, ensuring ESG is not just a principle but a performance driver.

Through our Intelligence Hub, members gain access to cutting-edge research, toolkits, and realworld case studies covering critical topics such as Scope 3 emissions, supplier diversity, and ethical sourcing. These resources are designed to guide procurement teams through both the strategic and operational aspects of ESG integration.

Our regional presence, centred in our Singapore office and spanning 24 countries, plays a key role in localising global standards. We host forums, roundtables, and awards programmes that spotlight ESG excellence and foster cross-border collaboration and innovation.

Beyond support, we actively engage with governments, regulators, and industry bodies to shape policy and promote responsible procurement practices. Our goal is to drive long-term value, resilience, and ethical outcomes across supply chains.

We’re not just encouraging ESG adoption, we’re building a movement. A movement where procurement professionals are empowered to challenge the status quo, champion ethical practices, and design supply chains that serve both business and society.

This is our moment to lead with purpose. And at CIPS, we’re here to walk that journey alongside every procurement professional across Asia.

Leveraging Technology and Data Analytics

With the rapid advancement of technology, how is CIPS assisting procurement professionals in Asia to leverage data analytics and digital tools to enhance supply chain resilience and efficiency?

Technology is reshaping the very core of procurement and supply chain management, and at CIPS, we’re ensuring professionals across Asia are not just keeping pace but leading the charge. Our mission is to empower procurement leaders to harness data analytics and digital tools as catalysts for resilience, agility, and strategic impact.

We support data-driven decision-making by providing access to big data frameworks that help professionals identify trends, manage supplier risk, and optimise spend across complex supply networks. Our Intelligence Hub offers curated insights, predictive analytics guidance, and case studies that help turn raw data into actionable strategy.

To prepare professionals for digital transformation, our qualifications now include modules on emerging technologies such as AI, blockchain, and smart contracts. We also spotlight awardwinning initiatives, such as Resorts World Sentosa’s use of predictive dashboards and robotic process automation, to showcase how digital innovation can be practically applied.

Through our Singapore office, which serves 24 countries, we are localising global best practices to support digital adoption in Asia’s diverse markets. We regularly host webinars, roundtables, and hybrid events to explore real-world applications of technology, from supplier onboarding platforms to ESG tracking systems.

CIPS also promotes strategies that build resilient and efficient supply chains. These include end-toend visibility, multi-sourcing approaches, and digital risk management tools that help organisations respond swiftly to disruptions. We advocate for technology-enabled resilience, where efficiency and agility converge through smart systems and collaborative platforms.

This isn’t just about automation, it’s about transformation. CIPS is equipping procurement professionals to become architects of future-ready supply chains, where data drives decisions and digital tools unlock new possibilities.

Enhancing Professional Development Opportunities

Professional development is crucial for career advancement. What initiatives does CIPS have in place to provide training and certification opportunities tailored to the needs of procurement professionals in the Asia region?

In today’s fast-evolving procurement landscape, professional development isn’t optional, it’s essential. At CIPS, we’re deeply committed to empowering procurement professionals across Asia with the skills, credentials, and confidence to lead with impact. We offer a structured pathway of globally recognised qualifications, ranging from Level 2 Certificate to Level 6 Professional Diploma. These are aligned with our Global Standard for Procurement and Supply and are recognised across industries and borders. This pathway enables professionals to work towards MCIPS Chartered status, the gold standard in procurement.

But we don’t stop at individual development. True transformation occurs when both people and processes evolve together. That’s why we offer a powerful combination of the Applied Learning Programme and the Procurement Excellence Programme, designed to elevate procurement capability at both the individual and organisational level. The Applied Learning Programme, also known as the Corporate Award, enables teams to achieve MCIPS Chartered status through real-world assignments instead of traditional exams. It embeds learning into daily operations, delivering immediate performance improvements. With both Practitioner and Advanced levels available, the programme can be tailored to a team’s maturity and strategic goals, offering measurable ROI and aligning capability development with business objectives.

The Procurement Excellence Programme is the only independent, comprehensive procurementspecific assessment of its kind. It allows organisations to benchmark their procurement function against CIPS world-class standards and earn recognition at Standard, Silver, Gold, or Platinum levels based on maturity and impact. More than just a benchmark, the assessment acts as a catalyst for transformational change, aligning procurement functions with ESG goals, digital innovation, and strategic business influence. Together, these initiatives form a holistic capability ecosystem, where individuals grow through structured and applied learning, and organisations evolve through continuous process excellence. With our Singapore office supporting 24 countries across Asia, CIPS is well positioned to partner with both professionals and corporates to build resilient, ethical, and futureready procurement functions.

Building Strategic Partnerships

Collaboration with local organisations and educational institutions can amplify CIPS’s impact. Are there any strategic partnerships or collaborations that CIPS is pursuing to strengthen its presence and support in Asia?

At CIPS, we know that collaboration is the catalyst for transformation. To truly elevate procurement and supply across Asia, we’re forging strategic partnerships with local organisations, educational institutions, and industry bodies that share our vision for excellence, ethics, and innovation. We work closely with approved higher learning centres throughout the region to deliver CIPS qualifications through facilitated workshops, webinars, and eLearning. This ensures our training is both accessible and locally relevant, meeting the needs of professionals in diverse markets.

Our university accreditation programme enables students to pursue degrees aligned with CIPS standards, offering a direct pathway to MCIPS Chartered status. This approach embeds procurement excellence into academic curricula and strengthens the profession from the ground up. In collaboration with regional partners, we also support the adoption of global procurement and supply standards in both public and private sectors. These efforts contribute to broader transformation agendas, enhancing the credibility and influence of procurement functions across Asia.

We actively engage with corporates, SMEs, and educational institutions through conferences, fireside chats, keynote addresses, and roundtable discussions. These initiatives focus on advancing ESG practices, managing Scope 3 emissions, and promoting supplier sustainability, ensuring procurement plays a central role in achieving long-term value and resilience. Our Singapore office, which serves 24 countries, acts as a regional hub for training, certification, and community engagement. We regularly host joint events and celebrate innovation through initiatives such as the CIPS Asia Excellence in Procurement & Supply Awards, which foster cross-sector dialogue and highlight regional best practices.

CIPS also supports faculty development and curriculum integration to ensure that procurement education is grounded in real-world challenges and aligned with evolving strategic priorities. These partnerships are not just transactional, they’re transformational. By working hand-in-hand with local champions, CIPS is building a thriving ecosystem where procurement professionals are empowered, organisations are elevated, and supply chains are reimagined for resilience, sustainability, and strategic impact.

Addressing Talent Retention and Skills Development

The CIPS Asia Salary Guide indicates challenges in talent retention and skills development within the region. What strategies does CIPS recommend to organisations to attract and retain top procurement talent?

The CIPS Asia Salary Guide reveals a clear truth: talent retention and skills development are among the region’s most pressing challenges. With rising demand, budget constraints, and a competitive job market, organisations must rethink how they attract, engage, and grow procurement professionals.

At CIPS, we advocate for a multi-dimensional strategy that goes beyond compensation to build meaningful, purpose-driven careers.

First and foremost, organisations must invest in professional development. Providing access to CIPS qualifications and MCIPS Chartered status offers a globally recognised mark of excellence that enhances both individual capability and career progression. Applied Learning Programmes, which embed development into day-to-day roles, deliver measurable performance improvements while building long-term loyalty. Continuous learning opportunities, through microlearning, executive workshops, and training focused on key trends like ESG, digital procurement, and supplier diversity, help keep skills current and relevant.

Equally important is the creation of purpose-driven roles. Today’s professionals seek more than just a paycheck, they want to make a difference. Aligning procurement roles with broader ESG goals, social impact, and organisational transformation helps attract values-driven talent. It also reinforces how procurement contributes to sustainability, innovation, and business resilience.

Building a culture of recognition and inclusion is essential. Initiatives like the CIPS Asia Excellence in Procurement & Supply Awards spotlight innovation and leadership, providing role models and inspiring excellence across the profession. Embedding diversity, equity, and inclusion (DE&I) into hiring and development practices not only strengthens teams but also fosters belonging and unlocks creativity.

Clear career pathways are also key to retaining top talent. Organisations should provide structured progression routes, mentorship, and leadership development opportunities. Tools such as the CIPS Salary Guide and Skills Calculator can support benchmarking and help identify growth opportunities for individuals and teams alike.

Finally, we encourage organisations to collaborate with CIPS. Through our Singapore office, which serves 24 countries, we work with companies to co-design training programmes, conduct capability assessments, and support strategic workforce planning. Leveraging initiatives like the Procurement Excellence Programme enables organisations to benchmark their function and enhance their reputation, making them more attractive to high-calibre talent.

In a region where 46% of procurement professionals expect to change jobs within the next 6–12 months, the message is clear: organisations that invest in their people will win the talent war. At CIPS, we’re here to help you build careers that matter, and procurement teams that lead with purpose.

Future Trends in Procurement and Supply

What emerging trends do you foresee shaping the future of procurement and supply in the Asia region, and how is CIPS preparing its members to adapt to these changes?

The future of procurement and supply in Asia is being redefined by disruption, innovation, and purpose. From geopolitical shifts to digital acceleration, the region faces a complex and rapidly evolving landscape, but it also presents a profound opportunity for procurement professionals to lead global transformation. At CIPS, we see several key trends shaping the future of the profession across Asia, and we are preparing our members not just to adapt, but to thrive.

Digital transformation and artificial intelligence are at the forefront. Technologies such as automation, predictive analytics, and generative AI are revolutionising sourcing strategies, supplier relationship management, and risk forecasting. In parallel, ESG and sustainability leadership are becoming core responsibilities within procurement. More than ever, organisations are relying on procurement teams to help them meet net-zero goals, manage Scope 3 emissions, and embed ethical sourcing into their operations. Geopolitical volatility, rising protectionism, and supply chain disruptions are also driving demand for agile, multi-sourced, and localised supply strategies to build greater resilience.

Building a culture of recognition and inclusion is essential. Initiatives like the CIPS Asia Excellence in Procurement & Supply Awards spotlight innovation and leadership

Another critical factor is the widening talent and capability gap. As 60% of procurement leaders in the region prioritise staff development, the need for targeted upskilling is more urgent than ever. Meanwhile, procurement’s role within the organisation is expanding, with greater board-level influence and strategic input across innovation, compliance, and corporate growth.

To address these shifts, CIPS is evolving its support to the profession. Our qualifications have been updated to include modules on AI, blockchain, ESG, and digital procurement, all aligned with the Global Standard for Procurement and Supply. Our Intelligence Hub gives members access to forwardlooking insights, including our Global State of Procurement & Supply 2025 report, which offers datadriven analysis and strategic guidance.

Regionally, our Singapore office serves as a hub for 24 countries, delivering tailored training, events, and community engagement that reflect local needs while embedding global best practices. Through initiatives like the Applied Learning Programme and the Procurement Excellence Programme, we help both individuals and organisations build future-ready capabilities. We also convene global leaders through our Vision 2050 initiative and Futures Conferences, offering a platform to explore the future of procurement, from digital innovation and supplier engagement to ESG-driven transformation.

This is a defining moment for procurement in Asia. CIPS is committed to ensuring our members are not only prepared for the future, but equipped to shape it.

Advice for Aspiring Procurement Leaders

As a leader in the procurement and supply field, what advice would you offer to professionals aspiring to advance their careers in this industry, particularly within the dynamic context of the Asia region?

As a leader in procurement and supply, my advice to aspiring professionals, especially within the dynamic and diverse context of Asia, is simple yet profound: lead with purpose, learn relentlessly, and give back generously.

Procurement today is no longer just about cost savings; it’s about creating value, driving sustainability, and building resilient, forward-looking supply chains. If you want to advance your career, start by aligning your work with broader business goals and societal impact. Be curious, ask strategic questions, and continuously seek ways to position procurement as a driver of innovation and transformation within your organisation.

The pace of change across Asia demands agility and a commitment to lifelong learning. Investing in your development is critical. Pursuing CIPS qualifications, progressing from Level 2 to Level 6 and ultimately achieving MCIPS Chartered status, can provide both credibility and capability. Applied Learning Programmes, which embed learning into real-world assignments, are another powerful way to build practical skills with measurable business outcomes. Staying ahead of key trends like AI, Scope 3 emissions, and supplier diversity through digital and ESG-focused training will further strengthen your relevance in an evolving landscape. Seek out mentors, engage with industry forums, and stay connected to the pulse of the profession.

Equally important is the principle of giving back. This profession has offered me tremendous opportunities, and I firmly believe in paying it forward. Whether through mentorship, sharing insights at events, or supporting the next generation of talent, we all have a role to play in building a strong, ethical, and empowered procurement community. Share your knowledge, celebrate others’ successes, and contribute to the development of a profession rooted in excellence and integrity.

Asia is a region of immense opportunity and complexity. Those who embrace its diversity, invest in their own growth, and lead with integrity won’t just advance their careers, they’ll shape the future of procurement.

CIPS Asia is the regional arm of the Chartered Institute of Procurement & Supply (CIPS), the world’s largest professional body for procurement and supply. Serving members and organisations across Asia-Pacific, CIPS Asia is dedicated to advancing best practice, professional standards, and ethical excellence in procurement and supply chain management. Through globally recognised qualifications, thought leadership, and tailored training programmes, CIPS Asia supports professionals in building resilient supply networks, driving sustainable value, and shaping the future of procurement across diverse industries.

Jonathan Cheung GM - Asia

PROCUREMENT IN MOTION

Raul Jodar on Driving Global Value and Sustainable Impact at Swissport

As the aviation industry accelerates its transformation, procurement has emerged as a key strategic lever, shaping sustainability outcomes, enabling operational efficiency, and driving innovation at scale. Raul Jodar, Global Procurement Manager at Swissport, brings a fresh perspective to the role, drawing on over a decade of experience in the automotive sector with SEAT and CUPRA, where speed, scale, and supply chain complexity were the norm.

Now leading Swissport’s global procurement transformation, Raul is focused on harmonising processes, embedding ESG across sourcing decisions, and building a data-driven, future-ready procurement function. In this exclusive interview, he shares insights on supplier collaboration, digital enablement, electrification, and how procurement is evolving to support Swissport’s long-term growth, resilience, and sustainability goals.

Professional Journey

Can you walk us through your career path and what led you to your current role as Global Procurement Manager at Swissport?

I began my procurement career in the automotive industry, spending over ten years with SEAT and CUPRA, both brands within the Volkswagen Group. This gave me deep experience in sourcing, supplier management, and global operations. At CUPRA, I was involved in launching the brand from the ground up, which required building the supplier base and procurement strategy under tight timelines. Additionally, the industry-wide shift toward electrification pushed us to adapt our sourcing strategies to emerging technologies and new innovation models. These challenges taught me how to lead cross-functional teams, manage supplier networks, and adapt quickly to change. The environment demanded rigour, speed, and innovation, all while maintaining strong performance under pressure.

In 2024, I joined Swissport as Global Procurement Manager. While aviation is a new industry for me, it shares key traits with automotive: global scale, speed, and complexity. I’ve been able to apply my background to help accelerate procurement transformation, bringing in structured processes and a forward-looking approach. My goal is to position procurement as a driver of long-term value, not just a cost-control function.

Role of Procurement in Business Transformation

How does your role support Swissport’s global strategy and operational excellence, and what are some of the key procurement transformation priorities you oversee?

At Swissport, procurement is a core enabler of operational excellence and global scalability. One of my main responsibilities is leading the shift from a fragmented procurement landscape to a globally harmonised model. This includes implementing category management, standardising processes, and improving spend visibility across the organisation. We focus on developing sourcing strategies that align with business objectives while delivering cost savings and reducing risk. For instance, in categories like temporary labour, we’ve consolidated suppliers and introduced more structured evaluation criteria to drive quality and ensure service consistency. Procurement is no longer viewed as purely transactional. Our teams now work closely with operations and commercial stakeholders to influence decisions early in the process and ensure long-term value. As Swissport continues to expand, procurement must evolve in parallel, becoming more efficient, strategic, and resilient, while upholding compliance and fostering innovation in every aspect of our work.

Sustainable Procurement Practices

Can you share how the company’s Sustainable Sourcing Policy has been implemented and what tangible outcomes you’ve seen so far?

At Swissport, sustainability is central to our procurement strategy. Through our Sustainable Sourcing Policy, we integrate ESG criteria into supplier selection, renewals, and performance evaluations. This ensures we work with partners who align with our environmental and social standards.

We’ve seen tangible progress through increased engagement with certified suppliers, a reduction in the use of high-emission materials, and a growing awareness of sustainability within our internal teams.

We’re also making strides on Scope 3 emissions by collaborating with key suppliers to improve data sharing and transparency. Additionally, our procurement teams receive ESG training to embed sustainability considerations early in the sourcing and decision-making process.

Ultimately, our goal is to make responsible sourcing a lever for competitive advantage — not just a compliance exercise.

Risk Management in Procurement

Swissport screens suppliers for ESG compliance, legal risk, and sustainability performance. How do you manage supplier risk and ensure responsible sourcing across a complex global supply chain?

Managing supplier risk at Swissport requires a proactive and multi-layered approach. We screen strategic suppliers for ESG compliance, financial stability, legal risk, and operational performance. To maintain an up-to-date view of our risk exposure, we combine internal assessments with third-party data and monitoring tools.

Beyond initial screening, we emphasise continuous engagement. We hold regular reviews with critical suppliers to assess performance, address any emerging risks, and reinforce expectations around responsible sourcing.

By embedding these principles into every phase — from supplier selection to ongoing evaluation, we’re building a supply chain that is not only resilient and transparent but also fully aligned with Swissport’s business values and long-term sustainability goals.

AI and Automation in Procurement

With the adoption of AI-powered accounts payable and digital invoice processing at Swissport, how is your procurement team leveraging automation to drive efficiency and transparency?

We’re leveraging automation to streamline procurement operations and enhance decisionmaking. Beyond accounts payable and digital invoice processing, we’re also exploring automation in areas like spend analytics and contract lifecycle management to further increase efficiency and transparency.

These digital capabilities provide faster insights and free up capacity across the team, making procurement more agile and better aligned with the pace of the business. Ultimately, automation isn’t just about speed, it’s about enabling smarter, data-driven sourcing decisions that add long-term value.

Green Procurement and Electrification

Swissport is committed to procuring more electric ground support equipment (eGSE). How are procurement decisions supporting the company’s carbon reduction goals while balancing cost and operational efficiency?

Swissport’s carbon reduction goals are directly reflected in our procurement practices, particularly in the electrification of ground support equipment (eGSE). Our procurement team leads the sourcing of electric vehicles and supporting infrastructure, working closely with OEMs and internal stakeholders across functions.

Each airport presents unique operational requirements, so balancing sustainability with feasibility is essential. We ensure that eGSE investments are evaluated based on lifecycle cost, emissions impact, and technical readiness, not just upfront price.

To reinforce this strategy, we’ve developed supplier frameworks that prioritise electric models and reward innovation. For us, green procurement is not just an environmental initiative — it’s a strategic priority that supports long-term operational performance and resilience.

Partnerships and Collaborations

Swissport’s success is closely tied to its supplier and partner ecosystem. How do you approach strategic collaborations with core partners, and what makes a supplier relationship truly successful?

We view suppliers as long-term partners, not just service providers. Strong relationships are built on transparency, shared goals, and early involvement in the process.

At Swissport, we engage core suppliers at the planning stage, involve them in solution design, and align on performance metrics from the outset. This collaborative approach allows us to co-develop solutions and respond more flexibly to evolving business needs.

The most successful partnerships are those that grow with us, adapting to our requirements, introducing innovation, and demonstrating a shared commitment to continuous improvement.

Our procurement team leads the sourcing of electric vehicles and supporting infrastructure, working closely with OEMs and internal stakeholders across functions

Collaboration Across Business Units

How do you align global procurement strategies with regional teams and internal stakeholders to ensure agility, compliance, and value delivery at scale?

To ensure alignment across regions, we integrate global strategies with local insights. Our governance model includes early engagement with regional procurement leads and internal stakeholders, creating a platform for collaboration from the outset.

This approach allows us to develop sourcing strategies that reflect both global objectives and the operational realities on the ground. By combining central direction with regional flexibility, we’re able to move with greater speed and precision.

The model promotes accountability, accelerates execution, and ensures that procurement consistently delivers value, compliance, and agility at scale.

In 2019, Swissport appointed Travod as its translation and localization vendor after a rigorous tender for competitive pricing, faster delivery times, clear communication protocols and tech-enabled solutions. The partnership centers on Travod’s Client Portal, ISO-aligned processes, and reuse of approved content to deliver significant savings and stronger operational control across languages.

BUDGET IMPACT

The collaboration enabled Swissport to cut annual translation spend by

50%

while centralizing production and strengthening quality under ISO-compliant controls.

CENTRALIZED DELIVERY

All translation requests, scoping, approvals, deliveries, and invoicing run through Travod’s Client Portal, giving Swissport stakeholders one platform for end-to-end project management and real-time budget alignment.

This reduces email traffic, automates workflows, and provides an auditable record for performance reviews.

CENTRALISED PROCUREMENT

QUALITY ASSURANCE

Work follows ISO 17100, 9001, 27001, and 18587 with defined roles, mandatory second linguist review, documented verification, and robust protection of client information security. Translation memory optimization and change control keep terminology up-to-date, ensure full consistency in regulated content, and reduce rework and cost over time.

OPERATIONAL EFFICIENCY

Delivery times improved by 25% on average through streamlined workflows. The subsequent adoption of Human-in-the-Loop AI translation accelerated processes by another

40%

directly supporting operational planning and executive decision-making.

This approach ensures cost optimisation, spend visibility, process automation, improved risk management, and maximal quality control. For Procurement Leaders, this translates into predictable costs, tighter budgetary control, and the ability to make data-driven decisions with confidence.

Founded in 2010, headquartered in Leeds, UK, Travod is a global language service provider with 100+ employees and 5,000+ linguists serving clients in 120+ languages across aviation, manufacturing, automotive, e-commerce, software, e-learning, and other industries.

• Centralized control: all project intake, approvals, delivery, budget aligning and invoicing in one place for operational visibility

• Enterprise integration: API/ TMS connections to existing client systems without governance risk

• Reduced manual work: automated handoffs and workflows that support scale and cost tracking

• Smart Technology: proprietary project management system to run AI-translation projects smoothly and build integrations with clients’ tools and systems

Training and Capability Building

Swissport includes sustainability and ESG training for its procurement teams. What capabilitybuilding initiatives are you prioritising to ensure your team remains future-ready?

We’re investing in upskilling our teams to prepare for the future of procurement. This includes targeted training in ESG principles, digital procurement tools, negotiation techniques, and category management best practices.

We also foster knowledge sharing across regions through internal networks, creating a culture of collaboration and continuous learning. The goal is to build a team of procurement professionals who are confident, strategic, and adaptable in a rapidly evolving environment.

Empowering our people is essential to staying competitive and delivering long-term value across Swissport’s global operations.

Future Outlook for Procurement at Swissport

Looking ahead, what are your strategic priorities for procurement at Swissport, and how do you see the function evolving over the next five to ten years?

Procurement at Swissport is becoming increasingly strategic and technology-driven. Our future priorities include expanding the use of digital tools, enhancing data analytics capabilities, and embedding ESG considerations into every sourcing decision.

We aim to become more predictive and collaborative — anticipating risks, identifying opportunities, and contributing directly to sustainable growth.

In the next five to ten years, procurement will play a central role in Swissport’s transformation by orchestrating value across cost, service, and innovation. It will evolve from a support function into a true strategic partner within the business.

Swissport International is a leading global provider of airport ground services and air cargo handling. Operating in nearly 300 airports across more than 40 countries, Swissport offers passenger services, ramp handling, baggage services, lounge hospitality, and specialty cargo care. Committed to safety, reliability, and sustainability, Swissport delivers high-quality, full-service airport support to airlines, airports, and passengers worldwide.

Raul Jodar Global Procurement Manager

PROCUREMENT AS A CATALYST FOR SCIENTIFIC PROGRESS

Insights from Ahmed AlQattan

With a career spanning oil and gas, healthcare, and now a research-driven non-profit, Ahmed AlQattan brings a unique cross-sector lens to procurement leadership. As Head of Procurement at the Kuwait Foundation for the Advancement of Sciences (KFAS), he ensures the procurement function is a vital partner in powering national innovation. In this interview, Ahmed discusses how strategic sourcing, supplier collaboration, and datadriven insights are used to build organisational resilience and operational excellence. He also offers valuable advice for aspiring professionals seeking to make an impact in purpose-led environments.

Career Journey

Can you share your career path leading up to your current role as Head of Procurement at the Kuwait Foundation for the Advancement of Sciences (KFAS)? What experiences have most influenced your approach to procurement and leadership?

My procurement journey began in the oil and gas sector, where I was responsible for managing highvalue contracts, leading global supplier negotiations, and optimising complex supply chains within a highly regulated environment. Transitioning into healthcare procurement, I adapted those skills to a mission-critical industry, where cost efficiency must be balanced with uncompromising quality and patient safety standards.

Now, as Head of Procurement at KFAS, I leverage this cross-industry expertise to advance our organisational mission. My approach blends the disciplined, risk-aware culture of energy with the stakeholder-centric model of healthcare. This allows us to move beyond traditional purchasing and instead architect robust and agile supply chains that directly enable operational excellence and long-term institutional resilience.

I currently lead initiatives focused on digital transformation, sustainable procurement, and strategic value creation. This journey has solidified my leadership philosophy: that procurement is not merely a support function, but a critical lever for organisational growth and enduring impact.

Procurement’s Role in Advancing Science and Technology

How does the procurement function at KFAS support the organisation’s mission to foster scientific and technological advancement in Kuwait?

Procurement at KFAS supports the mission of scientific advancement indirectly by functioning as a strategic partner focused on organisational excellence. Our contribution is to build resilient supply chains, drive long-term value beyond cost, and mitigate risks that could disrupt critical programs. By ensuring the timely, efficient, and sustainable acquisition of everything from complex equipment to essential services, we remove operational barriers. This allows our scientists and innovators to dedicate their full focus to achieving Kuwait’s ambitious research and development goals, secure in the knowledge that a reliable support structure is in place.

Ultimately, procurement at KFAS is designed to serve not just the organisation, but the nation’s longterm vision for research, innovation, and technological leadership.

Sustainability in Procurement

Sustainability is a growing focus globally. How is KFAS integrating sustainable practices into its procurement and supply chain operations?

Sustainability is embedded into the procurement strategy at KFAS, not as an add-on, but as a core principle in how we operate. As we acquire the goods and services essential for our mission, we ensure that environmental responsibility is a key factor in every decision. This includes prioritising energy-efficient equipment, partnering with suppliers who demonstrate strong ESG performance, and reducing the environmental footprint of our supply chain wherever possible.

Our procurement processes are designed to align with Kuwait’s broader sustainability goals and our own institutional values. We evaluate long-term value over short-term cost, ensuring that each purchase supports both operational excellence and environmental stewardship. This includes proactive supplier engagement to encourage sustainable practices and transparency throughout the entire lifecycle of our contracts.

By integrating sustainability into our sourcing criteria, supplier selection, and risk frameworks, we ensure that progress and responsibility go hand in hand. Procurement at KFAS isn’t just about acquiring goods, it’s about investing in a resilient, responsible, and sustainable future for Kuwait.

Supplier Relationships and Quality Assurance

What strategies do you employ to build strong relationships with suppliers, and how do you ensure they consistently meet KFAS’s standards for quality and compliance?

At KFAS, our supplier management approach is built on strategic alignment, performance accountability, and collaborative engagement. We begin by selecting partners through a rigorous vetting process, evaluating both technical competence and financial stability. This ensures that our suppliers not only meet baseline standards but are capable of supporting KFAS’s strategic objectives and long-term goals.

Once onboarded, we foster long-term relationships through joint planning and clear communication. Suppliers are treated as extensions of our organisation, with contracts designed to reflect shared goals and mutual accountability. Performance is continuously monitored through KPIs and regular scorecard reviews, allowing us to track delivery, quality, and responsiveness in real time.

To drive continuous improvement, we recognise high-performing suppliers through our engagement model. Compliance is embedded into every stage of the process. Our contracts clearly define quality expectations and are aligned with both KFAS policies and national regulatory frameworks, ensuring consistency and proactive risk mitigation.

By maintaining structured oversight and nurturing trusted partnerships, we create a supplier ecosystem that is resilient, responsive, and fully aligned with our mission to deliver operational excellence and long-term value for Kuwait.

Risk Management in Procurement

With the complexities of global supply chains, how does KFAS manage risks to ensure continuity and resilience in its procurement operations?

At KFAS, risk management begins with strategic alignment. We prioritise long-term reliability over short-term cost savings, forming partnerships with suppliers who share our vision and commitment to scientific advancement. Our agreements are value-driven, incorporating contingency measures and joint performance targets that ensure continuity even in times of disruption.

By engaging key suppliers early in the planning process, we gain greater visibility and control over cost, sustainability, and operational efficiency. This proactive integration allows us to anticipate potential risks and design mitigation strategies well before execution. Over time, these supplier relationships evolve into collaborative ecosystems, where vendors operate as true extensions of our internal teams.

Through this approach, we not only safeguard the integrity of our procurement operations but also build supply chains that are agile, resilient, and capable of supporting KFAS’s mission in an increasingly complex global landscape.

Future Trends in Procurement

What trends do you see shaping the future of procurement, and how is KFAS preparing to adapt to these changes?

The future of procurement is being shaped by rapid digital transformation, increased reliance on data, and a growing need for agility. At KFAS, we are already seeing how artificial intelligence and automation are streamlining procurement workflows, reducing manual tasks, and enabling faster, more consistent decision-making.

Data-driven strategies are also becoming essential. Real-time spend analytics and supplier performance tracking are no longer optional; they’re fundamental to proactive procurement. We’re currently implementing dashboards that provide visibility across compliance, quality, and cost metrics, allowing for more informed and timely interventions.

Agility is another key trend, particularly in a mission-driven environment where speed and adaptability are critical to success. To support this, we’re adopting more flexible contracting models that enable quicker onboarding and more adaptive supplier engagement. These steps position KFAS to remain at the forefront of procurement excellence, ensuring we build a resilient and responsive function that delivers long-term strategic value.

Collaboration Across Departments

How do you ensure effective collaboration between the procurement department and other units within KFAS to align procurement strategies with organisational goals?

At KFAS, effective collaboration between procurement and other departments begins with crossfunctional committees that bring together stakeholders from research, finance, and operations to align priorities from the outset. By conducting joint assessments before sourcing begins, we ensure both technical requirements and budgetary constraints are addressed, allowing procurement decisions to directly support organisational objectives.

Our team is involved early in the project planning process, which helps us anticipate potential delays and proactively design sourcing strategies that support timely execution. This collaboration is further enhanced by the use of digital platforms that enable real-time communication and agile decisionmaking, ensuring procurement remains tightly connected to the broader goals of the foundation. Through this integrated approach, procurement becomes not just a support function, but a strategic partner in delivering impact.

Advice for Aspiring Procurement Professionals

As a leader in procurement, what advice would you give to those looking to advance their careers in this field, especially within the non-profit and scientific sectors?

To grow a successful procurement career in the non-profit sector, it’s essential to balance technical expertise with a deep understanding of mission-driven environments. Develop strong core skills in areas like strategic sourcing, contract negotiation, and risk management, but also take time to learn the unique frameworks that shape your sector, such as grant compliance and donor accountability.

Think beyond procurement as a transactional function. Learn to translate your work into tangible organisational value, whether it’s showing how cost savings can be re-invested into core programs or how strategic supplier partnerships can enhance operational resilience and service delivery. Stakeholder alignment is key, so develop the ability to speak the language of different departments and build consensus around shared goals.

Innovation also plays a vital role. Be open to sustainable practices and digital transformation, but always balance agility with rigour. Non-profit institutions demand both speed and fiscal responsibility.

Lastly, stay curious. Understand how every purchase and process connects to your organisation’s operational efficiency and overarching mission. This mindset will enable you to shift from being a process executor to a strategic leader who enables long-term impact and organisational excellence.

The Kuwait Foundation for the Advancement of Sciences (KFAS) promotes scientific research, innovation, and education to drive sustainable development in Kuwait. Through grants, professional training, academic programs & partnerships, and advocacy, it supports researchers, institutions, and communities in building capacity and tackling challenges.

Ahmed ALQattan Head of Procurement

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PROCUREMENT WITH PURPOSE

Claribelle Rohde on Scaling Strategy, Risk, and Resilience at Banking Circle

Two years ago, when Claribelle Rohde joined Banking Circle, part of her mandate was to redefine and transform the bank’s procurement and outsourcing function in line with industry best practice. As the bank expands rapidly across multiple jurisdictions, it requires a resilient, future-ready operational model to support its fast-scaling global business. As Head of Procurement and Outsourcing, Claribelle is positioning procurement to become a strategic driver of value, resilience, and operational excellence, embedding it into the fabric of the bank, while continuing to navigate the complexities of regulation, digital transformation, and third-party risk.

In this exclusive interview, Claribelle shares her insights on managing supplier compliance across borders, designing future-ready operating models, and driving cross-functional alignment in the face of evolving requirements like the industrydefining DORA (Digital Operational Resilience Act) regulations, along with her vision of a scalable procurement function. She is embedding enhanced risk controls into core processes while setting the foundations for modern, adaptable platforms, shaping a procurement function that is structured yet agile, ambitious yet grounded. Whether you are a procurement leader navigating regulated sectors or simply looking to build smarter, more collaborative procurement functions, Claribelle’s journey offers valuable lessons in leadership, resilience, and intelligent growth.

Building Procurement from the Ground Up

You played a key role in building and supporting Banking Circle’s new approach to its central procurement function. What were the critical steps in defining your target operating model, and how did you approach establishing scalable governance?

When I joined Banking Circle, procurement was rooted in governance and compliance a function designed to meet regulatory demands. As the bank’s global footprint grew, I set out to evolve its purpose: moving beyond oversight to enable scale, resilience, and growth across multiple jurisdictions, while strengthening the foundations that were already in place. Banking Circle is headquartered in Luxembourg. When I joined, the bank’s network included branches in Denmark, Germany, and the UK. Since then, the scope of procurement has expanded significantly. Today, I provide central procurement support not only to the bank’s European branches, including new locations such as Poland but also to its subsidiaries in markets such as Liechtenstein, Singapore, and Australia, with additional geographies in the pipeline as we continue our global growth. We are shifting from an EU-centric operation to a global procurement organisation that supports scale, resilience, and growth worldwide.

In a fast-growing, regulated banking environment, this meant striking a careful balance between agility and control. The first step has been to shift perceptions of procurement –from a transactional or compliance-focused function to a strategic business partner that adds value across the organisation. We are working towards the bank’s core priorities and aligned our target operating model to support its strategic pillars. Procurement is increasingly expected to facilitate growth by enabling rapid expansion into new geographies and supporting third-party engagements to bring new products to market. This means continuing to build scalable processes and involving procurement early to avoid bottlenecks, while still ensuring commercial discipline and regulatory alignment. To support business stability, we are building governance frameworks that are aligned with regulatory expectations and apply a risk-based, proportionate approach. This includes supplier segmentation, clear approval thresholds, and embedded controls. These are co-designed with our Legal and Risk teams and focuses not only on meeting external requirements, but also on ensuring operational resilience from our third-party suppliers, particularly those supporting critical or crossborder services.

Profitability has been another key driver. We are focusing on creating commercial value through stronger contract negotiations and by challenging the business to rationalise spend where it makes pragmatic sense, while also improving procurement cycle times and reducing internal friction. Supporting the business efficiently requires balancing speed with rigour. Looking ahead, we are beginning to embed procurement more deeply into the bank’s broader enterprise system. This will allow us to gradually increase automation, enhance visibility, and drive more integration across functions. This journey will support our ambition to scale globally while strengthening control and enabling stronger, data-informed decision-making.

Regulatory Resilience under DORA

What was involvement in your third-party remediation efforts to meet DORA requirements, and how has this uplift shaped the bank’s broader operational resilience strategy?

Like many in the industry, DORA prompted us to rethink and strengthen our third-party risk and outsourcing frameworks so we stay firmly ahead of regulatory expectations. Our remediation efforts began with a group-wide gap assessment across third-party arrangements, with a particular focus on ICT and critical or important functions. We are committed to continuous improvement, regularly benchmarking our frameworks against evolving best practices and regulatory standards. We have re-baselined our outsourcing registers, reclassified our suppliers for greater consistency, and are actively negotiating with critical partners to strengthen contractual terms with standardised clauses on access, audit rights, termination, and subcontractor transparency. It is an ongoing process, some suppliers were more DORA-ready than others and we are continuing to build on this momentum to ensure clarity and resilience across the group.

Our risk assessments were updated to reflect DORA’s emphasis on concentration risk, chain outsourcing, and ICT-specific threats. We also clarified the roles and responsibilities of service owners, risk teams, and procurement to ensure accountability across the full third-party lifecycle. This uplift is already shifting how outsourcing is perceived, from a transactional necessity to a core pillar of our resilience planning. We have embedded third-party risk considerations much earlier in both procurement and product development processes, with growing emphasis on interdependency mapping and scenario planning. The programme is also deepening cross-functional collaboration between risk, legal, and business teams, positioning procurement not just as a policy executor, but as a strategic enabler of resilience. In many ways, DORA is accelerating our transition from decentralised oversight to a more integrated, group-wide approach to risk and operational continuity.

Global Oversight of Third-Party Relationships

With oversight across multiple jurisdictions, how do you manage supplier consistency and compliance across Banking Circle’s headquarters, branches, and subsidiaries?

As the bank expands into new jurisdictions, one of the new and complex challenges we are tackling is how to manage third-party risk consistently across the group, without creating unnecessary complexity for local teams. This work is very much in progress and is shaped collaboratively with our Strategic Expansions, Risk, Legal, Finance, Tax, Governance and other functional departments and management teams within our sub-entities. My focus in the next few months is establishing a strong foundation at group level, defining clear procedures that balances risk and regulatory defensibility, a unified supplier categorisation model, standardised due diligence processes and a standardised internal service catalogue to enable our intragroup expansions, while working closely with each entity to adapt these to their specific regulatory environments. It is an ongoing balancing act between ensuring consistency and allowing for local flexibility, and while it’s not always perfect, we are learning and continuously improving with each new market we enter.

To support this, we have set up a third-party management working group that includes legal, risk, business stakeholders, and service owners. This forum enables coordinated yet pragmatic decisionmaking, particularly for cross-border or higher-risk engagements and ensures procurement acts as a connector to bridge silos.

While this framework is still maturing, it is already helping us to manage third-party relationships in a way that supports both regulatory compliance and practical business needs, while maintaining the agility needed to support the bank’s continued growth across multiple jurisdictions.

Embedding Risk Controls into Procurement

How have you designed procurement processes to align with regulatory risk requirements without compromising on speed or value?

Designing procurement processes that meet regulatory risk requirements without slowing the business has been one of our biggest ongoing challenges and it is a delicate balancing act. It often feels like sprinting on a tightrope, moving quickly and adapting to changes from the regulatory landscape or pace of business acceleration, while making sure we stay securely harnessed and anchored to maintain stability and control. Our approach is to embed risk requirements directly into procurement workflows – weaving regulatory expectations into how we source, assess, and contract with suppliers, so that risk is addressed by design rather than as a late-stage hurdle. We have continued to integrate these requirements into our processes, ensuring compliance is seamlessly built into the way we work.

We are shaping a tiered, risk-based model that scales due diligence, approvals, and oversight depending on the risk and criticality of the supplier and the service they are providing. This work is highly collaborative –Legal, Risk, and Governance and business inputs are essential to co-developing contract templates, risk assessments and approval workflows so that we are not re-inventing the wheel for every engagement and can move faster while staying compliant.

Early procurement engagement remains a key focus. By engaging procurement before business decisions are locked in, we can shift risk assessment upstream, add strategic input, and reduce downstream delays.

Equally important is creating awareness across the business. Over the past year, we’ve introduced monthly ‘How to Buy in Banking Circle’ training for all new joiners to reinforce why engaging procurement early matters, because, anyone in the company can initiate a purchase. As DORA raises the regulatory bar, we’ve also organised internal roadshows with service owners and held supplier-facing sessions to align expectations and drive proactive ownership of risk. These efforts make risk management a shared responsibility across the organisation rather than the remit of a single team.

These training sessions have been invaluable for me personally, they’re a chance to meet new colleagues as the company rapidly grows to more than 700 employees across Europe, Asia, and Australia, expanding through new branches and subsidiaries. These help me stay close to emerging roles, new geographies, and upcoming products.

Our goal is to make the right way the easy way, enabling the business to move fast while knowing that compliance and control are already built into the process.

Strategic Partnerships as Value Drivers

How do you identify and nurture long-term strategic partnerships within your supplier base, and what role do these relationships play in driving Banking Circle’s growth and innovation?

We have worked to shift purely transactional procurement toward building longer-term strategic partnerships, especially with suppliers that underpin critical parts of our infrastructure. A good example is the recent renewal of one of our key IT partners, an arrangement that supports the very bedrock of the bank. Instead of treating it as a routine negotiation focused solely on cost, we approached it as a chance to reposition ourselves as a customer of choice and to explore how the relationship could evolve with our global ambitions.

With our growth and expanding global footprint, we are recognising the importance of creating partnerships that go beyond just driving costs down and we are starting to actively think where building such partnerships matters and drives value both for us and our suppliers. In a market where negotiation often defaults to price, we are starting to take a more open and transparent approach with select suppliers, sharing our roadmap and inviting them to partner with us on our global ambitions. This more open and transparent approach has already helped unlock additional investment, secure funding commitments, and even identify potential new sales channels with one of our key partners and we will be looking toward our other key suppliers to start partnering with us in the same way. We know that this is just the beginning and it is not a one size fits all. We are continuing to identify other key strategic suppliers where we can cultivate a partnership approach, not only based on what they deliver today, but also on how we can innovate and scale together. It is not easy; we are not always the biggest fish in the pond for some of our large suppliers. But with the growth we have shown, some key partners are beginning to see our trajectory and are genuinely excited to grow alongside us and invest in our potential. The aim is to go beyond the contract, to build true partnerships that strengthen resilience, support our global growth, and create long-term value for the bank.

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connective fabric, streamlining workflows, improving visibility, and making data accessible so teams can collaborate more effectively and make faster, smarter decisions.

My vision is simple: a business stakeholder can upload a proposal or product description, and from there, everything flows – no unnecessary forms or back-and-forth. Instead, automated, intelligent workflows handle the routine, while human touchpoints focus where they matter most: building trust, forging relationships, making informed, risk-based, and proportional decisions, supported by the right data at the right time. That is the future we are building toward, and there is a long way to go but to quote Lao Tzu – “the journey of a thousand miles begins with a single step.” The steps we are taking now are what will make that vision possible.

Cross-Functional Collaboration

What has been key to ensuring successful collaboration between procurement and internal stakeholders like risk, legal and the wider business?

At the heart of any successful collaboration is trust and that takes time to build. When I joined, procurement’s role was limited and not well known, especially to new joiners. It was often seen as an administrative hurdle: extra forms, unclear requirements, and processes that didn’t feel connected to the business. This lack of visibility meant many employees did not fully understand procurement’s processes or how the department could support them. Some requirements, particularly those driven by regulation, weren’t well understood and could seem unnecessary, though we knew they were essential to demonstrate control and protect the bank. To shift that perception, we’ve focused on being accessible and pragmatic: showing up as partners, listening first, understanding pain points, and finding places where we can simplify and deliver quick wins. Over time, even initially reluctant stakeholders have begun to see that procurement isn’t just bureaucracy. The questions we ask challenge the business to make better decisions, and documentation becomes a natural outcome of those decisions rather than a burden. Alongside this cultural shift, we have promoted procurement’s role internally, improved communication across departments, and helped colleagues navigate the right processes. Regulatory initiatives such as DORA have also underscored the importance of structured procurement and third-party management, further strengthening the function’s visibility and integration.

A great example is how we collaboratively worked with Risk and Legal to develop a new approach to third-party classification under DORA. Instead of working in isolation, we ran joint design sessions where each team brought its perspective. There were iterations, debates, and even some false starts, but we ended with a much stronger, clearer model and more importantly, shared ownership. We now have allies who advocate for proactive engagement with Procurement, but the journey is ongoing; there will always be new colleagues and some sceptics to win over. Collaboration thrives when teams have the freedom to experiment, and when they feel safe enough to try, fail, pivot, and try again. It is not about getting everything perfect on the first attempt, it is about creating space to learn and evolve together. Ultimately, it’s about shared accountability, psychological safety, and making compliance feel like basic hygiene so we can focus on the exciting part, creating real value in our contracts, from competitive pricing and commercial protection to access to supplier expertise and innovation and where procurement is recognised not as a gatekeeper, but as a connector and business enabler.

Navigating Multijurisdictional Compliance

What challenges have you faced in aligning third-party risk management across varying regulatory landscapes, and how have you addressed them?

One of the biggest challenges we are navigating right now is how to align third-party risk management across multiple regulatory landscapes. While frameworks like DORA, EBA, CSSF, FMA, MAS, and APRA share core principles, each brings its own nuances, interpretations, and expectations. Many of these rules are still new and theoretical, and their application can differ from one jurisdiction to another. To address this complexity, we combine insights from external advisors with strong internal efforts, attending targeted trainings and bringing in local employees with deep regulatory expertise to ensure our approach is both compliant and practical across all markets we operate in. The key tension we manage daily is finding the right balance, avoiding over-engineered controls that introduce unnecessary business friction, while also preventing under-standardisation that can weaken group-level oversight. That balance is not always easy to strike.

We are focusing on adopting a risk-based and proportional approach, establishing a group-wide baseline that reflects our risk appetite and overarching regulatory obligations, while still allowing for local overlays where needed. Rather than taking a purely rules-based stance, we aim to interpret requirements through their intended purpose. Are we managing concentration risk? Enabling resilience? Protecting customer data? Keeping this lens helps us avoid a tick-box mentality and stay focused on outcomes that matter. We have to pick a point on the spectrum and keep fine-tuning it, it is an ongoing calibration so we can shift quickly when things change. Continuous close collaboration with legal and risk teams across jurisdictions has also been critical. We challenge interpretations together, align on what is defensible and practical, and make sure our group standards do not conflict across regions. This joint effort prevents siloed decision-making and keeps the framework coherent but flexible.

Managing compliance across multiple jurisdictions is not a project with an end date –it is a continuous process of alignment, proportionality, and responsiveness, ensuring that third-party risk is managed cohesively across the group while still enabling the business to grow.

Evolving the Procurement Function for Scale

As the bank scales, how are you future-proofing procurement to meet growing business demands?

Future-proofing procurement is about more than just adding headcount or refreshing templates, it is about designing a function that can scale intelligently and sustainably as the business grows, complexity, and geography. I will admit I am still figuring out what this really looks like in practice. AI is everywhere in our personal lives now, and I am learning from peers in the industry who are future proofing their teams to embed AI, exploring how it might help us scale without losing the judgment and control we need.

Right now, our focus is on building repeatable, proportionate, and automation-ready processes. Whether we are onboarding a low-risk vendor or negotiating a strategic partnership, the aim is to avoid reinventing the wheel each time. We are also embedding procurement earlier into business planning cycles, allowing us to anticipate needs before they arise, rather than responding reactively. Our digital transformation efforts are a key part of this journey. Through our integrated enterprise transformation programme, we are connecting procurement with finance, risk, legal and governance within one shared platform. This will give us the structure and visibility required to manage third-party engagements consistently, while still maintaining agility to keep pace with business demands.

We are also starting to use AI as a practical productivity tool, for example, to make our communications clearer, assist with supplier due diligence, and help summarise key points from complex regulations across multiple jurisdictions. It is not about relying on AI to do the work for us, but about using it to augment our teams and free capacity for higher-value analysis and decisionmaking.

Equally important is the people aspect. We are strengthening internal guidance, rolling out training for both the procurement team and the wider business, and shifting the perception of procurement from process enforcer to value enabler. As our remit expands from local to group-level, we are also enhancing cross-jurisdictional collaboration to ensure global consistency while respecting local regulatory nuances.

Future-proofing procurement means building a function that is scalable, adaptable, and aligned with the bank’s strategic goals, so we can support growth with confidence, no matter how fast or far the business evolves.

Leadership Lessons in Regulated Environments

What advice would you offer to other procurement leaders establishing functions in fast-paced, highly regulated financial services environments?

When I took on the role as Head of Procurement and Outsourcing, my CFO said something that really stuck with me: “You need to be prepared to take, and accept, risks.” At the time, that felt counterintuitive. My entire procurement career had focused on minimising risk, negotiating service credits, building in exit clauses, and limiting liabilities. So the idea of embracing risk, even to a degree, was a significant mindset shift. In highly regulated environments, the goal is to make informed decisions based on the best available data and to be comfortable with the risks you choose to accept, balancing structure with sound judgment.

I have learned that in fast-paced, highly regulated environments, the goal is not to eliminate all risk, it is to make informed decisions based on the best available data and to be comfortable with the risks you choose to accept. That has been one of the biggest leadership lessons for me.

I have also come to appreciate the power of prioritisation. In an environment filled with competing requirements and tight deadlines, I regularly ask myself and my team: “Does this really matter?” Not every issue is critical, and learning where to focus your energy is essential to building something sustainable.

If I had one piece of advice for other procurement leaders, it would be this: get comfortable with ambiguity, focus on what truly moves the needle, and be willing to evolve your mindset. In regulated environments, it is the ability to balance structure with judgment that makes the difference.

Banking Circle S.A. is fully licensed as a bank in Luxembourg and is committed to building a local clearing network for all major currencies, to deliver fast, lowcost payments, enabling payments companies and banks of any scale to seize opportunities in the new economy. It provides a suite of unique and award-winning banking solutions, including multi-currency banking accounts and Virtual IBANs, bank connections for local clearing and cross-border payments, all underpinned by market-leading compliance and security.

Claribelle Rohde Head of Procurement and Outsourcing

FROM TACTICAL TO TRANSFORMATIONAL

Valentine Salim on Redefining Procurement at G4S

Kenya

With operations spanning security, logistics, and facilities management, G4S Kenya is no stranger to complexity. At the heart of its procurement transformation is Valentine Salim, National Procurement Manager, who brings a strategic lens to sourcing, supplier development, and digital innovation.In this wide-ranging interview, Valentine shares her unconventional career journey from hospitality to high-stakes procurement, offering insights into how her team supports operational excellence across multiple functions. From driving localisation and supplier performance to embedding risk and sustainability into every category, her approach is both pragmatic and future-focused. We explore how procurement at G4S is evolving into a catalyst for growth, resilience, and social impact, not just in Kenya, but as a model for the wider region.

Career Journey

Can you share your career journey and what led you to your current role as National Procurement Manager at G4S Kenya? What experiences have most shaped your leadership style in procurement?

My career journey began unconventionally, starting as an Admin Secretary in the hotel industry. While the role provided a strong foundation in operations and customer service, I quickly developed a keen interest in the strategic decisions behind resource allocation and cost optimisation. This curiosity truly ignited when I transitioned into the real estate sector. I began as a Procurement Specialist, where I was immediately immersed in the tangible impact of efficient sourcing on project success.

This initial exposure was pivotal; I saw how strategic purchasing could directly influence profitability and quality, sparking a passion for the field. I steadily progressed and rose to become a Senior Procurement Manager within real estate, continually honing my skills in negotiation, supplier management, and strategic planning.

These foundational experiences culminated in my current role as the National Procurement Manager at G4S Kenya, overseeing procurement operations across the entire country, a significant step that allows me to apply my expertise on a larger, more complex scale. My leadership style has been profoundly shaped by this progression, emphasising analytical thinking, collaborative problemsolving, and a relentless focus on value creation, with the understanding that effective procurement is a cornerstone of operational excellence.

Procurement’s Role in Operational Excellence

G4S operates in security, logistics, and facilities management. Each with unique procurement demands. How does your procurement team support operational excellence and service delivery across these functions in Kenya?

Procurement is a strategic enabler of operational excellence and superior service delivery across our diverse functions, security, logistics, alarm response, and cash in transit. Our team collaborates closely with each business unit to understand their unique requirements and operational challenges. We go beyond transactional purchasing, focusing on strategic sourcing that guarantees the timely supply of high-quality, compliant goods and services.

For security and alarm response, this means ensuring our personnel have access to the best equipment, uniforms, and cutting-edge alarm systems. In logistics and cash in transit, our role includes optimising fleet maintenance and fuel efficiency, ensuring the integrity of specialised vehicles, and managing secure packaging.

By developing robust supplier relationships, implementing stringent performance metrics, and leveraging technology for spend visibility, we minimise disruptions, enhance efficiency, and directly contribute to our ability to deliver consistent, reliable services to our clients.

Strategic Sourcing in the Security Sector

Procurement in security services involves a wide range of categories, from uniforms and equipment to fleet and technology. What sourcing strategies have you implemented to balance cost, quality, and compliance across these diverse categories?

Strategic sourcing in the security sector demands a meticulous balance of cost, quality, and compliance across a broad range of categories. Our approach is multi-faceted. For critical items such as security equipment and technology, we prioritise quality and reliability, engaging with pre-qualified global and local suppliers known for their adherence to international standards and certifications. This often involves long-term framework agreements and rigorous testing protocols.

For high-volume categories like uniforms, we adopt specific category management strategies, consolidating demand, ensuring durability and comfort, and securing competitive pricing from trusted manufacturers who meet our ethical sourcing criteria. In the case of fleet procurement, we use targeted strategies to acquire new vehicles, leveraging our purchasing power to negotiate optimal pricing while ensuring strict compliance with operational, safety, and environmental standards.

Compliance is non-negotiable. Our sourcing strategies embed thorough vendor vetting, clearly defined ethical guidelines, and strict adherence to both local and international regulatory requirements, ensuring transparency, accountability, and performance across the entire supply chain

Supplier Relationships and Performance Management

G4S depends on reliable partnerships. What strategies do you use to develop strong supplier relationships, and how do you measure and manage supplier performance to ensure consistent quality?

Developing strong, reliable supplier relationships is fundamental to our operational success. Our strategy is centred on fostering collaborative partnerships based on mutual trust and transparency, rather than purely transactional interactions. We engage in open communication, share our longterm business objectives, and actively seek suppliers’ insights on market trends and innovations. This includes regular business reviews, joint planning sessions, and structured feedback mechanisms.

To measure and manage performance, we’ve implemented a robust Supplier Performance Management (SPM) framework. This involves setting clear Key Performance Indicators (KPIs) tailored to each category, covering delivery timelines, quality of goods and services, responsiveness, and compliance with contractual obligations. Performance is continuously monitored through scorecards, regular audits, and end-user feedback. This approach enables us to identify improvement areas, address issues proactively, and recognise top-performing partners, ensuring consistency, accountability, and long-term value across our supply chain.

Localisation and Supplier Development

As a major employer in Kenya, how does G4S support local supplier development, and what role does procurement play in driving socio-economic impact through local sourcing initiatives?

As a significant employer and economic contributor in Kenya, we are committed to fostering local supplier development and generating socio-economic impact through our procurement practices. Our procurement team plays a pivotal role by actively identifying and onboarding local businesses, particularly Small and Medium Enterprises (SMEs), into our supply chain.

We support these partners through capacity-building initiatives, including workshops on tendering processes, quality control, and compliance standards, enabling them to meet our rigorous requirements. Additionally, we collaborate with financial institutions to provide SME vendors with access to financial services and tailored training programmes, supporting both their growth and operational resilience. Where feasible, we also offer favourable payment terms to help maintain healthy cash flow.

By prioritising local sourcing for categories such as uniforms, cleaning supplies, and maintenance services, we stimulate local economies, generate employment within communities, and help build more resilient domestic supply chains. This commitment to localisation not only aligns with our corporate social responsibility goals but also enhances our agility and responsiveness on the ground.

Risk Management in Critical Services Procurement

Given the nature of G4S’s work in security and high-stakes logistics, how do you manage procurement risk, especially with regard to supply continuity, vendor vetting, and regulatory compliance?

Managing procurement risk is paramount, particularly in sectors like security and high-stakes logistics, where service continuity is non-negotiable. Our strategy integrates proactive risk mitigation across three core areas: supply continuity, vendor vetting, and regulatory compliance.

To ensure supply continuity, we maintain strategic stock levels for critical goods and employ dualsourcing strategies to reduce dependency on single suppliers. We also diversify our supplier base geographically to safeguard against regional disruptions and strengthen our overall supply resilience. Vendor vetting is rigorous and extends far beyond financial checks. We evaluate operational capacity, ethical practices, and track record, often involving site visits and thorough due diligence. Only partners that demonstrate reliability and alignment with our standards are onboarded.

Regulatory compliance is embedded throughout the procurement lifecycle, from contract drafting to ongoing performance monitoring. We ensure that all suppliers comply with relevant local and international laws, industry standards, and G4S’s internal governance policies. Continuous monitoring and structured risk assessments, combined with strong contractual governance, allow us to anticipate and mitigate potential threats before they escalate.

This layered, integrated approach ensures that procurement acts not only as an operational function but as a key driver of business continuity and service integrity across all critical areas.

Sustainability in Procurement

Sustainability is a growing focus in procurement globally. How is G4S Kenya integrating environmental and ethical considerations into its procurement practices, especially in areas like fleet operations, uniforms, and energy use?

We are increasingly embedding environmental and ethical considerations into our procurement practices, aligning with both global sustainability goals and G4S’s broader corporate responsibility agenda.

In fleet operations, we prioritise suppliers that offer fuel-efficient vehicles and are actively exploring hybrid and electric alternatives where infrastructure allows. We also partner with maintenance providers that follow environmentally responsible practices, including the safe disposal of waste, lubricants, and vehicle parts.

When it comes to uniforms, we’re reviewing supplier options that incorporate recycled or sustainably sourced materials, while ensuring that all manufacturers uphold fair labour standards. Ethical sourcing is fundamental, and we engage only with vendors who demonstrate full compliance with our code of conduct, including commitments to human rights, fair wages, and anti-corruption principles.

On the energy front, our procurement decisions increasingly consider suppliers offering energyefficient equipment for our facilities, and we continue to explore renewable energy solutions to reduce operational emissions at our offices and key sites.

To uphold these standards, we map suppliers based on risk levels and engage both local and international third-party assessors to conduct detailed audits. If any supplier is found to be linked to unethical practices, such as human rights violations, they are immediately blacklisted and removed from our supply chain. This zero-tolerance approach ensures that our procurement function reflects our unwavering commitment to responsible, sustainable business practices.

Digital Transformation and Procurement Tools

How is G4S Kenya leveraging digital tools or procurement technologies to improve transparency, efficiency, and spend visibility across procurement operations?

It’s no secret that digital transformation has redefined the role of procurement, elevating it from a transactional function to a strategic driver of business value. At G4S Kenya, we are currently in the process of partnering with a third-party vendor to implement a comprehensive e-procurement platform that will digitise the entire procure-to-pay process, from requisition to payment. This system will centralise procurement data and provide real-time visibility into spend patterns, supplier performance, and contract compliance, insights that were previously difficult to extract using manual processes. Features like electronic tendering are set to streamline the bidding process, ensuring fairness, transparency, and greater supplier engagement.

Automated workflows will reduce approval bottlenecks, shorten processing times, and minimise human error, allowing our team to focus more on strategic sourcing and value generation. Importantly, the platform’s analytics capabilities will enable granular spend analysis, helping us identify cost-saving opportunities and enforce category management strategies with far greater precision.

This shift is a major step forward in our digital journey and will play a vital role in improving transparency, driving efficiency, and strengthening procurement’s contribution to organisational performance.

Future Trends in Security Sector Procurement

What emerging trends do you see shaping the future of procurement within the security services industry in Kenya and East Africa more broadly?

The future of procurement in the security services industry is set to undergo significant transformation, shaped by several key emerging trends across Kenya and the wider East African region. Firstly, the use of data analytics and predictive intelligence will become increasingly central. Leveraging big data to forecast demand, pre-empt supply chain disruptions, and optimise inventory levels will be essential for maintaining continuity in high-risk operational environments. Secondly, ESG priorities, particularly sustainability and ethical sourcing, will take on greater prominence. Procurement teams will face increasing pressure to secure environmentally responsible solutions while ensuring human rights, fair labour practices, and local economic participation are upheld throughout the supply chain.

Thirdly, the adoption of advanced technologies such as AI and blockchain will play a transformative role. These tools will enhance vendor vetting, improve contract lifecycle management, and provide traceability across the supply chain, strengthening both transparency and risk mitigation. Lastly, strategic supplier partnerships and co-innovation will become vital. As security threats evolve, procurement must move beyond cost-saving and focus on collaborative relationships with vendors, especially those offering technological and specialised security solutions. This shift will help organisations remain agile, resilient, and competitive in a complex operating environment.

Advice for Procurement Professionals

What advice would you offer to procurement professionals looking to advance in high-stakes, servicebased sectors like security and facilities management? What skills are most critical for success?

My advice to procurement professionals, whether in security, facilities management, or any other service-driven sector, is to cultivate a blend of strategic thinking and operational resilience.

Beyond mastering traditional procurement functions, it’s crucial to deeply understand the core business operations. Grasp how your sourcing decisions directly affect service delivery, customer experience, and business continuity. In high-stakes environments, the impact of procurement extends far beyond cost, it influences performance, compliance, and reputation.

The future of procurement in the security services industry is set to undergo significant transformation, shaped by several key emerging trends across Kenya and the wider East African region.

Critical skills include robust risk management capabilities, as supply chain disruptions can have serious consequences in these sectors. Strong negotiation and stakeholder management are also essential, as you’ll often be balancing varied internal needs with the realities of supplier capabilities.

Equally important is embracing digital transformation. Data analytics, e-procurement tools, and real-time visibility are no longer optional, they’re vital for optimising spend, ensuring compliance, and driving strategic value.

Lastly, develop adaptability and a proactive mindset. The ability to anticipate challenges, pivot when needed, and innovate within constraints is what will set you apart. These attributes are key to thriving and advancing in fast-moving, complex industries like security and facilities management.

G4S is a global leader in security, delivering comprehensive solutions across over 85 countries. Their services include security systems & services, facilities management, cash solutions, risk consulting, and care & justice. Known for its heritage of more than 100 years, G4S blends technology, expertise and ethics to protect people, property, and assets.

Valentine Salim National Procurement Manager

PURPOSE-DRIVEN PROCUREMENT

Victor Hamadziripi on Driving Compliance, Efficiency, and Sustainability at National Handling Services

In the high-stakes world of aviation ground handling, procurement plays a pivotal role in ensuring safety, compliance, and operational excellence. Victor Hamadziripi, Head of Procurement at National Handling Services (NHS), brings over a decade of experience across public institutions, regulatory bodies, and international NGOs, combining strategic foresight with a deep understanding of policy, systems, and execution.

In this exclusive interview, Victor shares how NHS is navigating complex procurement challenges in Zimbabwe’s aviation sector, from foreign currency constraints to evolving safety regulations. He outlines the organisation’s efforts to digitise procurement, champion sustainability, and forge value-driven supplier partnerships, all while maintaining 99% compliance with national procurement laws. For Victor, procurement is not just a function, it’s a mission-critical driver of long-term impact.

Career Journey

Can you share your professional journey and what led you to your role as Procurement Leader at National Handling Services? What pivotal moments have shaped your leadership style?

My career in procurement began soon after high school when I joined the Ministry of Science and Technology as an Administration Assistant while studying for a Diploma in Procurement and Materials Management. In 2013, I began my CIPS qualification and completed the Professional Diploma in 2015.

In 2018, I joined the Procurement Regulatory Authority of Zimbabwe as a Procurement Officer, where I was responsible for reviewing sensitive tenders and managing disposals under the newly introduced Public Procurement and Disposal of Public Assets Act (PPDPA). To enhance my strategic leadership capabilities, I completed an MBA in 2020.

That same year, I joined the Deposit Protection Corporation as Senior Procurement Officer, where I was tasked with setting up procurement policies, procedures, and documentation from the ground up. In 2022, I transitioned into the NGO sector as Procurement and Logistics Manager at APOPO Mine Action, where I established the procurement framework and also served as Country Program Manager for three months.

In 2023, I was appointed Head of Procurement at National Handling Services. Since then, I have aligned the procurement policy with updated regulations, improved compliance to 99%, and overseen major projects including the procurement of Ground Support Equipment, VIP lounge construction, and cold room expansion, continuing to champion efficiency and regulatory excellence.

Procurement’s Role in Ground Handling Operations

How does the procurement function contribute to ensuring safety, reliability, and operational excellence in aviation ground handling services at NHS?

At National Handling Services (NHS), procurement is a strategic function that underpins safe, reliable, and efficient ground handling operations. It ensures alignment with regulatory compliance, service quality, and operational needs.

Safety is a top priority. We source Ground Support Equipment (GSE) and materials exclusively from certified suppliers who meet ICAO, IATA, and local safety standards, minimising equipment failure and enhancing ramp safety.

To ensure reliability, we conduct rigorous supplier evaluations and ongoing performance monitoring. This allows us to partner with vendors who consistently deliver quality products on time, supporting smooth operations and faster aircraft turnaround.

Procurement is also fully integrated with planning and operations. Through accurate forecasting and streamlined sourcing, we ensure the timely availability of critical spares and services, reducing delays and boosting efficiency.

In terms of compliance and risk mitigation, we uphold strict adherence to the Public Procurement and Disposal of Public Assets (PPDPA) Act, achieving a 99% compliance rate. This commitment minimises legal risks and reinforces transparency across the procurement function.

Cost efficiency is achieved through competitive bidding, framework agreements, and in-depth market analysis. These practices help us maximise value for money while maintaining quality, enabling NHS to reinvest in critical areas such as infrastructure, staff training, and safety enhancements. At NHS, procurement is more than a transactional function, it is a strategic driver of operational excellence.

Sustainable Procurement in Aviation Services

Sustainability is a growing priority across industries. How is National Handling Services incorporating environmentally responsible practices in its procurement and supplier selection processes?

At National Handling Services (NHS), sustainability is a key pillar of our procurement strategy, supporting both environmental responsibility and operational efficiency.

We have actively transitioned toward more sustainable ground handling operations by procuring electric and LP gas-powered tow tugs. These low-emission alternatives significantly reduce our carbon footprint on the apron, aligning with global best practices in sustainable aviation support services.

Supplier compliance is another critical area of focus. NHS ensures that all suppliers meet strict safety and sustainability criteria, including full compliance with National Social Security Authority (NSSA) requirements. This fosters a culture of responsible business practices and promotes worker welfare across our supply chain.

When selecting suppliers, we prioritise vendors who demonstrate strong environmental stewardship— such as those offering energy-efficient technologies, recyclable packaging, and environmentally conscious logistics. Our evaluation criteria increasingly favour suppliers with ISO 14001 or equivalent environmental certifications.

Sustainability principles are now embedded within our procurement policies and procedures, guiding teams to consider environmental impact at every stage, from sourcing to disposal. Through thoughtful procurement decisions and rigorous supplier vetting, NHS is committed to supporting Zimbabwe’s sustainable development goals while delivering world-class, environmentally responsible ground handling services.

Strategic Supplier Partnerships

What approach do you take to build and maintain long-term, high-performing supplier relationships, especially in a time-sensitive industry like aviation?

In the fast-paced aviation industry, maintaining long-term, high-performing supplier relationships is key to ensuring uninterrupted service. At National Handling Services (NHS), we take a strategic, transparent, and collaborative approach focused on performance and mutual value.

We establish framework agreements with key suppliers to ensure consistent quality, pricing stability, and faster lead times, particularly for critical recurring needs such as Ground Support Equipment (GSE), spares, and maintenance.

To promote transparency and alignment, our Annual Procurement Plan is uploaded to the e-Government Procurement (e-GP) system. This gives suppliers visibility into upcoming opportunities, allowing them to prepare in advance and align with our operational timelines.

We also negotiate favourable credit terms to support supplier sustainability and maintain a healthy cash flow, which reinforces trust and operational agility.

Supplier performance is closely monitored across quality, delivery timelines, compliance, and responsiveness. Regular feedback sessions and performance reviews foster accountability and continuous improvement.

Finally, all suppliers are required to meet legal and institutional obligations, including NSSA registration and compliance with the Public Procurement and Disposal of Public Assets Act, ensuring that our partnerships are safe, ethical, and sustainable.

This comprehensive approach enables NHS to build resilient, value-driven supplier relationships that are essential for ground handling excellence.

Digital Procurement and Transformation

How is NHS leveraging digital tools or platforms to streamline procurement processes and improve supply chain visibility and efficiency?

At National Handling Services (NHS), we are actively leveraging digital platforms and tools to enhance procurement efficiency, improve transparency, and strengthen supply chain visibility. Our approach integrates technology across several key areas of the procurement lifecycle.

We utilise Zimbabwe’s e-Government Procurement (e-GP) platform to manage procurement endto-end, from planning and tender publication to contract awards and supplier performance tracking. This platform promotes transparency, ensures compliance with public procurement regulations, and provides real-time visibility into procurement activities for both management and suppliers.

To reduce delays and costs associated with physical inspections, we have adopted virtual PreDelivery Inspections (PDIs), particularly for imported equipment. Through live video sessions, suppliers demonstrate product readiness and compliance before shipment, enabling quality assurance while accelerating delivery timelines.

We also maintain strong supplier engagement through regular virtual meetings. These sessions allow for real-time updates, issue resolution, and alignment on delivery schedules — enhancing responsiveness and creating a more agile procurement environment.

Our procurement team maintains a digitally accessible and continuously updated procurement plan, shared via the e-GP platform. This ensures that all internal and external stakeholders remain aligned on priorities and timelines, resulting in improved coordination and accountability across the board.

Inventory and Operational Readiness

Given the critical nature of equipment and consumables in ground handling, how do you manage inventory planning and forecasting to ensure readiness without overstocking?

At National Handling Services (NHS), we balance operational readiness and efficiency through strategic inventory planning and forecasting tailored to the specific demands of ground handling operations.

We operate a dedicated facility for Ground Support Equipment (GSE) components and consumables, allowing for proper tracking, segregation, and quick access for our maintenance teams.

For frequently used items such as lubricants, filters, and personal protective equipment (PPE), we maintain a minimal buffer stock based on usage trends and lead times. This ensures daily operational continuity while avoiding excess inventory.

For high-value or less frequently used parts, including engines and hydraulic systems, we adopt a Just-In-Time (JIT) approach. These components are ordered in line with scheduled maintenance and alerts, helping to reduce holding costs without compromising availability.

Our inventory forecasts are fully integrated with equipment maintenance plans, traffic patterns, and the annual procurement plan published on the e-GP system. This coordinated approach enhances preparedness and supports seamless operations.

We also engage in regular virtual meetings with suppliers, which provide early insights into potential supply chain disruptions and allow us to make timely adjustments to our inventory plans.

By combining lean stock practices, dedicated storage, and data-driven forecasting, NHS ensures the availability of critical items while optimising inventory efficiency.

Risk and Compliance Management

Aviation services are highly regulated. How does NHS manage procurement risks and ensure supplier compliance with both safety standards and regulatory requirements?

At National Handling Services (NHS), we manage procurement risks and ensure supplier compliance with aviation safety and regulatory standards through a structured, end-to-end approach that prioritises transparency and accountability.

Before awarding any contracts, we conduct thorough due diligence. This includes evaluating suppliers on NSSA compliance, past performance, relevant certifications (such as ISO or IATA), capacity, and legal standing to ensure we engage only credible and capable vendors.

Our tender documents are carefully prepared to clearly define safety, legal, and technical requirements, along with evaluation criteria and delivery expectations. This ensures all bidders understand and commit to compliance from the outset.

Post-award, we closely monitor contract performance through regular reviews, milestone tracking, and strict adherence to service level agreements (SLAs). Any instance of non-compliance is addressed promptly through corrective measures outlined in the contract.

All procurement activity is fully aligned with the Public Procurement and Disposal of Public Assets (PPDPA) Act and relevant aviation safety standards. We ensure that Ground Support Equipment (GSE) and other critical supplies meet all regulatory and safety requirements before acceptance.

Additionally, we leverage the e-Government Procurement (e-GP) system to maintain an auditable, transparent procurement trail, which supports oversight by both internal and external stakeholders.

This comprehensive framework ensures procurement integrity, safety, and full regulatory compliance at NHS.

Challenges in Aviation Procurement

What are some of the unique procurement challenges within the aviation services industry in your region, and how do you navigate them?

The aviation services industry in our region faces unique procurement challenges that impact operational continuity, cost efficiency, and regulatory compliance. At National Handling Services (NHS), we tackle these issues through adaptive strategies and cross-functional collaboration.

One major challenge is the limited availability of local suppliers for specialised items such as Ground Support Equipment (GSE), aviation-grade parts, and certified safety gear. These often need to be sourced internationally, which adds complexity to lead times, quality assurance, and compliance checks.

Foreign payment constraints are another significant hurdle. Exchange controls and limited forex availability complicate international transactions. We manage this by planning purchases early, securing necessary approvals in advance, and negotiating flexible payment terms with our suppliers. Extended lead times for manufacturing and shipping are common in aviation procurement. To mitigate this, we use a Just-In-Time (JIT) approach for major components, maintain buffer stocks for frequently used items, and align procurement closely with maintenance schedules to avoid disruption.

Customs clearance delays can also pose risks due to regulatory bottlenecks or documentation issues. We address this by ensuring accurate and complete import documentation, engaging customs agents early, and maintaining close contact with relevant authorities to expedite processing. From a contractual standpoint, we use well-structured agreements with clearly defined delivery terms such as DDP or CIF, along with performance guarantees and penalty clauses. Our procurement team also monitors global supply chain trends to anticipate disruptions and reduce risk exposure. These proactive measures enable NHS to navigate procurement challenges effectively and maintain seamless, compliant aviation operations.

Future Trends and Procurement Evolution

What trends do you believe will most influence procurement in the aviation ground handling sector in the next 3–5 years, and how is NHS preparing for them?

Over the next three to five years, several key trends will reshape procurement in aviation ground handling. At National Handling Services (NHS), we are proactively aligning our strategies to lead these changes and stay ahead of industry developments.

Sustainability and green procurement are becoming central to sourcing decisions. NHS is actively reducing its carbon footprint by procuring electric and LP gas-powered tow tugs and prioritising environmentally friendly options in all tenders.

The shift to capital-intensive green equipment brings funding challenges. We are addressing this through long-term planning, forming funding partnerships, and leveraging framework agreements to manage costs and secure stable supply.

As competition in aviation services intensifies, procurement must be more strategic and value-driven. NHS ensures this through the use of Zimbabwe’s e-GP system, transparent bidding processes, and robust supplier performance tracking to guarantee compliance and value for money.

Evolving safety standards also demand greater rigour in procurement practices. We embed safety checks into bid evaluations, conduct virtual pre-delivery inspections, and enforce supplier compliance through detailed contract management.

Finally, digital transformation continues to shape the future of procurement. NHS is leveraging virtual supplier meetings, e-procurement platforms, and digital inventory tracking to drive data-informed decisions, reduce lead times, and improve overall supply chain visibility.

These trends are guiding NHS’s procurement strategy toward more sustainable, efficient, and fully compliant operations as we look to the future.

Advice for Aspiring Procurement Professionals in Africa

As a seasoned procurement leader, what advice would you give to young professionals in Africa looking to build a successful career in procurement and supply chain?

As a seasoned procurement professional, my advice to young practitioners across Africa is to build your careers on a strong foundation of discipline, integrity, and continuous learning.

Discipline is essential, procurement demands accuracy, timeliness, and consistency. Develop the habit of being thorough, organised, and dependable in every task, no matter how small it may seem.

Integrity is non-negotiable. In a field often exposed to ethical pressure, always uphold transparency, fairness, and accountability. Shun corruption and fraud, your credibility is your greatest asset.

Commit to continuous learning. Stay informed on procurement laws, emerging technologies, and global supply chain trends. Pursue professional certifications like CIPS, attend workshops, and read widely to remain current and competitive.

Network actively. Engage with mentors, professional associations, and industry events. Strong relationships can open doors to new opportunities and enrich your knowledge base through shared experiences.

Lastly, always align your procurement decisions with your organisation’s broader goals. Understand the strategy behind your operations, and let your work contribute to efficiency, cost-effectiveness, and long-term value creation.

Success in procurement isn’t just about purchasing, it’s about making sound, ethical, and strategic decisions that drive sustainable impact. Uphold the profession with pride and purpose, and you’ll build a career that truly matters.

National Handling Services is a Zimbabwean provider of full ground handling, cargo & mail, ramp, passenger, VIP/charter, and intermodal logistics services at key airports. With a commitment to safety, professionalism and efficiency, NHS facilitates travel and trade through excellent aviation handling and support services.

Victor Hamadziripi Head of Procurement Management Unit

PIONEERING PROCUREMENT EXCELLENCE

Procurement has always been a cornerstone of business success, but in recent years its role has transformed from tactical cost-cutting to strategic value creation. Procurement leaders today are expected to deliver innovation, drive sustainability, mitigate risk, and leverage technology to build resilient supply chains.

Amidst this transformation, one name has become synonymous with advancing procurement excellence in APAC and MENA: CPO Series, the flagship division of 3novex Global. More than just a conference organizer, the CPO Series is a curated ecosystem designed exclusively for senior professionals in procurement, finance, supply chain, purchasing, and sourcing. Through summits, workshops, roundtables, and continuous knowledge-sharing, it equips leaders with the tools, insights, and networks they need to thrive in a rapidly changing environment.

On 13 November 2025, this journey will culminate in a major milestone: the 4th Annual 100 CPO Summit and Awards UAE, set to take place at the JW Marriott Marina Hotel Dubai. With more than 200 senior attendees expected, it has already been recognized as the number one procurement event in the UAE. But behind this success lies not just an event series, but a story of vision, leadership, and relentless dedication — powered by the team at 3novex Global and, in particular, its Cofounder and Chief Business Officer, Rashidah.

The Origins of CPO Series:

A Platform Built for Procurement Leaders

The CPO Series began with a simple but powerful premise: procurement professionals deserve a platform built specifically for them. Too often, procurement was treated as a side-topic in broader finance or supply chain events. The founders of 3novex Global saw the opportunity to change that.

Launched in Malaysia, the CPO Series quickly established itself as the country’s premier procurement gathering. Over the past eight consecutive years, the Annual CPO Summit Malaysia has become a fixture in the calendars of senior procurement executives. It was here that the foundations were laid for what would become a regional brand with global aspirations.

Unlike generic industry gatherings, the CPO Series was designed with three clear goals:

Curated content – every session tailored to the evolving needs of procurement. Strategic networking – connecting senior leaders with solution providers in meaningful ways.

Year-round engagement – going beyond events through newsletters, digital content, and microforums.

This formula worked. The Series grew in influence, and soon it was ready to expand beyond Malaysia.

3novex Global

The Award-Winning Organizer Behind the Movement

At the heart of CPO Series is 3novex Global, the award-winning B2B conference organizer established in 2018. With a focus on delivering knowledge-sharing platforms across APAC and MENA, 3novex has built a reputation for excellence with three flagship brands:

CPO Series (Procurement & Supply Chain)

CISO Series (Cybersecurity Leadership)

CHRO Series (Human Resources & People Strategy)

Each brand serves a distinct professional community, but all share the same DNA: a commitment to quality, innovation, and measurable outcomes for both delegates and partners.

What makes 3novex different is its ability to combine global perspectives with local relevance. The events are not just gatherings — they are engines for business growth, professional development, and industry innovation. This approach has earned 3novex recognition as one of the most influential conference organizers in both APAC and MENA.

As the longest-running brand under the 3novex umbrella, the CPO Series remains its crown jewel. It is the platform through which the company’s mission to advance industries and build communities shines most brightly.

The 4th Annual 100 CPO Summit and Awards UAE 2025

The 100 CPO Summit and Awards UAE has, in just four years, become the region’s most anticipated procurement gathering. The upcoming edition on 13 November 2025 at JW Marriott Marina Hotel

Dubai is expected to welcome 200+ procurement, finance, and supply chain leaders, along with the leading solution and technology providers that support them.

What Makes the Summit Unique?

High-Level Audience: Carefully curated to include CPOs, Heads of Procurement, VPs, and Directors. Solution-Driven Engagement: A showcase of cutting-edge procurement technologies and services.

Thought Leadership: Keynotes and panels led by global and regional experts.

Interactive Networking: Speed networking, roundtables, and partner-driven activities. The Awards Ceremony: Celebrating innovation, excellence, and leadership in procurement.

The Awards are particularly significant. They not only recognize outstanding contributions by individuals and organizations but also set new benchmarks for procurement excellence in the

region. Categories highlight achievements in areas such as digital transformation, sustainable procurement, supplier collaboration, and leadership impact.

“The 100 CPO Summit is more than an event — it’s a catalyst for transformation. It brings together the best minds in procurement, creating a space where innovation meets execution.” – 3novex Global

Rashidah

The Strategic Architect Behind the Success

While events of this scale and influence require a strong team effort, industry insiders often point to one person as the strategic architect behind

The Commercial Engine

Rashidah’s role is both broad and deep. She oversees the commercial strategy of 3novex, ensuring that every event delivers value not only for delegates but also for solution and service providers. From sponsorship partnerships to branding strategies, she is the driving force behind the marketing, branding, and lead generation models that make CPO Series events stand out.

The Speaker Experience

Beyond the commercial side, Rashidah also plays a pivotal role in speaker acquisition and management. She works directly with thought leaders, guiding them to align their presentations with the event’s objectives and the audience’s

The “Secret Behind the Series”

Those who know her often describe Rashidah as the “secret behind the CPO Series.” Her ability to balance commercial outcomes with content integrity, while maintaining a keen eye for branding and partnerships, has been instrumental in elevating 3novex Global’s reputation.

the success of CPO Series and 3novex Global: Rashidah, Cofounder and Chief Business Officer.

Her focus is clear: when partners invest in CPO Series, they must see tangible ROI. Whether through curated networking, customized brand positioning, or exclusive exposure opportunities, Rashidah ensures that solution providers walk away with measurable outcomes.

expectations. This meticulous curation ensures that every session contributes to the event’s overarching narrative and delivers actionable insights.

“Rashidah has an extraordinary ability to see both the big picture and the finer details. She ensures that every partner, speaker, and delegate has an experience that truly matters.” – Industry Partner

Success Stories and Impact

The influence of CPO Series can be measured not only in attendance numbers but in the stories of transformation it has sparked. Over the years: Procurement leaders have discovered new technologies that redefined their sourcing strategies.

Organizations have built long-term partnerships through connections first made at CPO events.

Looking Ahead

The Future of CPO Series and 3novex Global

The vision for CPO Series doesn’t stop in 2025. With the growing importance of procurement globally, 3novex Global has ambitious plans for expansion. Future initiatives include:

Expanding into new markets across MENA, APAC, and beyond

Greater integration of technology into event experiences, including AI-driven matchmaking and virtual participation.

Conclusion

From its origins in Malaysia to becoming the leading procurement platform in the UAE, the CPO Series has demonstrated the power of focus, vision, and execution. Backed by 3novex Global’s expertise and driven by Rashidah’s strategic leadership, it has become more than a conference series — it is a movement redefining how procurement professionals connect, learn, and grow.

Solution providers have generated qualified leads and achieved ROI far beyond their initial expectations.

One procurement leader shared: “The CPO Summit gave me access to peers facing the same challenges, as well as vendors offering solutions I hadn’t considered. It’s a space where problems meet answers.”

Year-round digital engagement, ensuring that the community continues to connect and learn outside of physical events. Strengthening the Awards platform, to make it a globally recognized benchmark for procurement excellence.

“Our mission is to build communities that last, create platforms that matter, and deliver outcomes that impact industries. Procurement is just the beginning.” – Rashidah

As the 4th Annual 100 CPO Summit and Awards UAE approaches in November 2025, one thing is certain: the CPO Series is not just shaping the future of procurement events. It is shaping the future of procurement itself.

BUILDING THE TALENT ENGINE BEHIND SUPPLY CHAIN TRANSFORMATION

A Conversation with Adlina Azavedo of Michael Page Saudi Arabia

Adlina Azavedo’s journey from finance graduate to leading supply chain recruitment specialist at Michael Page Saudi Arabia is a story shaped by instinct, exposure, and impact. With a childhood steeped in logistics and a career rooted in understanding the deeper dynamics of procurement and supply chain functions, Adlina brings a unique lens to one of the region’s most critical talent markets. In this Executive Insight, she shares her reflections on the Kingdom’s evolving hiring landscape, from greenfield builds and localisation targets to the growing demand for strategic capability and digital literacy. Candid and insightful, Adlina offers advice for both hiring leaders and aspiring professionals navigating Saudi Arabia’s dynamic Vision 2030 economy.

MICHAEL PAGE SAUDI ARABIA

Career Journey

Can you share your career journey and what led you to your current role at Michael Page Saudi Arabia? What personal and professional experiences have most shaped your approach to procurement and supply chain recruitment?

I graduated from Heriot-Watt with a degree in Business and Finance and, to be honest, like many fresh grads, I wasn’t entirely sure what I wanted to do. I got a call about an internship opportunity with Michael Page and ended up attending an assessment day with group tasks, case studies, and interviews. Around the same time, I also had a permanent offer as a payroll accountant, which I initially accepted, but the hiring manager at Page gave me a call, and let’s just say his sales pitch was convincing enough that I gave up a permanent offer for a six-month, stipend-only internship.

I started in the Property & Construction team, but I sat right next to the Procurement & Supply Chain desk, and that hit close to home. My dad is a supply chain professional, and I practically grew up in a warehouse. I was helping him with Excel reports in high school, and terms like “picking,” “packing,” and “air waybill” were just part of our daily vocabulary.

So when I was given the choice between building my career in Sales & Marketing or Supply Chain, I picked the latter, it was a no-brainer. To me, supply chain isn’t just a job category, it’s an ecosystem. It’s how the world moves. From food security to healthcare to national resilience, supply chain and procurement are central to all of it. That’s what makes this more than just recruitment for me. I’m invested in the impact this function has on the world around us.

The Talent Behind Supply Chain Success

At Michael Page, you work closely with clients to shape their supply chain capabilities. How do you identify and match the right procurement and logistics talent to evolving market needs in Saudi Arabia?

Recruiting in procurement and supply chain isn’t just about matching job titles and years of experience. It’s about understanding where the organisation currently is on its maturity curve, where it wants to go, and what kind of infrastructure, leadership, and expectations exist internally. Especially in Saudi, many businesses are building from scratch, and they often think they need a strategic CPOtype profile when, in reality, they haven’t yet identified their basic procurement requirements. Not every company is ready to implement strategic procurement principles, especially if the basics, like spend visibility, supplier governance, or internal alignment, aren’t yet in place.

I always say: hiring someone “strategic” before the foundation is ready is like hiring a pilot before you’ve built the runway. The result is misalignment, burnout, and lost opportunity, for both client and candidate.

My role is to challenge briefs when needed and educate clients, because procurement isn’t just about cost savings and logistics isn’t just about moving things from point A to B. It’s about strategic value creation, risk mitigation, and enabling scale.

Once I’ve grasped the client’s context and clarified the brief, I use a structured lens to assess candidates. My focus is on behaviours and traits that signal long-term success. It’s not just about finding someone who can ‘do’ the role, but about identifying who will thrive in that specific environment

Evolving Client Expectations in the Kingdom

As Vision 2030 accelerates economic diversification, what trends are you seeing in client demand for procurement and supply chain professionals in KSA? Which sectors are leading the demand?

With Vision 2030 driving economic diversification and digital transformation, the nature of hiring in procurement and supply chain has evolved significantly.

There’s strong demand for professionals with experience in greenfield environments, those who can drive transformation, implement ERPs, and operate within business partnering models. But above all, change management has become non-negotiable.

In procurement, clients are looking for candidates who understand value beyond cost, professionals who can establish strategic sourcing, build category strategies, and work cross-functionally. On the supply chain and logistics side, the focus is on mobility integration, AI adoption, and improving efficiency in high-volume, low-margin environments. Clients want people who can streamline processes, reduce delivery times, and maintain customer satisfaction at scale.

There’s also a rising demand for bilingual professionals, especially Arabic speakers with international exposure who can bridge local context with global standards.

Recruiting for Resilience

How have recent global disruptions, like COVID-19 and Red Sea shipping issues, influenced how companies in Saudi Arabia approach supply chain hiring?

In the face of global disruptions, whether COVID, the Red Sea crisis, or wider geopolitical volatility, we’ve seen two responses from companies. Some have taken a risk-averse approach, scaling back hiring and focusing solely on core operations. Others, and I believe rightly so, have doubled down on building resilient supply chains, including investing in strategic talent.

There’s been an uptick in demand for candidates with expertise in multimodal logistics, vendor risk management, and contingency planning. These professionals are expected to create agile workflows that maximise current capacity while building in buffers to absorb future shocks.

In procurement, the focus has shifted beyond just consolidation. It’s now about building long-term supplier partnerships, creating cross-functional synergies, and leveraging outsourcing or nearshoring models to manage uncertainty.

Localisation has naturally become a key priority. But it’s not just about compliance anymore, organisations increasingly view it as a strategy to reduce dependency on fragile global trade lanes. There’s also growing interest in deep supply chain risk mapping, not just Tier 1 suppliers, but also Tier 2 and Tier 3 exposures, ensuring companies have better visibility and control across the entire value chain.

Of course, it’s not just companies navigating uncertainty- candidates are too. Many are understandably cautious about making a move in volatile times. But when organisations present a clear strategy, defined career pathways, and compelling packages, the right talent still leans in.

The Saudi Nationalisation Agenda (Saudisation)

What role does Saudisation play in procurement and supply chain hiring, and how do you support both clients and candidates in aligning with national workforce objectives?

Saudisation in procurement is gaining significant traction, especially as the government accelerates local content development. In logistics, there’s still some flexibility, largely because the supply of skilled local professionals in technical logistics roles hasn’t yet caught up.

As a recruiter, I actively collaborate with organisations like CIPS and the Saudi Logistics Academy, both of which are doing phenomenal work in upskilling Saudi talent. I also encourage clients to consider local candidates with potential and to create environments that support their growth. But that environment really matters, hiring a Saudi candidate just to tick a compliance box is a short-term move. What’s needed is mentorship, structure, and a clear development path to ensure sustainable success.

At the end of the day, it’s not just about meeting client demands, it’s about what will work, what can scale, and what the broader talent ecosystem can realistically support.

An example of that is when I advise clients to invest in mid-junior professionals with potential and give them the right runway. It’s one of the most effective ways to build the next generation of leaders. Unicorns are rare- grow your own.

MICHAEL PAGE SAUDI ARABIA

Strategic Procurement in Family-Owned Groups

In your experience, what does the reality of implementing strategic procurement look like within family-owned conglomerates in the region? What unique dynamics or challenges do you see when it comes to embedding procurement as a strategic value-driver in these environments?

This is a really relevant and interesting topic, especially in today’s climate. It’s also a space where I feel I can bring a lot of value, not just because I work in recruitment, but because I’ve spent the last nine years specifically focused on procurement and supply chain talent across the region. I’ve had the chance to observe the evolution of the function, the maturity curve of different businesses, and the kind of talent that has succeeded, or struggled, within various organisational setups, including family groups.

Just recently, I was speaking with the Group COO of a prominent family group who shared his frustrations around the lack of cohesion among subsidiaries. It reminded me of a candidate I knew who had taken on a similar challenge. His approach wasn’t to impose a one-size-fits-all procurement structure, but rather to identify replicable best practices and drive cross-learning.

Now, that sounds straightforward in theory, but the reality is far more complex. In a family group, you’re not just changing systems or policies, you’re challenging years, sometimes decades, of embedded ways of working. You’re walking into an environment where you need to say, “There’s a better way to do this.” And as we all know, change management is often the hardest part of any transformation.

That’s why the kind of talent you bring in for such a project is critical. You need someone who not only understands procurement at a strategic level, the frameworks, the cost levers, the governance, but also someone who is emotionally intelligent, politically astute, and capable of driving behavioural change. These individuals often have to make tough decisions and navigate sensitive conversations. If not handled well, you risk creating more resistance than progress.

The challenge is both in the availability of this blend of technical and soft skills, and in attracting this calibre of talent. While family businesses are the backbone of the regional economy, there’s sometimes hesitation from candidates due to certain misconceptions. And while in some cases these are just perceptions, in others, they may reflect reality.

These themes also apply to supply chain, particularly in emerging areas such as ESG, sustainability, and integrated supply chain planning.

Challenges in Procurement and Supply Chain Recruitment

What are some of the recurring challenges clients face when building high-performing supply chain teams in Saudi Arabia? How does Michael Page help overcome these challenges?

Funnily enough, I spend more time speaking to my clients about retention and growth than I do about recruitment. It has become the primary challenge in today’s climate. Building a high-performing supply chain or procurement function isn’t just about hiring people with the right technical skills, it’s about finding individuals who can navigate complexity, drive change, and align with the organisation’s maturity stage.

One of the most common challenges is the tension between talent scarcity and high expectations. Clients often seek professionals who combine operational excellence with strategic capability. But in a market like ours, where transformation is still ongoing, that hybrid skill set is limited. Another recurring issue is the misalignment between the role and the business environment. We sometimes see companies trying to plug a “best-in-class” leader into an organisation that hasn’t yet evolved to support that level of maturity. Without process, data, or executive alignment, even top-tier talent can struggle.

Cultural fit is also a significant factor, especially in family businesses or government-linked entities. Politics, legacy systems, and unspoken power dynamics can derail even the strongest hires. The real challenge is identifying someone who not only brings the right skills but also has the temperament to navigate those complexities.

This is where our role at Michael Page goes far beyond a standard search function. Because I specialise in this space, I don’t just match CVs to job descriptions, I work closely with hiring managers to assess where they are on the maturity curve, understand the real scope of the role, and gauge the organisation’s appetite for change. Based on that, I advise whether they need a builder, an optimiser, or a stabiliser, and what trade-offs may be necessary in the available talent pool.

We also act as translators, helping both candidates and clients align on expectations, whether it’s about reporting lines, structure, or the broader transformation agenda. And we give honest feedback. If a business wants to attract high-calibre talent, it also has to be ready to receive and retain it. Sometimes that means recalibrating the brief to reflect what’s truly needed.

Another misconception we’re working hard to challenge is the idea that local talent can’t lead transformation. That’s shifting, and part of our role is to surface high-potential nationals who are often overlooked.

Procurement Across Industry Sectors in KSA

How does strategic procurement differ across industries in Saudi Arabia, from sectors like manufacturing and construction to services and retail? What trends or gaps are you seeing in terms of capability, adoption, and business alignment?

The way strategic procurement is defined and executed really varies depending on the sector, and what we’ve seen in Saudi is that maturity levels differ quite significantly.

In manufacturing, for example, strategic sourcing is directly tied to production continuity. There’s a strong emphasis on machine reliability, critical spare parts, raw material availability, and quality standards. This sector tends to have a more structured and long-term view of procurement, where poor sourcing decisions have an immediate and measurable impact. It’s not just about cost; it’s about fit-for-purpose selection, supply assurance, and managing lifecycle costs effectively.

Construction presents a slightly different landscape. While quality and meeting deadlines remain essential, a significant portion of procurement in this sector is service-based. You’re not only sourcing materials, you’re sourcing services. Strategic procurement in this space often revolves around managing a small number of key vendor relationships. However, one of the persistent challenges is the limited depth of certified or globally benchmarked suppliers. Even widely recognised certifications like ISO 9001 aren’t as common as expected, which makes supplier qualification and risk management more complex.

Retail, by contrast, is generally more transactional in nature, though there are exceptions. Categories such as meat, commodities, or perishables require strategic thinking when it comes to sourcing, pricing stability, and supply consistency. But for many other retail categories, procurement still functions in more of a support capacity rather than as a core strategic driver.

In defence or government-linked sectors, procurement is often centralised or predefined, which can limit the scope for professionals to drive strategic initiatives. Meanwhile, in the private sector, there is growing pressure to align with localisation mandates. This means procurement strategies now need to balance cost, quality, and local content requirements, a shift that adds significant complexity and nuance to the sourcing process.

Overall, the region is still experiencing a maturity gap in many industries. Strategic sourcing is evolving, but the focus often remains cost-centric rather than value-driven. While the concept of procurement as an enabler of growth, innovation, and transformation is gaining ground, it’s not yet consistently embedded across all sectors.

Advice for Aspiring Procurement Leaders in the Region

As someone deeply embedded in procurement and supply chain recruitment, what advice would you give to aspiring professionals in Saudi Arabia and the GCC looking to grow into leadership roles?

Start early and start intentionally. It’s never too soon to build your LinkedIn presence, expand your network, and grow your knowledge base.

Networking is critical. Don’t just connect within your own function, reach across adjacent industries. The more diverse your network, the more exposure you’ll gain to different operating models, cultures, and best practices. That cross-functional perspective becomes a real asset as you grow into leadership.

Hand-in-hand with networking is mentorship. Actively seek mentors, and don’t be afraid to reach out. Most senior professionals are more than happy to give back if you approach them with intention and curiosity. I’ve personally had multiple mentors at different stages of my career, they’ve been invaluable, especially when navigating unfamiliar challenges or when I needed a neutral sounding board. And remember, you don’t need just one mentor. Different voices bring different perspectives. Another key pillar is qualification. It may sound obvious, but many professionals get caught up in day-to-day firefighting and forget to invest in themselves. Stay updated with relevant certifications, whether that’s CIPS, APICS, Six Sigma, or others. Continuous learning is your edge, the market is evolving rapidly, and you need to evolve with it.

Community engagement is another often-overlooked area. Join professional associations or industry groups. These platforms not only give you access to a peer group and a support system but also help you stay current with industry trends and innovations.

And finally, stay digitally literate. Understand the technologies shaping your function, whether it’s procurement analytics, automation, AI, or TMS/WMS platforms. Today’s leaders need more than people and process expertise; they must also be capable of leveraging digital tools to drive transformation.

Above all, think like a businessperson, not just a functional expert. Procurement isn’t just about tenders, and supply chain isn’t just about shipments. The professionals who rise into leadership are those who understand how their function contributes to revenue growth, risk management, and longterm business competitiveness.

Michael Page is a leading UK-based recruitment firm, part of PageGroup, connecting professionals with opportunities across sectors including finance, technology, sales, marketing and more. With deep expertise, market insights, and tools like salary guides and career advice, Michael Page helps businesses find the right talent and job-seekers build meaningful careers.

Adlina Azavedo Manager - Procurement, Logistics & Supply Chain - Saudi Arabia

STRATEGIC RESILIENCE

Mohamed Abdlattif Osman on Building Smarter Procurement for Tomorrow

a With nearly two decades of experience across industrial manufacturing, telecoms, mining, FMCG, and real estate, Mohamed Abdlattif Osman brings a rare blend of regional insight and global strategy to procurement leadership. From managing critical fuel supply in crisis-hit Sudan to implementing Oracle Fusion, data centres, SAP S/4HANA, and AI-powered planning tools in the UAE, his career has been defined by adaptability, innovation, and measurable impact.

In this Executive Insight, he reflects on the evolving role of procurement across diverse sectors and markets, the importance of digital tools and ESG integration, and why cultural intelligence, curiosity, and consistent delivery remain the hallmarks of long-term procurement success.

Career Journey

Can you share your journey into procurement leadership and the key milestones that have shaped your approach across different industries and regions?

My procurement career began in Sudan’s industrial sector, managing the sourcing of machines, raw materials, and spare parts for steel manufacturing. I later moved into oil and gas with Petrodar, a joint venture between CNPC, Petronas, and the Sudanese government, during the country’s oil boom. This period taught me how to manage complex supply ecosystems under pressure.

I spent time in the FMCG sector with Coca-Cola, handling MRO supplies, followed by a pivotal role in the cement industry at ASEC Cement Group. I led procurement for a $400 million greenfield plant, one of only two in the region, where I built local vendor networks to reduce lead times, secured MRO and fuel during national shortages, and helped stabilise operations in a highly volatile environment.

At Alliance for Mining, a Gazprom subsidiary, I supported growth from inception to becoming one of the region’s largest gold producers. In telecoms, I led a procurement transformation at MTN Sudan, rolling out Oracle, introducing Sievo for spend analysis, and developing Power BI dashboards to improve decision-making. I also built a fuel distribution system for over 2,000 sites and delivered multimillion-dollar savings through OEM partnerships with Huawei, Ericsson, and Nokia.

Later, in the F&B sector, I oversaw regional supply chain operations across the MEA region, creating a UAE-based hub to enhance resilience. Across each role, I’ve carried forward the same principles: understand the market, tailor the strategy, and deliver measurable results.

Resilience Across Regions

How has your leadership contributed to overcoming regional challenges and building resilient procurement functions?

Resilience requires balancing local agility with global standards. In Sudan, I kept operations running through severe fuel shortages and currency devaluation by building a long-term fuel distribution programme backed by reliable African suppliers.

In telecoms, I developed redundancy across supply chains by diversifying vendors, leveraging OEM relationships, and using digital tools like Power BI for real-time stock visibility. At Julius Meinl, I built a UAE hub that capitalised on free-zone advantages to ensure steady inventory flow for the region.

Today, I rely heavily on SAP S/4HANA, Sievo, and other analytics platforms to drive compliance, performance monitoring, and supplier collaboration. My philosophy remains the same: qualify suppliers rigorously, plan proactively, and measure performance consistently.

Sustainability in Procurement

How are you integrating sustainable practices into procurement and what strategies have proven most effective?

Sustainability isn’t one-size-fits-all. In the cement industry, I partnered with FLSmidth on one of the few green cement plants in the MEA region, incorporating emissions controls and energy efficiency from the outset.

At MTN Group, I supported ESG initiatives to reduce fuel emissions and collaborated with local community organisations to repurpose warehouse waste sustainably.

While at Julius Meinl, a company with a 160-year legacy of sustainability, I supplied eco-friendly products to the MENA region. Supporting their food sustainability initiatives globally was both rewarding and aligned with my personal values.

My approach is to localise global sustainability frameworks, prioritising pragmatic solutions that align with the capabilities of the market while still driving real results.

My philosophy remains the same: qualify suppliers rigorously, plan proactively, and measure performance consistently.

Supplier Relationships and Quality Assurance

What strategies do you use to build long-term supplier partnerships and ensure quality delivery in complex environments?

In markets like Sudan, trust and loyalty are key. At ASEC Cement and MTN Sudan, close personal supplier relationships ensured consistency even under high-stakes conditions. I’ve always emphasised mutual value creation and cultural understanding.

At Alliance for Mining, I worked closely with international and local partners to rapidly expand MRO and fuel capacity. OEM partnerships helped us maintain consistent standards across telecom network expansions.

In the UAE, I combine SRM tools with performance metrics like KPIs, supplier scorecards, and regular reviews. Transparent communication and cultural respect are the cornerstones of every supplier relationship I manage.

Digital Transformation in Procurement

Which digital tools have had the most transformative impact on your procurement operations?

Digitalisation has been integral to every role. At MTN, I led a major Oracle rollout, standardising procurement across a challenging landscape. Sievo provided clarity on spend, and Power BI dashboards helped monitor warehouse performance, including spares and indirect inventory.

At Julius Meinl, I consolidated inventory visibility across the MEA region using a regional hub in the UAE, which enhanced responsiveness and control. Today, SAP S/4HANA and Power BI continue to support compliance, analytics, and supplier collaboration.

The key is adapting the level of digital transformation to the market maturity, technology must serve outcomes, not just processes.

Inventory and Demand Forecasting

How do you balance cost optimisation and availability in dynamic markets?

At MTN, I expanded forecasting to cover indirect materials, partnering with 3PLs like Bolloré and Aramex, as well as developing a local distributor as a logistics partner, to maintain supply across over 2,000 telecom sites. Strategic buffer stocks and safety inventory ensured business continuity.

In FMCG, I leveraged warehousing in Jebel Ali and DWC, partnering with RSA Global to create a regional hub. This structure reduced lead times and improved stock rotation while controlling working capital. Today, AI-powered planning tools combined with real-time market intelligence ensure high availability and JIT delivery across complex project schedules.

Risk Management in Procurement

With global volatility increasing, how do you ensure procurement continuity through effective risk planning?

Risk planning has been at the heart of my career. In Sudan, I developed fuel contracts that safeguarded supply during currency collapses and political unrest. At MTN, I used Power BI to track warehouse stocks and secured local backup vendors.

In mining, I built procurement models from zero to full-scale operations, layering redundancy and contingency planning across every phase.

At Julius Meinl, I mapped compliance and logistics risks using structured matrices. Now, I apply SAP S/4HANA scenario modelling to navigate geopolitical shifts and supply disruptions with greater foresight.

Challenges in Procurement

What challenges have you faced across industries, and how have you adapted to stay competitive?

In Sudan, I had to build vendor ecosystems from scratch, deal with limited infrastructure, and work under restrictive import laws. Success required adaptability, local ingenuity, and global quality benchmarks.

In Africa more broadly, procurement systems are often fragmented, navigating these required flexible frameworks and cultural intelligence.

In the UAE, compliance expectations and performance metrics are far more stringent. I’ve adapted by deploying scalable systems, investing in data visibility, and focusing on stakeholder engagement to meet rising demands without compromising speed or quality.

Trends Shaping the Future:

What trends are redefining procurement and supply chain management in your view?

Digital transformation and ESG integration are leading the charge. In Africa, mobile-first procurement and blockchain pilots are gaining traction to improve transparency and inclusion. In the GCC, AI tools, predictive analytics, and sustainability reporting are quickly becoming essential.

I’m exploring machine learning to score supplier risk, ESG dashboards for sourcing, and greater crossborder knowledge-sharing to build smarter, more integrated supply chains.

The future belongs to leaders who can bridge global systems with regional realities, adapting innovation to deliver sustainable value.

Advice to Aspiring Procurement Leaders

With nearly 20 years in the field, what guidance would you offer to the next generation of procurement professionals?

First, master cultural intelligence. Relationship-building has been as crucial in Africa as technical know-how is in the UAE. Second, pace your technology adoption. I’ve moved from spreadsheets to Oracle, to SAP S/4HANA, always aligning tech with maturity. Third, measure your impact.

Track results, savings, efficiency gains, delivery improvements. Numbers speak louder than narratives. Fourth, network widely and seek mentors. Diverse connections will expose you to broader ideas and faster growth. Finally, stay curious. Every market has unique lessons. That mindset, of constant learning and adaptability, has been my greatest asset throughout this journey.

Mohamed Abdulattif is a seasoned procurement and supply chain leader with over 18 years of experience spanning the GCC and Africa. His career covers diverse sectors, including telecom, FMCG, construction, manufacturing, and general trading, where he has consistently delivered measurable results through strategic sourcing and operational transformation.

Specialising in procurement optimisation, Mohamed has spearheaded initiatives that achieved multimillion-dollar cost savings while strengthening supplier networks across complex markets. His expertise extends to CAPEX and OPEX management, ERP transformation, digital procurement, and inventory optimisation, ensuring alignment with business growth, compliance, and sustainability objectives.

Mohamed Abdulattif Strategic Procurement Head