The Procurement Ledger - Feb 2025

Dear Readers,

Welcome to the latest edition of The Procurement Ledger, where we continue to spotlight the thought leaders, innovators, and changemakers who are shaping the future of procurement.

This month, we are proud to feature JAGGAER on our front cover, with an exclusive interview with Martin Hayles, Senior Vice President of Global Alliances. Martin provides a deep dive into JAGGAER’s Amplify Global Alliance Partner Program, revealing how strategic partnerships are redefining procurement technology, fostering innovation, and driving sustainability across industries.

Beyond JAGGAER, we explore a wealth of insights from procurement leaders across diverse sectors. Jason Gordon of ALPLA North America shares his vision for procurement’s role in advancing operational efficiency and sustainability, while Tamara Soondarjee of Discovery Insure offers her expertise on strategic sourcing and supplier relationship management in the fast-paced insurance sector.

We also delve into procurement transformation in the public sector with Adel Al Jneibi, Head of Procurement at the Central Bank of the UAE, who shares his perspective on leadership and digitalisation in procurement. Similarly, Jeffrey Van Gelderen at IPL Plastics discusses how sustainability and innovation are redefining procurement in the packaging industry.

This edition also highlights the critical role of procurement in emergency services, as we feature an exclusive interview with the Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service. The discussion sheds light on how procurement teams in the public sector are navigating challenges, driving efficiency, and ensuring operational readiness in high-pressure environments.

We further explore risk and supplier management, with Sheri Spinks offering her expertise in supply chain transformation and Edin Hodzic of Bosnalijek JSC shedding light on procurement strategies in the pharmaceutical sector. Meanwhile, Bogdan Asproiu of Planet shares how procurement agility and digital transformation are shaping the payments and technology space.

Our Executive Insights feature thought-provoking perspectives from procurement leaders driving excellence in their organisations. Rahul Vaswan reflects on efficiency and effectiveness in supply chain leadership, Daniyar Zhantilessov of Exness discusses the critical role of supplier relationships and innovation, and Lyvio Frimat at Sanofi shares his expertise on strategic partnerships.

Additionally, we look ahead to LogiPharma 2025, celebrating its 25th anniversary with Will Robinson, who reflects on the evolution of this landmark event and its continued role in shaping the life sciences supply chain.

This edition is packed with insights, expertise, and transformative strategies, offering valuable perspectives to help procurement professionals navigate an evolving landscape.

Enjoy the read!

EDITOR Christopher O’Connor

CREATIVE DIRECTOR

Martyn Oakley

DESIGN SUPPORT

James Pate

SOCIAL MEDIA MANAGER

Martin Reynolds

PROJECT DIRECTORS

Phillip Forde

Fabian Stasiak

Paul Davies

Jamie Norrington

Cisco Loevendie

Denitra Price

Aaron Camilleri

Stuart Irving

PRODUCTION MANAGER

Ewa Piwoni

No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA

ACCOUNTS

Emilio Vences

Joseph Heaton

MANAGING DIRECTOR

Alex Barron

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Driving Procurement Transformation: Insights from Adel Al Jneibi, Head of Procurement at the Central Bank of the UAE

Strategic Procurement for a Sustainable Future: Insights from Jason Gordon, Director of Procurement at

Driving Procurement Innovation: A Conversation with Tamara Soondarjee, Head of Procurement Projects at

Transformational Leadership, Strategy, and Risk & Supplier Management: Sheri Spinks’ Approach to

Driving Strategic Sourcing and Sustainable Practices: An Interview with Edin Hodzic, Director of Procurement at Bosnalijek

Building Strong Supplier Relationships and Driving Innovation: Insights from Daniyar Zhantilessov, Head of Procurement at Exness

Driving Procurement Excellence and Innovation at Planet: An Interview with Bogdan Asproiu, Head of Procurement

Driving Sustainable Procurement Practices: Insights from Jeffrey Van Gelderen, Procurement Director Europe at IPL

Driving Procurement Excellence and Strategic Partnerships: Insights from Lyvio Frimat, Global Director of Procurement Strategy & Partnership Excellence at Sanofi

Empowering Teams and Driving Excellence: A Conversation with the Head of Procurement at Mid & West Wales Fire and Rescue Service

Procurement’s Inflection Point

by Philip Ideson, Founder and Managing Director, Art of Procurement

The start of every new year brings new challenges and opportunities for procurement, but something about 2025 that feels different. Yes, I still feel hopeful about where we’re headed, despite all the uncertainty and change, but there are also some stark realities we have to face.

Procurement is at an inflection point, where individual roles, processes, and even procurement’s core purpose are being redefined before our eyes. Advancements in technology, economic pressures, and shifting business objectives have made it clear: procurement transformation isn’t on the horizon – it’s here now. It will demand our immediate attention if we’re to emerge intact and, hopefully, even stronger.

I have identified five important trends that point to what’s in store for procurement this year, as well as how procurement can thrive in this new reality.

First, the idea of “doing more with less” is here to stay. There are no signs that extra procurement headcount is to be expected, but procurement’s scope will increase all the same. It won’t be enough to become more efficient within current operating models; procurement must rethink them altogether.

In doing so, procurement will also have to move beyond generative AI into “agentic” AI, which can autonomously execute tasks and interact with other AI systems. When it comes to AI in general, it’s time for procurement to address underlying insecurity (even fear) about what value creation looks like with AI.

Thirdly, more process-driven activities will be automated this year. This isn’t about eliminating procurement’s role in driving processes, but rather evolving past it so we’re able to focus on higher-order tasks and strategic value creation.

As more tasks become automated, procurement must be prepared to share ownership as stakeholders get what they need directly through advanced platforms. The procurement process will still exist, but it will be absorbed by orchestration tools and AI agents.

Lastly, shifting trade policies, regulatory uncertainty, supply disruptions, potential inflation, and looming new tariffs have given everyone a sense of heightened caution and volatility.

I believe all of this is good news for procurement.

When we think about all of the changes, it becomes clear that procurement has to rethink their operating model and the differentiated value their human talent and expertise offer to the business.

Procurement must focus on being intelligent market interpreters who can translate data into meaningful strategies. They have to become the key orchestrators and relationship architects, thinking far beyond the transactional. They have to leverage human judgment and expertise to oversee ethics, risk, and compliance for the business. And, perhaps most importantly, procurement must engage in big-picture thinking about positioning, navigating risks and trends, integrating insights, and strategic goal setting – all of which explicitly require human expertise.

2025 will offer procurement ample opportunities – and roles – to contribute in ways that are invaluable to the business, regardless of where the year takes us.

BUILDING STRATEGIC PARTNERSHIPS FOR THE FUTURE

An Exclusive Interview with Martin Hayles, SVP of Global Alliances at JAGGAER

In today’s fast-evolving technology landscape, strategic alliances are more important than ever. As Senior Vice President of Global Alliances at JAGGAER, Martin Hayles is at the forefront of shaping the company’s partnership strategy to drive growth and innovation. With a wealth of experience in procurement, supply chain, and alliance management, Martin has navigated a diverse career path that has led him to lead JAGGAER’s Amplify Global Alliance Partner Program, a key initiative that has transformed the company’s global presence and approach to collaboration. In this cover story, Martin shares his unique journey, insights on building and managing global alliances, and the importance of strong, value-driven partnerships in shaping the future of procurement technology. Discover how JAGGAER is leveraging its alliance strategy to foster growth, innovation, and sustainability across industries.

Professional Journey

Can you share your career path leading up to your current role as Senior Vice President of Global Alliances at JAGGAER?

Like many procurement professionals, I didn’t set out, or have a specific desire, to work in this field—it just happened organically. Perhaps, you could say, procurement found me.

My procurement journey started in sales management. With a medical background, I became very adept at strategy selling to the New Zealand and Australian health sectors. The successes in the role led to an opportunity to move into the government side and eventually back to the UK, where I joined the Government Central Procurement Services Centre, the precursor to the Crown Commercial Service.

Through the procurement community in the UK and the connections I’d made over the years, I was presented the opportunity to design a new procurement operating model for BAE Systems. As part of that project, I on boarded and implemented a platform from a relatively new startup at the time called Coupa.

While deploying that software and collaborating closely with their leadership, I was asked to join the startup to design and build a new strategy and partner program. Fast forward nine years, and the strategy and alliances programs I’ve helped build for Coupa and Ariba are culminating in an incredible and unique program here at JAGGAER.

Amplify Global Alliance Partner Program

JAGGAER launched the Amplify Global Alliance Partner Program to enhance collaboration and growth. Could you elaborate on the program’s objectives and the impact it has had since its inception?

When I joined JAGGAER in 2021, the company had a few partner relationships, but these were primarily centred around services outsourcing. The board recognised that in order to scale and drive new business on a global level, as well as to achieve service excellence, they needed better partner collaboration. JAGGAER has an exceptional services function, and partners bring additional, dynamic skill sets to the value we provide, such as landscape design, change management, project governance, and, of course, customer reach.

I joined JAGGAER specifically to design, build, and scale a partner program from scratch. It’s not often you get the opportunity to create your own program in a greenfield environment. You can imagine the potential, the excitement, and the pride of building something so foundational to a growing organisation. The program has been hugely successful and has impacted every part of JAGGAER—from product, marketing, and sales to top-line strategy. We’ve grown to over 100 partners globally, experienced triple-digit percentage growth in sourced and co-sell activity, and in 2025, we’re launching some exciting partner programs in specific product areas to maximise both JAGGAER’s and our partners’ growth.

Right Partner - Right Deal

JAGGAER emphasises a “Right Partner - Right Deal” approach. How does this strategy influence your alliance-building efforts, and what benefits does it bring to both JAGGAER and its partners?

We maintain a strong balance between partners sourcing opportunities for JAGGAER and JAGGAER bringing in partners for value added opportunities. We recognise the significant impact that partners can have early in the sales cycle, as well as their contribution to project success. While it’s easy to add implementation partners to a deal cycle, not every partner fits every customer. So we need to take into account factors such as partner capacity, capability, sector knowledge, and customer preferences when deciding which partner to include on a specific opportunity.

To formalise this, my team created an internal multidisciplinary board that reviews every deal based on its merits, size, complexity, and sector. Together, we determine if a partner would add value to the customer, and if so, which partner would be the best fit. This approach allows us to identify gaps in our partner community, pinpoint where these gaps exist, and develop strategies to fill them—either by recruiting new partners or by expanding the experience within our existing partner community. This has been extremely effective in aligning our internal partner strategy with our stakeholders at JAGGAER.

Regional Partnerships in the USA

JAGGAER has a strong presence in the USA. How does the company tailor its alliance strategy to foster strong relationships within the US market, and what opportunities do you see for growth and innovation through these partnerships?

JAGGAER has a 30-year history of providing procurement tools to the US market, a presence that continues to grow today with JAGGAER One, our intelligent source-to-pay and supplier collaboration platform. Initially, JAGGAER focused heavily on serving Higher Education, and the early partnerships we had reflected this. However, over the past three years, we’ve expanded our partnerships to broader sectors, particularly in Manufacturing and other verticals with complex supply chains.

We’ve seen similar expansion in other regions, including Europe and MEA, where procurement organisations are increasingly growing into strategic value drivers for their companies. Our partners have strongly supported our growth and diversification in these markets, and as we’ve grown together, this approach has driven innovation across product development, marketing, and extended partnerships with adjacent technology providers.

Accelerating Procurement Impact:

The BearingPoint and JAGGAER Partnership in Industrial Manufacturing

Interview with Diego De la Garza, Supply Chain & Procurement Lead at BearingPoint USA

How has BearingPoint’s partnership with JAGGAER, particularly focusing on the Industrial Manufacturing sector, helped clients achieve quicker and more impactful results in their procurement processes, including savings capture, user adoption, and supplier integration?

Over the past few years BearingPoint and JAGGAER have built a global and synergistic alliance centered on the platform’s deep and expansive functionality, and value driven system integration delivery from BearingPoint that is supported by our global center of excellence that has emphasised procurement leading practices expertise for the Industrial Manufacturing sector. This surgical focus of our alliance has enabled our clients to capture a higher value in expedited fashion by deploying tailored functionality with bespoke implementations to provide full coverage of business requirements so to expedite true speed to value inclusive of savings capture, user adoption and supplier embracement.

Given BearingPoint’s collaboration with major technology suppliers like JAGGAER, how do you see this partnership evolving to address emerging challenges in the procurement landscape, and what innovative solutions are being developed to meet these challenges?

The next stage of our partnership will thrive by enabling the already existing and the upcoming AI capabilities with BearingPoint advisory and innovation hubs, which are designed to deliver solutions to clients that are unique in delivering strategic perspective with tactical applications. We are also creating artifacts and accelerators to clients to enable undisrupted connectivity across technical architecture to unleash the potential of the platform within our clients’ ecosystem bringing IT and Procurement closer.

We will also double down on client value capture via cost-take out initiatives that will be powered by JAGGAER’s advanced sourcing functionality and delivered by BearingPoint. The key differentiation to our alliance in the market is client value centric and our dedication to generate tangible outcomes that help them re-invest in their business to make them more competitive.

“BearingPoint is one of our premier SI partners, having worked with us for over five years. They are our strongest global partner in the Direct Materials space, and together we are driving a significant pipeline of enterprise opportunities within the manufacturing vertical. Their outstanding contributions to these efforts led to them being named our Global Partner of the Year for 2023, an honor awarded in June 2024.”

Martin Hayles SVP of

Global Aliances

Driving Procurement Transformation: The Strategic Partnership Between BearingPoint

and JAGGAER

By Ralf Dillmann, Partner and Global Procurement Consulting Lead at BearingPoint Europe

A Partnership Built on Shared Values

Our collaboration with JAGGAER is founded on a shared commitment to driving procurement excellence. JAGGAER’s comprehensive suite of solutions, particularly the JAGGAER One platform, seamlessly integrates with our strategic consulting capabilities to deliver end-to-end procurement transformations. Together, we help organisations navigate complex supply chains, mitigate risks, and achieve sustainability goals with measurable impact.

Transforming Procurement at Scale

A prime example of our successful partnership is the transformative journey with TK Elevator. By leveraging JAGGAER One’s advanced procurement platform and BearingPoint’s deep consulting expertise, we helped TK Elevator digitise its global procurement operations. From defining a global core model for Supplier Relationship Management (SRM) and Source-to-Contract (S2C) to enhancing Procure-to-Pay (P2P) processes, our joint efforts have streamlined operations, improved supplier collaboration, and elevated sustainability performance. Our role at BearingPoint goes beyond implementation. We work closely with clients to define strategic KPIs, ensure seamless data integration, and foster continuous improvement. This holistic approach not only enhances procurement efficiency but also supports long-term resilience and growth.

Driving Innovation Through Collaboration

The synergy between BearingPoint and JAGGAER lies in our ability to combine technology with strategic foresight. While JAGGAER provides the robust digital infrastructure, BearingPoint adds value through tailored consulting services that address unique business challenges. This collaborative model has proven effective across industries, from manufacturing to healthcare, where procurement leaders face increasing pressure to deliver cost savings, manage risks, and support ESG initiatives.

Adapting to Market Changes

In the face of evolving market dynamics, how does JAGGAER ensure its alliance strategies remain agile and responsive to industry shifts?

In this sector, there’s a high degree of movement and collaboration between partner leaders , alliances leaders, and sector experts. We form a tight-knit ecosystem, where professionals frequently collaborate between organisations. This constant strategising between partners and vendors keeps us well-attuned to industry changes and market shifts.

Working alongside our partners, rather than relying solely on direct sales, provides a faster and more effective feedback loop. We leverage these relationships to continuously monitor evolving agendas, buying trends, emerging technologies, and, in recent times, changes in compliance and regulations. To ensure we stay ahead, we meet with all our top partners on a quarterly basis to review market dynamics and assess how we can respond to shifts. More importantly, we focus on emerging news and trends. Given that most sales cycles in this segment last at least six to nine months, it’s essential to identify and measure new opportunities well in advance to remain competitive and agile.

Technology Integration in Partnerships:

How does JAGGAER collaborate with partners to integrate emerging technologies into your solutions, and what role do alliances play in driving innovation?

We are delivering a single platform augmented with best-of-breed 3rd-party technologies to meet the expanding needs of the procurement community. Over the past few years, I’ve observed a significant shift at conferences, with large single-solution booths being replaced by a host of smaller, API-connected solutions. From a customer standpoint, this evolution is a positive one, as it offers greater flexibility and choice.

However, this shift also makes it increasingly difficult to identify emerging solutions, choose the right partners, or even decide whether we should build something ourselves. The pace of innovation is so rapid and constantly changing that we need to review emerging technologies in groups, rather than individually, and assess their potential for integration. It’s essential that they connect seamlessly and deliver meaningful data or processes that solve customer problems while adding value to the JAGGAER One ecosystem.

Maximising Supply Chain Optimisation:

The Long-Standing Partnership Between RiseNow and JAGGAER

RiseNow and JAGGAER have a long-standing collaboration. Can you discuss how your partnership with JAGGAER enhances supply chain optimisation for clients, particularly through the JAGGAER platform and user optimisation?

It’s always been my vision as the founder and CEO of RiseNow to bring a truly differentiated level of care to our clients. As a 100% solution-agnostic organisation, we see it as our responsibility to recommend, implement, and optimise whatever solution best fits our client’s needs.

Over the years, we’ve worked with many great platforms and have seen Jaggaer work especially well with RiseNow clients who require highly configurable, end-to-end solutions, like in complex manufacturing, public sector, and higher ed. Jaggaer has a huge breadth of functionality. However, regardless of which platform an organisation chooses, the real challenge goes well beyond implementation – it’s ensuring that the technology is fully adopted and operationalised. Our role isn’t just to help implement, but to build the operating models, governance structures, and user adoption strategies that ensure our clients get full value from their tech investment. We’re proud of the work we’ve been able to accomplish alongside Jaggaer in this regard.

As JAGGAER’s first implementation partner, what has your experience been in aligning RiseNow’s services with JAGGAER’s solutions to drive value for customers? Can you share any key outcomes from this collaboration?

As a firm who has worked across source-to-pay and procurement technology providers, helping clients navigate solution selection, implementation, and optimisation, our knowledge and experience with Jaggaer is amongst our deepest. One specific area where we’ve driven tremendous joint success is in higher education, where Jaggaer has been widely adopted.

Higher ed procurement isn’t easy—too many disparate, decentralised systems, too many stakeholders, and too little visibility into spend. We’ve seen institutions struggle with decentralised purchasing, a lack of contract compliance, and outdated procurement processes that drain time and money.

It’s always such a pleasure to see the relief and excitement of our clients as they work closely with ours and Jaggaer’s team to cut complexity and solve problems instead of creating new ones.

Interview with Matt Stewart, CEO at RiseNow

With a focus on procurement transformation and operational optimisation, how does RiseNow help organisations maximise their investment in JAGGAER’s technology and achieve their business goals?

I’d be remiss if I didn’t mention RiseTalent here – a unique apprenticeship program we just launched that trains and develops talented recent college graduates, career changers, veterans, and more to work within our clients as world-class system administrators, ensuring that the tech is always optimised and adapting to changing business environments.

The initiative is designed to give organisations access to onshore, US-based resources to sustain and optimise their procurement technology investments. Jaggaer’s entire client base should all have an easy way to continuously improve and refine their deployment, especially as we see new innovation with intake and orchestration, agentic procurement, and whatever else will undoubtedly come our way in the coming years!

Our number one focus is to provide the roadmap, governance, and talent strategy to ensure our clients see sustained success, not a one-time project.

Looking ahead, what role do you see RiseNow playing in the evolving supply chain optimisation landscape, particularly in light of JAGGAER’s continued advancements in digital transformation and automation?

Here’s the thing I wish people would remember more often: technology alone doesn’t drive transformation. It’s an incredible enabler, and we’re proud to have brought Jaggaer to so many environments over the years. But it’s how an organisation ties that technology to their desired business (not just procurement!) outcomes that determines true success.

There’s tension in the market right now between what will be automated, and what needs to be done by a human. Both are equally important, but in a world where the “old guard” is retiring, those who are mid-career are stepping up, and we’re seeing an influx of excited digital natives choosing procurement and supply chain as a career, I’m expecting an unpredictable and groundbreaking shift in how we think about “talent” (whether that talent is human or not)!

The future belongs to companies that move fast but with purpose, embrace new ways of working, and build procurement strategies that are as agile and forward-thinking as the businesses they support. The ones that see technology as an enabler, not a crutch, and surround it with the right people, processes, and structures to drive real results. I wake up every morning excited to bring this to life.

“RiseNow has been a strategic JAGGAER SI partner in North America for over 15 years, demonstrating deep expertise across numerous vertical markets. Over the past several years, they have been one of our leading partners, playing a key role in sourcing and winning several large enterprise opportunities.”

Martin Hayles SVP of

Global Aliances

Empowering Smarter Procurement and Sustainability:

The Strategic Partnership Between JAGGAER and carbmee

Interview with Prof. Christian Heinrich , Co-Founder at carbmee

Why is the partnership between JAGGAER and carbmee so crucial in today’s supply chain landscape, and how does it empower organisations to tackle both procurement challenges and sustainability goals effectively?

The JAGGAER and carbmee partnership is crucial because it integrates sustainability directly into procurement workflows, addressing the growing need for companies to balance cost efficiency with ESG commitments. Many organisations struggle with Scope 3 emissions visibility, making carbon reduction complex and fragmented. This partnership embeds carbon footprint tracking, risk assessment, and reduction planning into procurement, ensuring sustainability isn’t an afterthought but a core decision-making factor.

By leveraging carbmee’s EIS™ platform within JAGGAER’s sourcing module, companies can measure product and supplier emissions, set reduction targets, and align sourcing with net-zero strategies. This enables procurement teams to go beyond compliance and proactively mitigate supply chain emissions while maintaining efficiency.

This partnership empowers organisations to turn procurement into a sustainability driver, helping them meet regulatory demands, optimise supplier selection, and gain a competitive edge in an increasingly ESG-driven market.

How will the collaboration between JAGGAER and carbmee help both companies scale their impact, drive innovation, and improve outcomes for customers, especially in terms of integrating sustainability into procurement processes?

This collaboration enhances the JAGGAER One platform by integrating carbmee’s automated carbon tracking and ESG reporting, making sustainability an essential part of procurement. It allows both companies to scale their impact by embedding real-time emissions insights into sourcing decisions, giving customers the ability to assess Scope 1, 2, and 3 emissions automatically.

For customers, this means moving from basic compliance reporting to data-driven carbon reduction strategies. By replacing manual assessments with automated supplier emissions tracking, risk scoring, and reduction planning, procurement teams can make smarter, sustainability-aligned decisions without added complexity.

Additionally, the partnership enables organisations to shift from price-based comparisons to Total Value of Ownership (TVO) analysis, ensuring every sourcing decision aligns with financial, environmental, and strategic business goals. This drives innovation in sustainable procurement, helping companies optimise supplier selection while accelerating their path to net zero.

The integration of ASO is a key aspect of this partnership. What makes this integration particularly unique, and how will it deliver significant value to JAGGAER’s customers in terms of calculating Risk Scores?

The Advanced Sourcing Optimizer (ASO) integration with carbmee’s EIS™ platform is unique because it brings real-time carbon impact visibility into procurement decisions. Unlike traditional systems that prioritise cost and quality, this integration enables automated sustainability risk assessment alongside financial and operational factors.

JAGGAER customers can now link supplier emissions data and product carbon footprints to assess environmental impact at every stage of sourcing. This allows procurement teams to identify high-risk suppliers, predict sustainability risks, and align sourcing with corporate ESG goals.

Additionally, contract management is streamlined, ensuring pre-defined sustainability clauses are applied automatically. Companies can now enforce carbon reduction commitments across all suppliers, reducing compliance risks.

By shifting from a cost-centric to a risk-adjusted sourcing model, JAGGAER customers can proactively mitigate supply chain disruptions, regulatory penalties, and reputational risks—all while ensuring their procurement strategy supports long-term sustainability goals.

Looking towards the future, what is your vision for the JAGGAER and carbmee partnership, and how do you see it evolving to further support organisations in their journey toward sustainability and smarter procurement decision-making?

The vision for this partnership is to create a seamless, intelligent procurement ecosystem where cost efficiency and sustainability are fully aligned. By continuously enhancing AI-driven predictive analytics, real-time carbon tracking, and automated ESG compliance, JAGGAER and carbmee will help organisations proactively reduce emissions before procurement decisions are made.

Future developments may include expanded Scope 3 collaboration tools, allowing businesses to work directly with suppliers to improve sustainability metrics and reduce overall carbon impact. Deeper automation will also enable real-time carbon impact forecasting, helping companies integrate netzero strategies directly into sourcing operations.

Ultimately, this partnership will transform procurement from a cost-driven function into a strategic enabler of sustainability, ensuring companies can achieve net-zero goals, optimise supply chain resilience, and maintain competitive advantage in a rapidly evolving market.

“Our partnership with carbmee represents a major step forward in helping our customers integrate ESG considerations seamlessly into their procurement strategies. By combining Jaggaer’s advanced sourcing capabilities with carbmee’s deep expertise in sustainability data, we are enabling businesses to make more informed, responsible decisions in an increasingly complex regulatory landscape.”

Martin Hayles SVP of Global Aliances

Challenges in Alliance Management

What are some common challenges you’ve encountered in managing global alliances, and how have you addressed them to maintain strong partner relationships?

The two biggest challenges in alliance management are relationships and value. Strong partner relationships are crucial—after all, you collaborate with people you like, respect, and who show reciprocity. A partnership is much like a marriage: there are good times, bad times, and some difficult conversations. However, the key is to partner for the long-term. A significant driver for successful partnerships is the value we both derive from the relationship, particularly when it comes to customer satisfaction, market perception, acquisition costs, and long-term investment in the partnership. When reciprocity and respect are present, and when we have aligned joint goals, the outcomes are usually positive.

One of the biggest challenges with a global alliance structure is maintaining consistent, meaningful contact with key people across different regions. Each partner has its own structure, silos, and practices, which can vary from country to country, even within the same partner. To address this, it’s crucial to separate the structure and adopt a regional approach while maintaining global relations where possible.

Although vendors may have a unified structure, many global partners are, in fact, regional organisations that happen to share a joint logo. This requires additional consideration to be managed effectively. While vendors tend to operate globally, most of our partner relationships are regional. This requires a tailored market approach, where agreed upon goals and executive alignment are handled regionally on the partner side, but stay global on the vendor side. Balancing this is essential for ensuring that reciprocity and governance work effectively.

Advice for Aspiring Alliance Leaders

What advice would you

offer to professionals aspiring to lead global alliances in the technology sector?

That’s a tough one, as I’m not sure many people intentionally choose this sector or aspire to work in it. Nearly everyone I’ve met has stumbled into it from other areas. If I were to pinpoint some specifics, I’d recommend gaining a varied set of experiences from roles in Sales, Marketing, Services, Procurement, or similar fields. Global Alliances is all about understanding relationships, strategy, value, and problem-solving. Learning these skills from different perspectives is essential when managing technology sector partnerships.

It’s less about the technical aspects of a technology. In fact, if you are particularly technical, I’d advise you to consider a different career path. What’s crucial is your ability to sell the vendor’s vision, articulate the value, and understand partner success. What value do you provide them? At the core, it’s all about relationships and value.

I was recently discussing partners with our Global Head of Customer Success, and as we talked through our respective roles, I realised we are almost mirror images of each other. The way you manage, strategise, and deliver customer success mirrors how you manage partner success. While the values and drivers may differ, a Customer Success Manager (CSM) role closely matches an Alliance Director role. The main difference lies in the strategic side, which highlights the skills and attitude required for modern alliance roles.

Key Priorities and Investments for JAGGAER in 2025

What are the key priorities and investments for JAGGAER in 2025?

JAGGAER is entering its 30th year of source-to-pay innovation and 2025 represents an opportunity for us to celebrate the achievements of our customers and partners. After all we are only as successful as these customers and partners, and our priorities for the year reflect a desire to showcase the incredible ways in which JAGGAER technologies help them accelerate business outcomes. For example, we’re excited to share the stories about the group of customers who have collectively saved hundreds of millions of dollars using JAGGAER’s Advance Sourcing Optimizer (ASO) to simplify highly complex sourcing events. REV2025, our annual customer experience that brings together source-topay experts, peers, partners and analysts—being held in Miami June 23-25—will showcase unique use cases like those of our ASO customers.

With regard to investment, I’ll highlight a particular focus in product. JAGGAER has been strategic about its implementation and embedding of AI-powered technologies with the purpose and intent of enhancing human decision making. In fact, the first AI-powered tools within the JAGGAER One platform date back to over ten years ago. Our investment priorities for 2025 will continue this tradition of innovation and help organisations to manage and automate complex processes while enabling their highly resilient, accountable, and integrated supplier base. We expect an exciting year ahead.

JAGGAER, established in 1995, is a global leader in procurement software solutions, offering an AI-powered, source-to-pay platform that enhances supplier collaboration and streamlines procurement processes. Serving diverse industries worldwide, JAGGAER focuses on innovation and customer success to drive efficiency and value in enterprise commerce.

Martin Hayles SVP of Global Aliances

DRIVING PROCUREMENT TRANSFORMATION

Insights from Adel Al Jneibi, Head of Procurement at the Central Bank of the UAE

Adel Abdulla Al Jneibi is a dynamic procurement leader with a wealth of experience spanning government, healthcare, aviation, and nuclear energy sectors. Currently serving as the Head of Procurement at the Central Bank of the UAE, Adel’s career trajectory has seen him navigate complex supply chains, from aerospace at STRATA Manufacturing to healthcare at Cleveland Clinic Abu Dhabi, and even nuclear energy at Emirates Nuclear Energy Corporation (ENEC). With over a decade of leadership experience, Adel has been instrumental in transforming procurement functions, enhancing efficiency, and driving compliance across multiple industries. In this interview, Adel shares his insights into procurement leadership, the impact of digital transformation, and the evolving landscape of supply chain management in the UAE and beyond.

What role has digital transformation played in reshaping your rocurement operations?

Digital transformation has had a profound impact on how our procurement operations function. By streamlining end-to-end processes, we’ve been able to significantly increase efficiency, reduce processing times, and minimise human error. Automation now handles repetitive and manual tasks, allowing the team to focus on more strategic, value-adding priorities.

Cost savings have been a key benefit. With advanced spend analysis tools, we can identify spending patterns and leverage this data to improve demand planning. The access to real-time data and analytics has also enhanced decision-making, enabling us to make more informed choices around sourcing strategies and supplier selection.

Risk management has greatly improved as well. Digital tools have introduced stronger controls, enabling us to manage contracts, supplier information, and procurement data with greater accuracy while ensuring compliance with internal policies and regulations. Moreover, supplier management has become more effective, with better tracking of supplier performance and more efficient categorisation, leading to stronger supplier relationships across the board.

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

Assessing ROI begins with evaluating the tangible impact on both efficiency and costs. Automation has significantly reduced administrative tasks, eliminated manual errors, and accelerated procurement cycles. These improvements directly lead to cost savings by minimising time spent on repetitive processes and preventing financial losses due to errors.

More importantly, automation enables the team to focus on higher-value activities such as supplier negotiations, market analysis, and risk management. These strategic initiatives often result in long-term cost reductions and improved supplier terms, contributing to measurable ROI. Over time, the operational efficiencies gained through these digital tools continue to deliver value—both in immediate savings and in positioning the organisation for sustainable future growth.

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

Several technologies have played a crucial role in transforming and streamlining procurement processes:

eProcurement Platforms: These simplify purchasing workflows and enhance the overall user experience, making it easier for teams to manage the procurement lifecycle efficiently.

Spend Analysis Tools: By consolidating data from multiple sources, these tools allow us to understand spending patterns, identify opportunities for savings, and benchmark performance against industry standards.

Supplier Management Platforms: These tools improve the management of supplier relationships, enabling better performance tracking, reducing risks, and optimising costs.

ERP Systems: By integrating procurement with other business functions, ERP systems provide better coordination and visibility across the organisation.

Together, these technologies have empowered us to work more efficiently, make informed decisions, and manage procurement in a more strategic manner.

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

Integrating new technologies with legacy systems can be a complex challenge, but with a structured approach, it becomes manageable. We start by thoroughly assessing the legacy systems to identify bottlenecks and blockers. This helps us define the areas that need modernisation.

Next, we select integration tools that align with our goals and systems, ensuring they are scalable and future-proof. Data migration is another critical step, and we plan it carefully to avoid disruptions and maintain data integrity. Establishing a clear timeline with defined milestones is key to keeping the project on track.

During implementation, we prioritise constant communication to address any emerging challenges. Finally, we invest in knowledge transfer to ensure that our team is well-equipped to manage and sustain the integrated systems effectively. This systematic approach helps minimise risks and ensures a smoother transition.

“Assessing ROI begins with evaluating the tangible impact on both efficiency and costs. Automation has significantly reduced administrative tasks, eliminated manual errors, and accelerated procurement cycles.”

How have you fostered a culture of innovation within your procurement team?

Encouraging innovation within the team begins with leadership. It’s essential to set a clear vision that aligns with organisational goals while creating an environment where team members feel empowered to share ideas and take calculated risks.

One of the key principles we follow is reframing failure as a learning opportunity. Mistakes are viewed as steps toward improvement, and we celebrate progress rather than solely focusing on success. Transparency is encouraged, creating a safe space where team members feel comfortable experimenting with new ideas.

We also engage key stakeholders at all levels to ensure diverse perspectives and alignment with business priorities. Providing the team with tools and dedicated spaces for collaboration helps unlock creativity. Additionally, we’ve introduced incentive programs to recognise and reward innovative contributions.

Lastly, a systematic approach to innovation is crucial. By creating a structured and transparent process, we ensure that every team member has the opportunity to contribute to meaningful change. This culture of innovation has driven continuous improvement and positioned the team as a strategic asset.

Adel Al Jneibi

STRATEGIC PROCUREMENT FOR A SUSTAINABLE FUTURE

Insights from Jason Gordon, Director of Procurement at ALPLA North America

Jason Gordon, Director of Procurement at ALPLA North America, has dedicated his career to advancing procurement strategies that drive operational success and support sustainability goals. With an impressive background in procurement and supply chain management, Jason has been instrumental in transforming ALPLA’s procurement function into a strategic enabler of the company’s ambitious objectives. In this interview, he shares his vision for the future of procurement at ALPLA, emphasising the importance of digital transformation, innovation, and sustainable practices. Jason discusses how procurement is evolving into a critical component of the company’s broader business strategy, and the role it plays in achieving ALPLA’s long-term goals of growth, sustainability, and operational excellence.

Career Journey and Role at ALPLA North America

Can you share your professional background and the path that led you to your current role as Director of Procurement at ALPLA North America?

I hold a BS in Mechanical Engineering from the University at Buffalo, where I also earned an MBA with a focus on Supply Chain and Marketing. I began my career as a purchasing agent for a medical device company, quickly discovering a passion for procurement. Over the years, I have taken on increasingly senior roles within various manufacturing organisations, transitioning from tactical to strategic responsibilities. After six years leading the procurement organisation for the Americas at a major folding carton converter, I embraced a new challenge at ALPLA. In this role, I am leading the transformation journey for the North American region, tasked with evolving an already successful organisation into a strategic business partner. My focus has been on developing and empowering the team to support the company’s growth ambitions.

Procurement’s Role in ALPLA’s Mission

How does the procurement function align with and support ALPLA’s mission to be a world leader in the development and production of innovative plastic packaging solutions?

Since joining ALPLA, the Procurement function has shifted its focus from simply targeting cost reductions to driving value across the organisation. By aligning with ALPLA’s growth objectives, Procurement supports new product development, market expansion, and customer satisfaction, reinforcing the company’s position as an industry leader. Through close partnerships with our commercial and technical teams and collaborative engagement with operations, we are fostering a culture of cross-functional collaboration. A key pillar of our global strategy is achieving top-line growth to $10 billion by 2035. To support this goal, we have aligned our procurement strategy and organisation to focus not only on bottom-line improvements through cost-saving initiatives but also on enabling top-line growth. This approach includes cultivating strong relationships with strategic suppliers to drive innovation and co-development, further cementing ALPLA’s market leadership. Additionally, Procurement plays a crucial role in advancing ALPLA’s sustainability goals by sourcing circular materials, prioritising recyclable solutions through supplier partnerships, and championing the use of renewable resources within the supply chain.

Sustainable Procurement Practices

Sustainability is a key focus for ALPLA. Could you elaborate on the initiatives your team has implemented to promote sustainability and ethical practices within the supply chain?

In 2021, I took on the leadership of ALPLA’s sustainability organisation in North America, recognising the natural synergy between sustainability and procurement. Since then, we have worked to establish a robust culture of sustainability within the region, building on the strong foundation already in place across the ALPLA group. A key focus area is ensuring that we operate as a responsible manufacturer at all production sites. This includes supporting our carbon reduction goals by introducing more renewable energy solutions and increasing the use of post-consumer recycled content. Procurement plays a vital role in driving these initiatives forward. We also extend our efforts upstream in the supply chain, ensuring that our supply partners operate ethically and are well-positioned to support our sustainability goals. Beyond reducing our carbon footprint, we emphasise foundational sustainability principles, such as implementing active recycling programs at every production site to continually reduce landfill contributions. Through these efforts, we aim to drive meaningful progress toward a more sustainable future.

Leveraging Technology in Procurement

With advancements in technology, how is ALPLA integrating digital tools and data analytics to enhance procurement processes and decision-making?

ALPLA is embracing digital tools and data analytics to transform its procurement processes and enhance decision-making. The benefits of this integration are clear: real-time insights and automated processes enable faster, more informed decisions, while improved visibility and analytics support smarter purchasing choices, reducing waste and costs. A key example of this transformation is the implementation of the Icertis Contract Intelligence platform, which streamlines contract management across procurement, sales, and legal operations.

Additionally, I firmly believe that accurate and reliable data is the cornerstone of any procurement organisation’s ability to make strategic sourcing decisions. To that end, we are partnering with Simfoni to integrate their spend analytics platform into our operations. This platform’s advanced algorithms will help us analyse spending patterns, uncover cost-saving opportunities, and minimise maverick spend. These initiatives are part of ALPLA’s larger digital transformation strategy aimed at modernising operations and driving greater efficiency. By leveraging these tools and insights, I am committed to advancing procurement from a cost-focused function to a strategic engine of value and innovation.

Managing Supplier Relationships and Compliance

What strategies does ALPLA employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

ALPLA implements a range of strategies to uphold strong, ethical relationships with suppliers while ensuring compliance with industry standards and regulations. Central to this is our comprehensive supplier code of conduct, which reflects our corporate social responsibility values. This code sets clear expectations for ethical practices, including adherence to labor rights, environmental stewardship, and anti-corruption measures.

We prioritise transparency through robust management processes, detailed selfassessment and risk analysis guidelines, and proactive engagement with key suppliers. A significant focus is our commitment to covering 100% of our key suppliers under our enhanced Supplier Relationship Management (SRM) program. This program includes regular assessments and monitoring to ensure suppliers meet ALPLA’s quality, regulatory, and ethical standards, among other benchmarks.

Fostering trust, promoting sustainability, and driving operational excellence are at the heart of maintaining these strong, ethical partnerships. These strategies ensure our supply chain aligns with ALPLA’s values and supports our long-term goals.

How ALPLA Transformed

Procurement with Simfoni

ALPLA, a global plastic packaging manufacturer, needed a better way to manage spend, improve data accuracy, and drive procurement efficiency. With Simfoni, ALPLA gained a trusted partner that not only delivered cutting-edge procurement technology but also ensured data integrity, automation, and strategic insights to optimize spend.

—Enhanced Visibility & Data Accuracy

Real-time analytics and proactive data validation ensured credible, high-quality insights.

—Increased Efficiency

& Stakeholder Confidence

Automated processes freed internal resources, while defensible data strengthened procurement’s credibility with leadership.

—Enhance Savings Identification

Improved visibility helped the team identify more savings opportunities - supplier consolidation, purchase price variance, payment terms optimization.

Reinvent your spend management with Simfoni: AI-powered, consumption-based spend management solutions that pay for themselves in months – guaranteed!

“

The clarity and insights provided by the Simfoni platform make it easier to align teams and drive data-backed decisions across the organization.

ALPLA for credible, defensible variance, and

-

Mark Sloan,

Procurement Manager,

Schedule a Consultation with Simfoni

”

About Simfoni

Simfoni is a global leader in AI-driven procurement solutions, helping manufacturers like ALPLA Werke maximize spend efficiency, streamline sourcing, and drive procurement excellence. Simfoni’s AI-powered platform enhances supplier transparency, mitigates risk, and delivers measurable savings across all spend categories. Whether navigating strict FDA regulations or optimizing fragmented tail spend, Simfoni equips procurement teams with real-time insights, automation, and flexible sourcing strategies to improve efficiency and strengthen supply chains.

At the core of Simfoni’s platform is the Strategic Spend Terminal—a fully integrated solution that unifies Spend Analytics, eSourcing, Sourcing Pipeline, Savings Tracking, and Contract Management into a seamless ecosystem. By automating workflows and leveraging AI-powered analytics, Simfoni enables procurement teams to make faster, smarter decisions—unlocking measurable savings and long-term value.

Simfoni’s AI-powered platform automates data classification and spend analysis, providing real-time visibility into procurement activities. These insights help teams identify cost-saving opportunities, optimize sourcing strategies, and mitigate risks with confidence.

According to Jason Gordon, Director of Procurement at ALPLA Werke, “Their commitment to data accuracy has been remarkable—at times, they’ve shown even more dedication to ensuring precision than we did ourselves. It’s genuinely refreshing to see them fully deliver on their promises.”

Simfoni’s Enterprise Tail Spend Management solution helps organizations gain control over fragmented spend, reduce transaction costs, and streamline supplier management— driving efficiency across the procurement lifecycle.

“Tail spend reduction has been a key focus for us, and Simfoni’s platform is helping us streamline low-value transactions and negotiate better pricing with preferred vendors.”

With a unique SaaS + Services model, Simfoni offers flexibility, allowing companies to selfmanage procurement or leverage expert sourcing support. Its cloud-based, rapid deployment model delivers ROI in weeks, not months, by providing instant access to market insights, supplier performance data, and dynamic sourcing events. To further maximize value, Simfoni offers a consumption-based pricing model, ensuring organizations only pay for the value they receive—aligning costs with usage and measurable savings.

Connect with Simfoni

To learn more about how Simfoni can help your organization unlock procurement excellence, contact us at www.simfoni.com or click here to schedule a demo.

Strategic Collaboration with Simfoni

Can you elaborate on the strategic partnership between ALPLA North America and Simfoni? How has their technology and expertise enhanced spend visibility and streamlined procurement processes for your organisation?

Our partnership with Simfoni is still relatively new, but it has already proven to be an incredibly positive experience. The Simfoni team has been highly responsive, ensuring a smooth and refreshing onboarding process. Their commitment to data accuracy has been remarkable—at times, they’ve shown even more dedication than we would have expected from an external partner. It’s genuinely refreshing to see them fully deliver on their promises, embodying a service-first approach.

Their technology, particularly their spend management platforms, consolidates data from multiple sources into a single, comprehensive dashboard. This will significantly enhance the credibility of our data, empowering us to make more informed business decisions. I’m especially excited to begin utilising their AI-driven analytics tools, which will allow us to uncover trends, identify outliers, and pinpoint opportunities for cost savings.

Ultimately, this partnership is set to reduce manual effort for my team while enhancing the depth and precision of our spend analysis. I’m confident that things will continue to improve from here.

Data-Driven Decision-Making

How has Simfoni’s solutions empowered ALPLA North America to make more data-driven procurement decisions, and what measurable impact has this had on your overall operational efficiency and cost management?

We are still in the onboarding phase, so while I can’t yet speak to specific decisions made using the Simfoni solution, I’ve already seen enough to feel confident that it’s the right fit for us. Our engagement with their team has already helped us identify gaps and inaccuracies in our data, which has started to yield tangible benefits.

By addressing these inaccuracies, my team now feels more empowered to make data-driven procurement decisions and has gained a fresh perspective on how we view and utilise data. This shift has also fostered greater collaboration with other departments, as we can now leverage more credible data on spending habits to influence actions and drive alignment.

This is just the beginning. Once the spend management platform is fully live and integrated into our daily processes, we anticipate a significant boost in procurement efficiency and substantial cost improvements.

Optimising Tail Spend Management

Tail spend is often a challenge for organisations. How has your collaboration with Simfoni helped ALPLA North America tackle tail spend management, and what benefits have you observed in terms of cost savings and supplier relationships?

Effectively managing tail spend is a challenge that keeps even the most experienced procurement professionals up at night. Simfoni’s approach to addressing tail spend through their technology solution is what initially drew us to them. Their ability to consolidate and categorise tail spend data provides clear insights into spending patterns and supplier activity.

Tail spend reduction has been a key focus for us over the past three years, and with Simfoni’s platform, we’re confident this will finally help us streamline the number of suppliers for low-value transactions, while enabling us to negotiate better pricing and terms with preferred vendors. I’m particularly excited about our first opportunity assessment with the Simfoni team, which will focus on leveraging their solution to uncover cost-saving opportunities specifically in the area of tail spend.

There are several benefits I’m confident we can achieve. Chief among them is the ability to transform tail spend from a persistent challenge into a strategic opportunity. We anticipate this will lead to measurable cost savings, stronger supplier relationships, and improved operational efficiency.

Adapting to Market Volatility and Supply Chain Disruptions

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

Adapting to the volatility of today’s global market, including fluctuations in commodity prices and supply chain disruptions, requires a proactive and flexible approach within our procurement organisation. Prior to joining ALPLA, enforcing a force majeure clause in contractual agreements was uncommon. However, in this industry, our key material suppliers frequently experience qualifying force majeure events, necessitating a highly resilient supply chain.

From hurricanes and winter freezes in Houston to the challenges of COVID-19, I have navigated numerous disruptions and successfully ensured that our plants remained operational and our customers consistently supplied. To mitigate risks, we partner with multiple suppliers for critical raw materials, reducing reliance on any single source. We also balance global and local sourcing to minimise the impact of geopolitical or logistical challenges and collaborate closely with suppliers to strengthen their resilience and ability to adapt to evolving demands.

Looking ahead, I aim to harness the growing potential of AI technologies to enhance our capabilities in predictive analytics and scenario planning. These tools will further protect against price volatility and supply chain disruptions, ensuring continued success and reliability in our operations.

Supporting Innovation through Procurement

How does the procurement team collaborate with other departments to foster innovation and bring new solutions to enhance ALPLA’s product offerings?

ALPLA’s procurement team collaborates closely with other departments to foster innovation and enhance product offerings through several key strategies. We emphasise cross-functional collaboration. ALPLA forms cross-functional teams that include members from procurement, our tech center, commercial, and operations. These teams work together to identify market needs, develop new products, and improve existing ones.

Engaging our suppliers is another collaborative tool we employ. ALPLA organises events where suppliers can present their latest innovations and technologies. We have the ability to host these sessions at our technical center in McDonough or at our supply partners’ innovation centers. These events facilitate direct interaction between suppliers and various ALPLA departments, fostering collaborative innovation.

ALPLA’s commitment to sustainability also drives innovation in product development. The procurement team works with suppliers and other departments to source sustainable materials and develop eco-friendly packaging solutions. These collaborative efforts help ALPLA stay at the forefront of innovation in the packaging industry, ensuring that we can meet evolving market demands and maintain our competitive edge.

Developing Talent in Procurement

What initiatives does ALPLA have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

ALPLA has implemented several initiatives to attract, develop, and retain top talent within the procurement organisation while fostering a culture of continuous improvement. Training is a key focus for our procurement team as we strive to build strong, dependable professionals who can support our transformation journey and emerge as future leaders, whether within procurement or other areas of the business. We aim to equip our talent with the skills needed to thrive both inside and outside of the procurement organisation.

From workshops on negotiation and influencing strategies to sessions on change management, we regularly provide training that ensures our team stays up-to-date with the latest industry practices and technologies. Additionally, ALPLA is opening a new Learning & Development Hub in Iowa City. This state-of-the-art facility will feature workshops, offices, and training rooms designed to support comprehensive apprenticeship programs and serve as a career pipeline for future manufacturing and business professionals.

The L&D Hub will play a central role in fostering continuous improvement through proactive learning, collaboration, and innovation. I am consistently exploring training strategies to position procurement as a dynamic and attractive career path while cultivating an environment where innovation and excellence can thrive.

Navigating Regulatory Challenges

In light of evolving regulations in the packaging industry, how does ALPLA’s procurement strategy address compliance and mitigate associated risks?

ALPLA’s procurement strategy is designed to address compliance with evolving regulations and mitigate associated risks through several key initiatives. As I also oversee our Sustainability organisation in North America, aligning our procurement strategy with our sustainability goals is a priority. Given the rapidly changing regulatory landscape in the packaging industry, we focus on integrating rigorous policies, fostering supplier collaboration, and leveraging strategic foresight to stay ahead.

In every procurement strategy session, our Sustainability Manager is an essential participant, outlining current and anticipated regulations to ensure these are incorporated from the outset. This approach enables us to prioritise sustainable procurement practices and align with broader organisational goals.

A key focus for ALPLA is designing products for recycling, ensuring packaging remains within the materials cycle for as long as possible. This not only mitigates environmental risks but also aligns with regulatory demands for sustainable packaging solutions.

Looking ahead, we plan to implement a global system in 2025 to monitor changes in packaging regulations, such as bans on single-use plastics, recycled content mandates, and extended producer responsibility (EPR) requirements. These efforts position our procurement strategy to address compliance effectively while reinforcing ALPLA’s role as a leader in sustainability and innovation within the packaging industry.

Future Vision for Procurement at ALPLA

Looking ahead, what are your primary objectives for the growth and development of ALPLA’s procurement function in the next five years?

The primary objectives for the growth and development of ALPLA’s procurement function over the next five years center on transforming procurement into a strategic enabler of organisational success. My focus will be on fostering excellence within the procurement team by building competencies, upskilling talent, and driving consistency and efficiency through standardised processes. By leveraging advanced technology, we aim to enhance our effectiveness and instill confidence across the organisation.

The goal is to position procurement as a talent incubator for the business—developing skilled professionals who make impactful contributions across all areas and play a leading role in achieving ALPLA’s long-term strategic objectives. We will prioritise increasing the use of renewable, recyclable, and environmentally friendly materials, aligning with both regulatory requirements and ALPLA’s ambitious sustainability goals.

Our procurement team will champion and support the company’s digital transformation, adopting cutting-edge technologies to improve decision-making and operational efficiency. This includes implementing AI-driven tools for real-time analytics, demand forecasting, and supplier performance management. To foster innovation, I envision creating dedicated spaces or initiatives where we can collaborate with technical and commercial teams, as well as key supply partners, to experiment with new technologies, materials, and processes.

Ultimately, our procurement function will evolve from a traditionally operational role into a strategic powerhouse, driving innovation, sustainability, and resilience while delivering significant value to the organisation.

ALPLA, founded in 1955, is a global leader in plastic packaging solutions, specialising in innovative bottles, caps, and injection-molded parts. Operating 200 production plants across 46 countries, ALPLA serves diverse industries worldwide, emphasising sustainability through advanced recycling initiatives and responsible resource management.

Jason Gordon Director of Procurement

A STRATEGIC LEADER IN SUPPLY CHAIN

Rahul Vaswan on Efficiency,

Effectiveness and Empathy

Rahul Vaswan is a seasoned professional with over 14 years of experience in the Indian Air Force, where he honed his expertise in optimising supply chain processes and public procurement. A firm believer in the words of Peter Drucker, “Efficiency is doing things right; effectiveness is doing the right things,” Rahul has dedicated his career to executing supply chain strategies with precision while aligning every initiative to broader organisational goals. His skill set spans logistics management, resource planning, and data-driven decision-making, enabling him to drive sustainable results and operational excellence. Beyond his professional success, Rahul is a passionate advocate for sustainability, mentorship, and community engagement, with a deep commitment to empowering others and promoting a cleaner, greener India. In this Executive Insight, Rahul shares his journey, insights into leadership, and the principles that guide his success.

What are the key factors you focus on to build strong relationships with suppliers?

Building strong and enduring relationships with suppliers’ rests on three key pillars: trust, clarity, and flexibility. Trust is the cornerstone of any successful partnership, as it fosters mutual confidence that both parties will consistently deliver value and act in each other’s best interests. This foundation encourages collaboration, transparency, and long-term commitment.

Clarity is equally essential, ensuring that requirements, expectations, and terms are communicated clearly. This minimises misunderstandings and establishes a solid foundation for smooth operations. Open, honest communication channels are critical to maintaining clarity and promptly addressing any issues that arise.

Flexibility is vital in recognising the dynamic nature of business relationships. It involves understanding and accommodating each other’s evolving needs, adapting to unforeseen circumstances, and working together to overcome challenges. This adaptability strengthens the partnership and enhances resilience.

Additionally, regular performance reviews, open feedback mechanisms, and a shared focus on innovation and continuous improvement further enrich supplier relationships. By nurturing these practices, businesses and suppliers can build a

How do you handle conflicts or issues that arise in supplier relationships?

Effectively handling conflicts in supplier relationships begins with identifying the root causes. Most conflicts stem from two primary sources: non-compliance with established procedures and imbalances in the value equilibrium. Recognising these triggers is essential for addressing issues constructively.

Resolving conflicts requires patience, empathy, and a solutionoriented mindset. It’s crucial to engage in open dialogue to fully understand the perspectives and concerns of all parties involved. This approach fosters transparency and lays the foundation for collaborative problem-solving.

Finding a middle ground that respects compliance requirements while addressing the underlying issues is vital. Negotiations should focus on creating mutually beneficial outcomes, ensuring that neither party feels marginalised. Maintaining professionalism and a shared commitment to long-term partnership goals is key to preserving trust and collaboration.

Proactive measures, such as establishing clear communication channels, periodic performance reviews, and predefined conflict-resolution frameworks, can help mitigate the risk of future disputes. By viewing conflicts as opportunities for improvement, both parties can strengthen their relationship and ensure a resilient, thriving partnership.

How do you measure the performance and success of your supplier partnerships?

The performance and success of supplier partnerships can be measured using multiple parameters aligned with organisational objectives. One key metric is the extent to which supplier contributions help achieve strategic goals, such as cost optimisation, timely delivery, and meeting quality standards. Additionally, the frequency and resolution of buyer-supplier conflicts serve as critical indicators; fewer disputes generally reflect strong alignment and effective communication.

Another vital measure is the quality of service provided by the supplier. Consistently high-quality deliverables with minimal defects or rejections are hallmarks of a

successful partnership. Reliability in terms of delivery timelines and adherence to agreed-upon standards further underscores the supplier’s performance.

Metrics like on-time delivery rates, defect rates, and cost savings achieved through collaboration offer tangible data to assess success. Establishing a framework for regular feedback and performance reviews ensures continuous improvement. Finally, the willingness of the supplier to innovate and adapt to the organisation’s evolving needs strengthens the partnership and demonstrates mutual commitment to long-term success.

How do you encourage suppliers to contribute to innovation and value creation?

Encouraging suppliers to contribute to innovation and value creation requires creating an open and collaborative environment. Innovation thrives when suppliers have the freedom to explore ideas and propose creative solutions without being constrained by overly rigid restrictions. Establishing a culture of trust and mutual respect is fundamental, as it empowers suppliers to take initiative and share innovative ideas.

Providing clear goals while allowing flexibility in achieving them fosters creativity. Regular brainstorming sessions and co-development initiatives can help align supplier capabilities with organisational objectives, encouraging joint problem-solving and innovation.

Incentivising innovation through performancebased rewards or recognition programs motivates suppliers to go beyond standard expectations. Open communication channels and feedback loops ensure suppliers feel valued and supported in their efforts.

Finally, involving suppliers early in the product development or process improvement stages allows them to contribute meaningfully to value creation. By demonstrating commitment to long-term partnerships and shared success, organisations can inspire suppliers to invest in innovation and deliver solutions that drive competitive advantage

How do you approach supplier diversity and inclusion in your SRM strategy?

Approaching supplier diversity and inclusion in Supplier Relationship Management (SRM) involves adopting proactive strategies that ensure a balanced and equitable supplier ecosystem. Regular reviews of the registered supplier list, conducted annually or semiannually, are essential to assess supplier performance and identify opportunities for diversification. This process helps prevent over-reliance on a few suppliers and promotes fairness in order allocation.

Maintaining transparency and fairness in procurement decisions ensures that no single supplier is favored, creating opportunities for a broader range of suppliers to contribute. For new procurement requirements, conducting a comprehensive market survey is critical to identifying the best-suited suppliers, fostering diversity by including vendors from various backgrounds, regions, or capabilities.

Encouraging partnerships with small, minority-owned, or women-owned businesses can also enhance diversity and align SRM strategies with organisational values. Establishing clear guidelines for supplier inclusion and monitoring compliance strengthens accountability.

By fostering a culture of diversity and inclusion, organisations not only broaden their supplier base but also unlock innovative solutions, enhance competitiveness, and contribute to the economic growth of underrepresented communities.

DRIVING PROCUREMENT INNOVATION

A Conversation with Tamara Soondarjee, Head of Procurement Projects at Discovery Insure

Procurement plays a critical role in shaping the financial sustainability and operational efficiency of any organisation, and in the fast-paced world of insurance, strategic procurement is more important than ever. At Discovery Insure, Tamara Soondarjee, Head of Procurement Projects, has built a career defined by innovation, cost-saving initiatives, and driving efficiency.

With a journey that started in parts sourcing and cost reduction in motor claims, Tamara has expanded her expertise to lead procurement projects that directly impact Discovery’s bottom line. In this exclusive interview, she shares her insights into strategic sourcing, supplier relationship management, technology-driven procurement, and navigating the ever-evolving regulatory landscape. She also reflects on her passion for mentorship and fostering a culture of continuous learning in the procurement profession.

Join us as we delve into the challenges, successes, and future vision of procurement projects at Discovery Insure.

Career Journey in Procurement

Can you share your professional background and the path that led you to your current role as Head of Procurement Projects at Discovery Insure?

My journey into procurement was somewhat accidental. My career in the insurance industry began in 2006 at Telesure Group Services, where I started as a secretary and progressed through various positions. In 2009, I applied for a role in the Parts Sourcing Team. At the time, I knew nothing about cars or vehicle parts, but I was fortunate enough to be given the opportunity. This role primarily involved confirming part pricing on original vehicle parts to ensure we were paying the correct prices.

My manager at the time entrusted me with many of his tasks, which I gladly took on. This handson experience allowed me to learn along the way, so when he resigned the following year, the skills he had shared with me made me a strong contender for his position. I was promoted to Parts Sourcing Manager and led the team at Telesure for three years. Our main goal was cost saving—specifically, procuring motor parts for vehicles involved in accidents to reduce overall claims costs. Since motor parts make up a significant portion of motor claims costs, any reduction had a direct impact on savings.

In 2013, I was headhunted by the Head of Operations at Santam to create and execute a similar strategy. I successfully implemented it, saving the business a billion rand through various initiatives. At that point, I felt I had reached the peak of my career. Achieving such remarkable results at South Africa’s largest insurer made me realise that the growth potential in the business at that time was limited. The question then became: what next?

After nearly a decade at an industry-leading company like Santam, the only other option in my mind was Discovery. I craved a new challenge at an organisation as revolutionary and dynamic as Discovery is. My role has since focused on areas of the business where I can implement costsaving measures to contribute to the bottom line. It’s been exciting to identify areas where I can make a positive impact and implement solutions. I’m looking forward to seeing what new challenges lie ahead.

Procurement Project’s Role in Discovery’s Operations

How does the procurement projects function align with and support Discovery’s overall business strategy, particularly in the healthcare and financial services sectors?

The projects we work on directly support the overall business strategy by identifying opportunities to save money or reduce costs. This is achieved by directing spend more efficiently, adding additional suppliers, enhancing existing processes, or even something as simple as obtaining a comparative quote for a claimed item. Each of these initiatives plays a role in ensuring that we continue to deliver excellent service to our clients while keeping insurance premiums affordable and sustainable.

Managing Supplier Relationships and Compliance

What strategies does Discovery employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

Procurement is all about relationships. While there is a lot of paperwork and contracting involved in supplier management, at the end of the day, we are dealing with people, and those relationships are crucial to the successful execution of strategies. What is particularly important is good governance, fair and ethical supplier selection, unambiguous contracts, and service level agreements. Setting specific and achievable goals that all parties agree to is also vital. These pillars are key to achieving results and maintaining strong, ethical relationships.

Adapting to Market Volatility and Supply Chain Disruptions

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

The past five years have taught us all to expect the unexpected. While we may think we are prepared for everything, there are still challenges that we could never have anticipated. Having an agile business enables us to act quickly, even in the rarest situations. Quick decision-making, effective communication, and change management are key in managing market volatility and supply chain disruptions

Developing Talent in Procurement

What initiatives does Discovery have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

Discovery has a very strong learning culture and encourages all employees to further their knowledge, even in the smallest ways. Having just completed my advanced diploma in Procurement with CIPS and currently working on my professional diploma, I, as a woman in procurement, try to encourage others interested in the field by sharing my personal story and experiences. Procurement has become an essential part of organisations, and the growth in the industry means there are far more opportunities available now than ever before.

Your

Supporting Innovation through Procurement

How does the procurement team collaborate with other departments, such as R&D and product development, to foster innovation and bring new solutions to market?

Our actuarial teams work closely with Procurement Projects, identifying areas for improvement, assisting in formulating solutions, and developing reports to measure progress and success after implementation. We also have various forums that evaluate the business overall to identify new projects and areas for improvement.

Future Vision for Procurement Projects at Discovery

Looking ahead, what are your primary objectives for the growth and development of Discovery’s procurement projects function in the next five years?

My goal for the next few years is focused on continuous improvement. My primary objectives are to identify new opportunities more quickly and develop project plans that are interchangeable and easy to integrate into various solutions, enabling the most efficient implementations possible. On a personal note, after completing my professional diploma in procurement, I would like to dedicate more time to mentoring young procurement professionals and those interested in entering the procurement industry.

Discovery, founded in 1992, is a South African-based financial services group offering health insurance, life insurance, investments, and banking services. With a core purpose of making people healthier and enhancing and protecting their lives, Discovery operates in over 30 markets globally, impacting more than 20 million members through its innovative shared-value insurance model and Vitality wellness program.

Tamara Soondarjee Head of Procurement Projects

TRANSFORMATIONAL LEADERSHIP, STRATEGY, AND RISK & SUPPLIER MANAGEMENT

Sheri Spinks’ Approach to Supply Chain Excellence

Sheri Spinks is a transformational leader with over two decades of experience in global supply chain, strategic sourcing, procurement, and supplier diversity. With deep expertise across industries including manufacturing, CPG, marketing, and distribution, Sheri has managed approximately $1 billion in global spend, overseeing sourcing, contract management, and strategic category management for direct, indirect, raw materials, and capital expenditures. Known for her inclusive leadership style, Sheri excels at aligning and energising teams to reduce risk, enhance performance, and enable growth. Her visionary approach has transformed supply chain organisations, positioning them as strategic business partners delivering excellence in strategy development, innovation, cost management, risk mitigation, and customer experience. A passionate advocate for supplier diversity, Sheri’s leadership is centred on empowering teams and driving competitive advantage. In this interview, Sheri shares her insights into the evolving procurement landscape, effective risk management strategies, and the importance of building resilient and agile supply chains.

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

To effectively manage risk, begin by identifying any potential threats to your organisation, assessing them from both financial and non-financial perspectives. Consider the type of risk—whether operational, financial, reputational, legal, supplier-related, or environmental—and evaluate the likelihood of the risk occurring, as well as its potential impact. Prioritise your strategy and support risk mitigation plans based on the highest risks with the greatest impact and likelihood, especially those that could be detrimental to your organisation’s success and health.

It’s crucial to vet this risk assessment with business owners and stakeholders to ensure understanding and alignment. The plan should be flexible, with provisions

for revisions as business needs evolve. In developing the procurement strategy, include methods to reduce the likelihood of risks materialising and to minimise the impact should they occur.

Your procurement strategy should be directly aligned with your organisation’s goals, supporting those objectives through a robust risk mitigation plan. This should focus on optimising strategic partnerships, effective negotiations, stakeholder/shareholder value, and ensuring quality and supply continuity, all while managing costs effectively. The ultimate goal is to minimise disruptions and maximise value, aligned with your organisation’s operational and strategic objectives.

What lessons have you learned from past supply chain disruptions?

I’ve learned many valuable lessons, but here are the top two that stand out.

Firstly, it’s essential to proactively plan and prepare for as many potential scenarios as possible. While it’s unlikely you will predict every possible disruption, having contingency plans in place is a game-changer. By asking yourself, “What if X happens?” and mapping out potential scenarios, you build a solid toolkit to respond to many common disruptions. This approach ensures that you and your team are always prepared, solution-focused, and ready to pivot quickly when faced with the unexpected.

Secondly, building and continuously fostering strong, open, trusting, and collaborative partnerships with

key suppliers is crucial. When things go off track, you need to rely on your suppliers to jump in and problemsolve with you. What is sometimes undervalued is that these relationships, like all others, require time, commitment, and effort to build and strengthen. Just being a customer isn’t enough. Actively commit to understanding your suppliers’ needs and objectives, and prioritise developing strong, mutually beneficial partnerships. Both parties should aim to help and support each other and co-develop continuous improvement plans, contingency options, and solutions.

This combination of proactive planning and true partnerships is a winning recipe in the face of adversity and potential disruption.

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

To ensure that your procurement team is prepared for unexpected challenges, it is essential to provide comprehensive training on strategic supply chain management and risk mitigation strategies. Empowering your team with strong leadership and the confidence to act is key. They must have the right tools and access to data, enabling them to make informed, efficient, and data-driven decisions.

The strategies you deploy should be agile, regularly revisited, and adapted as circumstances evolve. Your team should also be highly collaborative and solutionfocused, with well-established relationships and

networks that allow them to quickly engage and align with all departments and stakeholders. This ensures that any necessary changes within the supply chain are effectively communicated, and all ripple effects and impacts are understood and managed.

Additionally, having a strong roster of key strategic suppliers, along with a network of pre-vetted suppliers who can respond quickly to disruptions, is critical. These suppliers should be capable of providing alternate sources of supply and services when needed, ensuring continuity even in the face of challenges.

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

Balancing risk management with agility in procurement decisions requires a combination of timely information and smart speed. The global supply chain landscape is constantly evolving, as are the needs of your internal and external customers and the organisation’s objectives. An effective risk management strategy is not a one-time task—it must be continuously monitored, reviewed, and revised in response to changing conditions.

To achieve this, it’s crucial to equip your team with reliable, proactive data on market and commodity trends, geopolitical events, live supplier data, and technological innovations. This information empowers them to navigate potential issues quickly and with confidence.

At the same time, agility is key. Organisations that can swiftly adapt to changing conditions, leveraging the data at their disposal, are better equipped to manage uncertainty. By maintaining agility, you enable your team to ride the waves of uncertainty, finding higher ground and better conditions along the way.

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

Throughout my career, I have developed and enhanced resilience within my organisation’s supply chain and supplier partnerships using a variety of strategies tailored to the specific needs and challenges at hand. Below are a few examples of approaches I’ve deployed:

1. Contract Management and Negotiation: Establishing clear, comprehensive contractual agreements is essential. These contracts outline expectations regarding quality, service, delivery, terms, continuous improvement, and co-developed contingency and response plans. This ensures there is no ambiguity, allowing both partners to act quickly and effectively when issues arise.

2. Supplier Diversification: While consolidating spend with a single partner has its advantages, relying solely on one supplier in one geographical region can be risky. Diversification mitigates this risk by spreading dependency, fostering healthy competition, and providing leverage. It also encourages suppliers to stay engaged and committed to growth.

3. Strategic Supplier Partnerships: Suppliers are an extension of your organisation and play a critical role in your success. Recognising their importance and treating them as strategic partners fosters open communication and collaboration. This mutual focus on success allows for the codevelopment of solutions and ensures rapid support when challenges arise that could impact your business.

4. Real-Time Data and Visibility: Empowering your team with data and real-time insights is key to proactive decision-making. Leveraging technology and AI enables swift, informed decisions regarding suppliers, inventory, logistics, and market trends. This data-driven approach not only prepares your team but also builds confidence in supplier partnerships, as they recognise your commitment to informed, efficient action.

DRIVING STRATEGIC SOURCING AND SUSTAINABLE PRACTICES

An Interview with Edin Hodzic, Director of Procurement at Bosnalijek JSC

In this insightful interview, Edin Hodzic, the Director of Procurement at Bosnalijek JSC, shares his impressive career journey and strategic vision for procurement within the pharmaceutical sector. With nearly 15 years of experience in the industry, Edin has played a pivotal role in transforming Bosnalijek’s procurement function, ensuring a resilient and compliant supply chain. He discusses the importance of building longterm supplier relationships, navigating regulatory complexities, and leading the company’s sustainability efforts. From optimising sourcing strategies to embracing digital transformation, Edin provides a comprehensive look at how Bosnalijek is positioning itself for continued success in the dynamic pharmaceutical market.

Career Journey:

Can you share your career journey and what led you to your role as Director of Procurement at Bosnalijek JSC? What key experiences have shaped your approach to procurement in the pharmaceutical industry?

Thank you for the opportunity to share insights into my career journey. My professional path began almost 15 years ago right here at Bosnalijek JSC as a Procurement Officer. In this initial role, I developed foundational skills in sourcing, contract negotiations, and supplier relationship management. This dynamic environment has been invaluable to my growth, offering daily challenges and opportunities to collaborate with industry experts, from whom I continue to learn. It has truly been a rewarding experience.

As I advanced into leadership roles, I gained experience in both direct and indirect procurement. This progression has been instrumental in deepening my expertise within the pharmaceutical sector, particularly in navigating complex supply chains, regulatory compliance, and ensuring quality assurance.

Currently, as Director of Procurement at Bosnalijek, I lead a team focused on strategic sourcing, supplier development, and cost management across various therapeutic areas. Key experiences that have shaped my approach include building strong, long-term supplier partnerships, collaborating closely with R&D and manufacturing teams to align procurement with the broader business needs, and implementing innovative solutions that drive efficiency and sustainability.

Procurement in the pharmaceutical industry requires more than just cost management; it demands strategic oversight, risk mitigation, and, above all, a focus on quality. My goal is to ensure a reliable, compliant supply chain that supports Bosnalijek’s long-term growth while navigating the complexities of this highly regulated industry.

Role of Procurement in Pharmaceutical Operations:

Procurement plays a crucial role in pharmaceutical manufacturing. How does your team at Bosnalijek support the company’s mission to deliver high-quality healthcare products?

At Bosnalijek, procurement is a critical enabler of our mission to deliver high-quality healthcare products. Our dedicated team, of which I am extremely proud, plays an essential role in ensuring we source the best materials, components, and services needed for pharmaceutical manufacturing, all while adhering to the highest standards of quality, regulatory compliance, and cost-efficiency.

We ensure that all raw materials and suppliers meet stringent regulatory requirements and quality standards. Once a supplier is approved through our quality system, the Procurement department takes over to ensure consistent sourcing from reliable partners who align with our commitment to product integrity and patient safety.

In addition to ensuring compliance and quality, we prioritise building strategic supplier relationships. By fostering long-term partnerships with key suppliers, we ensure continuity of supply, mitigate risks, and encourage innovation within our sourcing practices. We also focus on cost optimisation, ensuring we can deliver high-quality products without compromising on pricing or availability.

Ultimately, our procurement strategy supports Bosnalijek’s broader mission by maintaining a resilient, compliant, and efficient supply chain. This alignment helps the company provide life-changing therapies to patients while upholding the standards of excellence that are essential to our work.

Sustainable Sourcing in Pharmaceuticals:

Sustainability is becoming essential in pharmaceuticals. How does Bosnalijek integrate sustainable practices within procurement, particularly in sourcing and supply chain management?

Sustainability has become a key priority at Bosnalijek, and our procurement team plays a pivotal role in embedding sustainable practices across sourcing and supply chain management.

In 2024, Bosnalijek was honored with the Sustainable Development Business Leaders Award in Bosnia and Herzegovina (BiH). For years, we have integrated sustainable practices into our operations, emphasising not only our social responsibility toward the community but also our commitment to employee well-being. This includes education programs and fostering a healthy work environment while upholding human rights and prioritising environmental protection. Bosnalijek is proud to be a pioneer in BiH in raising awareness about the importance of sustainable practices.

Our sustainable sourcing strategy focuses on selecting suppliers with strong environmental, social, and governance (ESG) credentials. We prioritise ethical labor practices and aim to reduce the carbon footprint of our supply chain. Additionally, we collaborate with our suppliers to explore eco-friendly alternatives, such as sustainable packaging, raw materials like titanium-free capsules, fully recyclable closures, and products made entirely from green energy sources.

We also strive to optimise transportation and logistics to minimise emissions and waste. This includes consolidating shipments and selecting energy-efficient transportation options whenever possible. By integrating these sustainable practices into our procurement process, we are not only supporting Bosnalijek’s commitment to sustainability but also contributing to the long-term viability and resilience of our supply chain.

Supplier Relationships and Quality Assurance:

What strategies does Bosnalijek use to maintain strong, transparent relationships with suppliers? How do you ensure that suppliers consistently meet the high standards required in the pharmaceutical sector?

At Bosnalijek, we place a strong emphasis on building long-term, transparent relationships with our suppliers, as these are essential to maintaining the high standards required in the pharmaceutical industry. We focus on creating mutually beneficial partnerships that prioritise quality, compliance, and continuous improvement.

Open communication is key to fostering strong partnerships. By ensuring alignment on quality expectations, regulatory requirements, and business objectives, we can engage in joint problemsolving and work closely with suppliers to address challenges. This collaborative approach paves the way for continuous improvement in both quality and service delivery.

To ensure that suppliers consistently meet the required standards, we implement a rigorous supplier qualification process. This includes thorough assessments of their capabilities, quality control measures, and adherence to Good Manufacturing Practices (GMP). Regular audits, quality checks, and performance reviews are integral to our ongoing commitment to ensuring that all suppliers meet the high standards necessary for the production of safe and effective pharmaceutical products.

By maintaining strong relationships and implementing a structured quality assurance framework, we ensure that Bosnalijek’s systems and products meet the highest quality standards.

Digital Transformation in Procurement:

How is Bosnalijek leveraging digital technologies to streamline procurement processes, and what recent advancements have had a significant impact on efficiency and transparency?

Bosnalijek is embracing digital transformation across our procurement processes to enhance efficiency, transparency, and strategic decision-making. Having all operational capacities centralised at one location greatly facilitates the rapid implementation of new solutions. A key initiative in this transformation has been the integration of SAP S/4HANA, an advanced ERP software, along with Document Management Systems (DMS) and data analytics tools to automate routine tasks such as order processing, invoicing, and supplier management. This significantly reduces administrative overhead and minimises the potential for human error.

Additionally, we leverage real-time data analytics to gain deeper insights into supplier performance, inventory levels, and market trends. These insights empower us to make data-driven decisions, optimise costs, and refine our overall procurement strategy. However, sourcing raw materials remains a challenge, as data is not readily available on digital platforms for e-sourcing and tendering, which limits the efficiency of competitive sourcing through these channels. As a result, we rely on one-onone interactions with suppliers to ensure we are securing the best possible value.

By incorporating these digital tools into our procurement function, we enhance our ability to collaborate with suppliers, monitor supply chain performance, and adapt swiftly to changing market conditions. This ultimately drives greater efficiency, cost-effectiveness, and supply chain resilience.

Pharmaceutical lysozyme from chicken egg albumen

For use in nasal and throat preparations, tooth and mouth care, against certain viruses, as an antibiotic replacement in animal applications

Full production from egg breaking to finished product on one location

Cost Management and Quality Balance:

Aakstraat 14, 8102 HH Raalte

The Netherlands

www.bouwhuis-enthoven.com +31 572 347 100

In the pharmaceutical industry, balancing cost with stringent quality standards is crucial. How do you achieve this balance while ensuring that Bosnalijek’s products meet regulatory requirements?

Balancing cost with quality in pharmaceutical procurement is an ongoing challenge, especially considering the stringent regulatory standards that govern our industry. Since quality is paramount, we manage this balance through a multi-faceted strategy that focuses on cost optimisation while ensuring compliance.

First, we prioritise long-term relationships with suppliers who share our commitment to quality, efficiency, and regulatory compliance. This allows us to negotiate better pricing over time without compromising material quality. We also work closely with our suppliers to identify cost-effective alternatives that maintain product integrity, such as sustainable raw materials or efficient packaging solutions, which contribute to overall cost savings. Additionally, we ensure that we stay updated on global supply conditions and adjust our cost levels accordingly

Another strength of Bosnalijek is our precise short- and long-term planning, which enables timely ordering. By continuously analysing production requirements, supplier performance, market trends, and demand forecasts, we can anticipate cost fluctuations and manage inventory more effectively. This approach helps us avoid overstocking, reduce warehousing and logistics costs, and maintain a consistent supply of high-quality ingredients.

Ultimately, regardless of the strategy we implement, we ensure that cost savings never come at the expense of quality, safety, or compliance with regulatory standards.

Risk Management in Global Pharmaceutical Sourcing:

With global supply chains facing disruptions, how does Bosnalijek’s procurement team manage risks to maintain continuity and quality in its supply chain?

Global disruptions have shown us the significant impact they can have on securing materials and the ripple effects they create throughout the supply chain. Currently, geopolitical issues are the primary drivers of market volatility, making risk management even more critical.

At Bosnalijek, risk management is central to our procurement strategy, particularly in the context of a global supply chain. To manage these risks, we maintain a diversified supplier base, focusing on suppliers across the EU and Asia to reduce reliance on any single source. This flexibility enables us to pivot quickly to alternative suppliers when challenges arise. Additionally, we collaborate closely with key suppliers to assess their risk management capabilities, ensuring we take proactive steps to prevent shortages. By conducting joint risk assessments and continuously monitoring supplier performance, we are better able to anticipate disruptions and implement preventative measures.

Strong inventory management practices further support our risk mitigation strategy. We analyse market trends, track supply levels, and forecast demand daily to identify potential bottlenecks. This data-driven approach helps us adjust procurement strategies and order cycles, preventing stockouts while maintaining the high-quality standards we are known for.

To stay agile, we regularly review and update our risk management framework, integrating lessons learned from past disruptions and adapting to emerging global challenges.

F. & A. PHARMA-Handels-GmbH is a German based innovative and dynamic pharmaceutical service provider, GDP- / ISO-certified, having main activities in distribution and warehousing of well-documented APIs for human and veterinary medicines, Excipients and Nutraceuticals, as well as service and consulting in the pharmaceutical sector. Solutions today, for tomorrow’s challenges.

Our complete range of products and services include:

Distribution of Active Pharmaceutical Ingredients (APIs), Excipients and Nutraceuticals.

Intermediation and sale of registration dossiers and marketing authorisations

Coordination of development projects for products prior to patent expiry

Agency for cooperation agreements between developer, manufacturer, registration vendors and generic marketing companies

Temperature monitored storage under GDP conditions (2-8°C, 15-25°C)

Transport management (Just-In-Time distribution with GDP certified trailer)

4, D – 48734 Reken, Germany

Challenges in Pharmaceutical Procurement:

What unique challenges do you encounter in procurement within the pharmaceutical industry, and how does Bosnalijek address these to stay competitive and ensure product integrity?

Procurement in the pharmaceutical industry presents several unique challenges, largely due to regulatory complexity, the need for high-quality standards, and ever-evolving market dynamics. At Bosnalijek, some of the key challenges we face include navigating strict compliance requirements, managing increasing supply chain risks, especially regarding materials sourced from India and China, and addressing vulnerabilities exposed during events like the COVID-19 pandemic.

To tackle these challenges, we diversify our supplier base and maintain strategic stock levels. We also work closely with suppliers to ensure they have contingency plans in place to mitigate risks. In cases where materials are sourced from limited suppliers, we monitor these relationships very closely to prevent disruptions in the supply chain.

Regulatory compliance is another constant challenge. The pharmaceutical industry is subject to a wide range of regulations—from EU GMP to local and international standards—that require careful management of every aspect of sourcing and supply chain operations. As a holder of the EU GMP certificate, Bosnalijek ensures rigorous supplier qualification processes, conducts regular audits, and sources only from suppliers who comply with international regulations.

Additionally, the competitive nature of the pharmaceutical market demands constant innovation while keeping costs in check. At Bosnalijek, we foster a culture of innovation and cost optimisation, collaborating with suppliers to explore alternative materials, new technologies, and sustainable sourcing options. This allows us to remain competitive without compromising on product quality. By proactively addressing these challenges, Bosnalijek ensures the integrity of our products and continues to deliver safe and effective medicines to patients worldwide.

Future Trends in Pharmaceutical Procurement:

What emerging trends do you see impacting procurement in the pharmaceutical industry, and how is Bosnalijek preparing to adapt to these changes?

Several emerging trends are reshaping procurement in the pharmaceutical industry, and Bosnalijek is actively preparing to adapt to these changes to remain competitive and resilient.

One significant trend is the increasing demand for digitalisation and data-driven decision-making. Technologies like AI and advanced analytics are revolutionising how procurement processes are managed, improving transparency, and enhancing supplier relationships. At Bosnalijek, we are investing in digital tools and platforms that automate routine procurement tasks, enhance supplier performance tracking, and improve forecasting accuracy. We are also integrating ERP systems with suppliers to streamline ordering processes, which will drive cost reduction and foster a more agile supply chain.

Another important trend is the growing emphasis on sustainability. With rising regulatory pressure, increased consumer demand, and heightened awareness of climate change, companies are under growing pressure to adopt greener practices. Bosnalijek is committed to sustainability by working with suppliers to source eco-friendly materials and improve the environmental footprint of our operations.

In response to recent supply chain disruptions caused by geopolitical circumstances, the pharmaceutical industry is placing more focus on localisation and building resilient supply chains. While localisation presents challenges—especially given the wide range of generic drugs Bosnalijek produces—many raw materials cannot be sourced locally. To address this, we remain committed to maintaining strong global partnerships to ensure the availability of critical materials while mitigating risks.

Advice for Aspiring Procurement Professionals:

As a leader in pharmaceutical procurement, what advice would you offer to those pursuing a career in procurement within the healthcare sector?

To anyone aspiring to pursue a career in pharmaceutical procurement, my advice would be to focus on developing a deep understanding of both the technical and strategic aspects of procurement. In the pharmaceutical sector, procurement is not just about purchasing materials—it’s about building strong, compliant, and resilient supply chains that ensure patient safety and product efficacy.

A solid foundation in regulatory knowledge is crucial. Understanding the compliance requirements specific to the pharmaceutical industry, such as GMP, ICH, and ISO, is essential to ensure product quality and patient safety. A strong grasp of these standards will undoubtedly set you apart. Regardless of the industry you are in, always focus on building strong supplier relationships. The ability to collaborate effectively with suppliers and internal stakeholders—such as R&D and quality control—drives innovation and helps maintain high standards.

Finally, stay adaptable and embrace digital tools. As the industry evolves, digital transformation will continue to drive efficiencies and innovations in procurement. Familiarity with data analytics, e-sourcing platforms, and supply chain management systems will not only be an asset to your career but will also keep you competitive in the ever-changing landscape.

Most importantly, whatever the challenge, always keep the end goal in mind: delivering safe, highquality medicines to improve patient outcomes. This commitment to quality, patient safety, and regulatory excellence should be at the heart of every decision you make.

Bosnalijek, founded in 1951, is the largest pharmaceutical company in Bosnia and Herzegovina. With a focus on quality and innovation, Bosnalijek produces a wide range of medicines and supplements, serving over 20 markets across Europe, Asia, and Africa, and improving healthcare for millions worldwide.

Edin Hodzic Director of Procurement

BUILDING STRONG SUPPLIER RELATIONSHIPS AND DRIVING INNOVATION

Insights from Daniyar Zhantilessov, Head of Procurement at Exness

Daniyar Zhantilessov is an expert in procurement with over 14 years of experience, gained through a variety of roles across multiple industries and markets. His career includes significant tenures at global organisations such as Philip Morris, Huawei Technologies, HomeCredit Bank, and leading international telecom companies like Telia and RETN. Currently, Daniyar serves as the Head of Procurement at Exness, the world’s largest retail market maker.

Daniyar holds a degree in Finance from Almaty Management University, in partnership with Arizona State University, and is a member of the Chartered Institute of Procurement and Supply Chain Management (CIPS). Since joining Exness in 2020, Daniyar has been instrumental in building and scaling the company’s procurement function from the ground up. Under his leadership, the procurement team has grown in strength and impact, earning him several promotions. His expertise in enhancing procurement productivity, developing effective sourcing strategies, and implementing best-in-class processes has delivered exceptional results. In this interview, Daniyar shares his career journey, leadership insights, and perspectives on the dynamic and evolving procurement landscape.

What are the key factors you focus on to build strong relationships with suppliers?

At our company, we prioritise trust, transparency, and collaboration to build strong, lasting relationships with our suppliers. We begin by ensuring clear communication from the outset, where both parties understand the goals, expectations, and performance metrics. Regular check-ins and feedback sessions are integral to keeping

us aligned and addressing any potential issues early. We also place great importance on honoring our commitments, such as timely payments and fair treatment, which help foster goodwill and trust. Beyond these essentials, we aim to create true partnerships by sharing our strategic goals and involving suppliers in meaningful discussions about growth and innovation. For us, it’s not just about the contract—it’s about working together for mutual success.

How do you handle conflicts or issues that arise in supplier relationships?

Conflicts are a natural part of any business relationship, and we view them as an opportunity to strengthen partnerships. When issues arise, we ensure open and respectful communication is maintained, allowing each party to express their concerns. Our goal is to address the root cause of the problem, rather than just managing the symptoms. This often involves revisiting agreements to clarify expectations

or scheduling a mediation meeting to work through the issue collaboratively. While documentation ensures alignment, we always strive to find practical, mutually beneficial solutions. Ultimately, our focus is on resolving conflicts in a way that maintains and even strengthens the relationship, keeping it forward-looking and productive.

How do you measure the performance and success of your supplier partnerships?

We take a comprehensive approach to measuring supplier performance, combining both quantitative and qualitative evaluations. On the quantitative side, we track key metrics such as delivery times, product or service quality, and adherence to agreed costs. However, we also consider more subjective factors, such as a supplier’s responsiveness to our needs and their ability to adapt to changing circumstances.

Tools like supplier scorecards help us maintain objectivity, while regular review meetings give us the opportunity to discuss performance in greater detail. For us, a successful supplier relationship isn’t just about meeting KPIs; it’s about fostering collaboration, aligning with our values, and creating long-term value together.

“We prioritise trust, transparency, and collaboration to build strong, lasting relationships with our suppliers. We begin by ensuring clear communication from the outset, where both parties understand the goals, expectations, and performance metrics.”

How do you encourage suppliers to contribute to innovation and value creation?

We view our suppliers as key partners in innovation, and we strive to create an environment that encourages them to bring new ideas to the table. It all starts with trust: by maintaining strong, transparent relationships, we establish a foundation where suppliers feel comfortable sharing their insights. We also foster collaboration through workshops and brainstorming sessions, where suppliers are invited

to propose solutions or share innovative practices. To further encourage innovation, we recognise and reward valuable contributions, whether through contract extensions or performance incentives. By aligning their creativity with our strategic goals, we foster a partnership that is mutually beneficial, driving innovation and value creation for both parties.

How do you approach supplier diversity and inclusion in your SRM strategy?

Supplier diversity is a core part of how we approach procurement at our Company. We actively seek to engage suppliers from a wide range of backgrounds, particularly those owned by underrepresented groups, because we believe this diversity strengthens our supply chain. Our procurement process is designed to give all vendors an equal opportunity to participate, and we set specific targets to ensure we’re meeting

our diversity goals. For smaller or newer suppliers, we offer support like training or mentorship to help them compete more effectively. This isn’t just a corporate responsibility effort—it’s also a smart business decision. Diverse suppliers bring fresh ideas and unique perspectives, which help us stay competitive in a constantly evolving market.

DRIVING PROCUREMENT EXCELLENCE AND INNOVATION AT PLANET

An Interview with Bogdan Asproiu, Head of Procurement & Facilities at Planet

In this interview, we sit down with Bogdan Asproiu, the Head of Procurement at Planet, a global leader in integrated payment and software solutions. With over two decades of experience in procurement across various industries, Bogdan has been instrumental in transforming Planet’s procurement function. From building procurement processes from the ground up to driving sustainability, innovation, and resilience, Bogdan discusses his journey, the challenges faced, and the strategic vision for the company’s procurement future. His approach to procurement emphasises agility, digital transformation, and the integration of sustainable practices, positioning Planet for continued growth and success in an increasingly dynamic market.

Career Journey in Procurement

Can you share your professional background and the path that led you to your current role as Head of Procurement at Planet?

My professional journey in procurement spans over 20 years across diverse industries, including FMCG, Retail, Financial Services, Telecom, and Consulting. Throughout my career, I’ve had the privilege of contributing to procurement departments at five Fortune Global 2000 companies. My career path has been driven by a passion for integrating emerging technologies such as IoT, AI, ML, Big Data, Blockchain, and RPA with supply chain management.

This extensive experience, combined with working for some notable companies, has given me a strong foundation in developing procurement expertise and driving innovation. It is this background that led me to my current role as Head of Procurement at Planet. In this position, I am responsible for setting up the global procurement organisation from scratch, which includes managing multiple acquisitions and ERP systems, overseeing operations in 60+ countries, and handling over 160 different entities across the globe with an annual spend of more than 150 million EUR.

My role involves developing strategic processes and policies, controlling expenses through enhanced rules and setting limits, all with the goal of maximising procurement’s contribution to Planet’s results.

Sustainable Sourcing Initiatives

Sustainability is a key focus for many organisations. Could you elaborate on the initiatives your team has implemented to promote sustainability and ethical practices within Planet’s supply chain?

When I joined Planet at the end of 2022, I was surprised to find that there was no clear procurement process or direction in place, which is not what you’d expect from a company of its size. The organisation had multiple unmanaged acquisitions, several ERP systems running independently, and unchecked expenditure needed attention. There was no clear vision or management of suppliers and their contracts.

Our efforts include partnering with suppliers who adhere to high ethical standards, incorporating eco-friendly materials into our sourcing, and continually assessing our procurement processes to minimise environmental impact. By embedding sustainability into our procurement practices, we align with Planet’s values while meeting the growing demand for responsible business operations.

Leveraging Technology in Procurement

With advancements in technology, how is Planet integrating digital tools and data analytics to enhance procurement processes and decision-making?

Planet is at the forefront of leveraging technology to optimise procurement processes. Since 2023, we have started implementing an overarching data governance program, incorporating advanced digital tools and data analytics to enhance decision-making and streamline operations. While we have not yet fully integrated technologies such as AI, ML, and blockchain, we are leveraging thirdparty insights and reports to make data-driven decisions. These technologies are in the pipeline, and their integration will enable us to achieve greater efficiency, cost savings, and overall effectiveness in our procurement activities. In a nutshell, I’m leveraging technologies and self-serve routes such as auto-NDA, real time survey/feedback on procurement deliverables, questionnaires/forms that feed into a ticketing system and get filtered according to specific rules, and others. All these help where possible to complement our deliverables, to be able to stay ahead and be the reliable partner our business stakeholders are expecting.

Procurement’s Role in Planet’s Operations

How does the procurement function align with and support Planet’s mission to provide integrated payment and software solutions across various industries?

When I joined Planet at the end of 2022, I was surprised to find that there was no clear procurement process or direction in place, which is not what you’d expect from a company of its size. The organisation had multiple unmanaged acquisitions, several ERP systems running independently, and rogue spending wherever you looked. There was no clear vision or management of suppliers and their contracts.

It was a challenging journey to address these issues—putting out fires, creating alignment, establishing rules and policies, and advising (and even influencing) business decisions related to suppliers. It took significant effort to bring everything under control and steer the company towards a more organised and efficient procurement function.

Today, procurement plays a crucial role in supporting our mission to deliver integrated payment and software solutions across various industries. We manage both sides: sourcing for internal use and supporting clients who use our platforms and services. Our focus is on ensuring efficient sourcing, fostering strong supplier partnerships, and driving innovation—all while aligning procurement with the company’s broader goals. Our efforts in automation, leveraging existing ecosystems around our corporate tools and ITSM, data-driven decision-making, and self-service procurement management have significantly enhanced our capabilities. These initiatives enable us to support Planet’s operational excellence and strategic objectives effectively.

Managing Supplier Relationships and Compliance

What strategies does Planet employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

Maintaining strong and ethical relationships with our suppliers has been one of our key successes at Planet. We employ comprehensive strategies, including regular performance reviews, clear channels for communication and escalation, and dedicated “war rooms” for addressing urgent issues. By fostering transparent and collaborative relationships, we ensure compliance with industry standards and build long-term trust with our suppliers. This approach not only mitigates risks but also enhances the quality and reliability of our supply chain, ultimately bringing long-term benefits for Planet.

Adapting to Market Volatility and Supply Chain Disruptions

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

Adaptability has become more essential than ever. At Planet, we employ agile procurement strategies to respond to market changes and supply chain disruptions. The organisation’s flat structure, without a pyramidal or multilayered hierarchy, greatly aids in the decision-making process. Our approach includes diversifying our supplier base, leveraging predictive data analytics, and maintaining robust contingency plans. These measures help us effectively manage fluctuations in commodity prices and other market variables, ensuring continuity and minimising risks.

Supporting Innovation through Procurement

How does the procurement team collaborate with other departments, such as R&D and product development, to foster innovation and bring new solutions to market?

Our agile procurement team actively collaborates with R&D (Product & Technology) and product development departments to foster innovation. We source cutting-edge technologies, support and pioneer business initiatives when entering new markets, and contribute to the development of new solutions that meet and enhance market needs. This collaborative approach ensures that procurement not only supports but also drives innovation at Planet, helping us stay ahead of industry trends and deliver superior solutions to our clients.

Developing Talent in Procurement

What initiatives does Planet have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

At Planet, we place a strong emphasis on attracting, developing, and retaining top talent within our procurement function. For me, having solid years of procurement experience is not enough when choosing a candidate. I prefer individuals with broader expertise, particularly in finance or project management, and those who genuinely want to contribute, own, and deliver results. At Planet, we offer continuous learning opportunities and foster a culture of innovation and ongoing improvement. I’m always available to guide the team and ensure that our procurement function remains dynamic, capable, and tech-savvy to meet future challenges.

Navigating Regulatory Challenges

In light of evolving regulations in the payment and software industries, how does Planet’s procurement strategy address compliance and mitigate associated risks?

Compliance with evolving regulations is a key component of Planet’s strategy, and this extends directly into our procurement processes. While it’s not an easy task, we proactively monitor regulatory changes, particularly in our regulated entities and locations. We conduct recurring training on compliance requirements and are working to implement robust risk management practices as part of our Supplier Relationship Management (SRM) approach. Additionally, we actively collaborate with various partners within Planet—including Risk & Compliance, DPO, AML, Legal, Treasury, and Operations—to ensure that we mitigate associated risks and uphold the highest standards of compliance in the payment and software industries.

Future Vision for Procurement at Planet

Looking ahead, what are your primary objectives for the growth and development of Planet’s procurement function in the next five years?

Our primary objectives for the growth and development of Planet’s procurement function over the next few years are centered around a few key pillars: sustainability & ESG, innovation, and resilience.

Sustainability & ESG: We aim to integrate sustainable practices into every aspect of our procurement process. This includes prioritising suppliers who adhere to environmental standards and reducing our carbon footprint through strategic sourcing. Although we started focusing on sustainability later in Planet’s journey, we have set an ambitious goal of achieving net-zero emissions by 2040, through decarbonising our operations and supply chain. This is clearly outlined in our public Supplier Code of Conduct document.

Innovation: Leveraging modern technologies is crucial for our future vision, as we aim to maintain a competitive edge. We have identified specific use cases for technologies such as predictive analytics for demand forecasting, OCR for contract management, and AI-supported supplier selection. These technologies help us streamline operations, reduce costs, and enhance our decision-making capabilities.

Resilience: Our focus here is on diversifying our supplier base to mitigate risks and ensure continuity. Additionally, we are working towards ensuring a robust backup for critical platforms. We plan to implement advanced risk management tools in the future to proactively address potential disruptions.

Planet is a global provider of integrated payment solutions, hospitality and retail software, and VAT refund services, operating in over 120 markets worldwide. Their comprehensive platform enables businesses to accept payments online and in-person, manage hotel operations, and offer taxfree shopping, enhancing customer experiences across various industries.

Bogdan Asproiu Head of Procurement & Facilities

DRIVING SUSTAINABLE PROCUREMENT PRACTICES

Insights from Jeffrey Van Gelderen, Procurement Director Europe at IPL

Jeffrey Van Gelderen’s extensive career in procurement has been marked by a dedication to operational excellence, sustainability, and strategic sourcing. Currently serving as the Procurement Director for Europe at IPL Plastics, Jeffrey plays a pivotal role in shaping the company’s procurement strategy to meet the evolving demands of the packaging industry. With a wealth of experience in sourcing, supplier management, and cross-functional collaboration, Jeffrey shares his journey, key insights on sustainable procurement practices, and his vision for the future of procurement at IPL. In this interview, he discusses the challenges and opportunities within the procurement landscape and how IPL is positioning itself to lead with innovation and sustainability in the years to come.

Career Journey in Procurement

Can you share your professional background and the path that led you to your current role as Procurement Director for Europe at IPL?

The career journey of the Procurement Director for Europe at IPL is a story of perseverance and strategic growth. After completing a degree in Business Administration with a specialisation in Supply Chain Management he began his career during the 2008 financial crisis working for a small construction firm, where he honed his leadership skills and learned the intricacies of small business operations. From there, he transitioned into the chemical industry, specifically in a plant producing TiO2, a raw material for a variety of industries.

His career took a significant turn when he was offered an opportunity to transform a warehouse at Philips in the Netherlands, marking the beginning of nearly a decade-long tenure at the company. Over the course of his time at Philips, he implemented LEAN principles, digitalised stock management, and optimised capacity, significantly reducing costs and workforce size. Eventually, he transitioned into strategic procurement, driving cost-down programs and contributing to the company’s factory relocation to Poland.

Further career milestones included a move to Eindhoven, where he took on the role of Procurement Manager for Philips’ Beauty division, where he played a pivotal role in the development of the Philips Lumea Prestige product. Following internal promotions, he led strategic decisions on the placement of production lines globally. His experience was further broadened when, due to Brexit, he led the relocation of a factory from the UK to third-party suppliers, managing the transition smoothly with minimal customer disruption.

In 2020, he was recruited to build and lead the procurement and supply chain department at Anteryon, a high-tech laser manufacturing company. The challenges of navigating supply disruptions during the COVID-19 pandemic were significant, but the business thrived under his leadership. The next chapter of his career saw him joining IPL Plastics Lommel in Belgium, where he initially focused on warehouse operations and ERP implementation. When the VP of Procurement departed, he took on the additional responsibility of overseeing procurement and supply chain operations. Since January 2024, he has been fully dedicated to the Procurement Director role for Europe, where he is leading efforts to build a European team focused on dual sourcing, risk mitigation, spend insights, and cost-down roadmaps.

Through a series of transformative roles, he has become a key figure in procurement strategy and supply chain optimisation, and continues to lead efforts to drive efficiencies and innovation in his current position at IPL

Procurement’s Role in IPL’s Operations

How does the procurement function contribute to IPL’s mission of delivering sustainable packaging solutions across various industries?

The IPL Procurement team plays a key role in driving sustainability by continually seeking opportunities to enhance efficiency and reduce environmental impact. This includes rationalising the supply base, leveraging our global scale to achieve cost efficiencies, and sourcing recycled materials to replace virgin materials where possible. By focusing on these areas, we are able to bring the best value to our customers while also contributing to our mission of providing sustainable packaging solutions across various industries.

Sustainable Sourcing Initiatives

Sustainability is a key focus for IPL. Could you elaborate on the initiatives your team has implemented to promote sustainability and ethical practices within the supply chain?

To promote sustainability and ethical practices within our supply chain, we have established a structured approach to sustainable sourcing. This includes the development of questionnaires, audit documentation, and gathering insights into where we source materials from, as well as conducting risk assessments. We send out self-assessment questionnaires to our suppliers, which require them to evaluate their practices and provide evidence in response to our inquiries. Additionally, we have conducted supplier visits and audits as part of our supplier quality assurance program, ensuring that they meet our sustainability and ethical standards.

Leveraging Technology in Procurement

With advancements in technology, how is IPL integrating digital tools and data analytics to enhance procurement processes and decision-making?

In 2024, we focused significantly on the roll-out of a global ERP system, unifying all our manufacturing sites under one platform. This has greatly streamlined reporting, spend insights, and the centralisation of purchase order (PO) creation and approval processes. Additionally, we have integrated Power BI, which automates dozens of repetitive reports, making them available at any time. This integration allows our team to shift focus towards more strategic activities, such as sourcing, negotiating, and supporting data-driven decision-making.

Managing Supplier Relationships and Compliance

What strategies does IPL employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

At IPL, we maintain strong supplier relationships through regular discussions, including strategic review meetings, quarterly business reviews (BRMs), and online meetings, often combined with supplier visits. To ensure compliance with industry standards and regulatory requirements, we onboard new suppliers who preferably hold ISO accreditation. For certain suppliers, particularly those providing materials for food packaging, we request quality inspections both at the supplier’s site and upon receipt at our facilities. Additionally, we require Production Part Approval Process (PPAP) documentation and food migration testing to ensure product safety and quality.

Proudly working with IPL Plastics, and leading the clean energy transition as a full-service energy partner

At Ameresco we are focussed on delivering industry leading energy procurement services, engineering solutions and data-driven insights. Through understanding your energy usage, we can identify savings opportunities and implement strategies that lead to meaningful reductions in energy, costs, and emissions.

With expertise in both environmental and financial outcomes, we help navigate the complex energy landscape, allowing sustainability to become achievable and affordable.

Please reach out to our Energy Supply Director, Peter Pharoah, ppharoah@ameresco.com, for more information.

Adapting to Market Volatility and Supply Chain Disruptions

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

At IPL, we aim to qualify three sources for our key products, with at least two different regions of origin, allowing us to mitigate potential supply chain disruptions. We apply safety stocks, either at IPL or with our suppliers, where possible and reasonable, to further ensure continuity. To manage commodity price volatility, we use hedging strategies (e.g., for energy costs), while raw material prices generally follow market indices, which we transparently pass on to customers.

Supporting Innovation through Procurement

How does the procurement team collaborate with other departments, such as R&D and product development, to foster innovation and bring new packaging solutions to market?

The procurement team works closely with R&D and product development teams to foster innovation. In Europe, biweekly meetings are held with each site to follow up on new material releases. Additionally, the product development teams involve procurement early on when a new product is being introduced at IPL, seeking input on the availability and suitability of materials in the market.

Our procurement team also supports value engineering exercises and Design-for-Excellence workshops, helping to ensure that new packaging solutions meet both cost and performance objectives.

Developing Talent in Procurement

What initiatives does IPL have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

At IPL, we prioritise developing talent from within the company. We take pride in the fact that the entire European central procurement team has been built through internal promotions. We recognise and reward the hard work of our team by empowering them with increased autonomy and exposure to larger parts of the business. This approach enables individuals to gain a broader understanding of IPL and encourages cross-learning between different sites.

We’ve found that this strategy has generated significant efficiencies within the division, as crosslearning from activities at various sites fosters new ideas and diverse perspectives, driving continuous improvement within the team.

Navigating Geopolitical Challenges

In light of global geopolitical tensions, how does IPL’s procurement strategy address risks associated with international trade and supply chain dependencies?

We strive to source as much as possible from local markets, but this approach is always considered in the context of Total Cost of Ownership (TCO) and our risk appetite. As part of our risk mitigation strategy, we enable sourcing from diverse global regions. For example, a key material we frequently use at IPL is produced in Europe, Saudi Arabia, and North America. This geographic diversification allows us to quickly pivot to other regions should any restrictions or risks arise in one area.

For components with exposure to regions outside of Europe, we ensure that we either have at least three qualified sources or are actively working to qualify additional sources. This approach helps us maintain flexibility and minimise disruption risks due to geopolitical challenges.

Future Vision for Procurement at IPL

Looking ahead, what are your primary objectives for the growth and development of IPL’s procurement function in the next five years?

In the next five years, our focus will be on leveraging our global scale, particularly by collaborating with our North American colleagues to identify commonalities in sourcing opportunities. We will continue to enhance our team’s expertise in value engineering and Design-for-Excellence, ensuring we stay at the forefront of innovative sourcing practices.

We also aim to further develop our sourcing strategies and the supporting software tools we use, ensuring full compliance with the latest sustainability standards. A key target for us is to achieve Platinum level at Ecovadis, although we recognise there is still significant work to be done to reach world-class status.

IPL is a leading global provider of sustainable packaging solutions, specialising in injection-molded products and rigid containers for industries such as food, consumer goods, agriculture, automotive, logistics, and environmental services. With over 80 years of innovation, IPL operates 17 manufacturing facilities across North America, Europe, and Asia, serving more than 3,000 customers worldwide.

Jeffrey Van Gelderen Procurement Director Europe

DRIVING PROCUREMENT EXCELLENCE AND STRATEGIC PARTNERSHIPS

Insights from Lyvio Frimat, Global Senior Director of Procurement Strategy & Partnership

Excellence at Opella (Sanofi CHC)

Lyvio Frimat, is currently Global Senior Director of Procurement Strategy & Partnership Excellence at Opella (Sanofi CHC) and has built an impressive career at the intersection of business transformation, Operations excellence and strategic procurement. With his extensive experience in developing and leading procurement strategies, Lyvio has been instrumental in driving both operational efficiency and long-term value along his career, and now applying his approach at Opella (Sanofi CHC). In this Executive Insight, he shares his professional journey, his approach to fostering innovation within procurement, and the pivotal role strategic partnerships play in shaping the future of global procurement operations.

What role is digital transformation playing in continuing shaping your procurement operations approach?

Relying on current momentum and role, we are at the edge of a very interesting transformation. Very different from what is used in a Carveout, and if you compare it with our competitors or general industry. Indeed, moving from a pure BioPharma driven way of working to a Product yet consumer-oriented company, is not an easy shift; however, a vital necessity to succeed. Talking about, unlocking opportunities to accelerate time to market through Off-the-shelf solutions, further reinforcing strategic partnerships, bringing innovations and disruptive solutions to the table.

Based on my experience in business transformations, driving Procurement Maturity and Operations fit-forbusiness acceleration, digital plays a pivotal role as an “enabler.” Compared to four or five years ago (preCovid), we’ve quickly moved away from the “issuefixing” mindset, where we were desperately trying to answer the question, “What is the available solution to fulfil my needs as a function?” Now, it’s more about asking, “What are the available technologies supporting multiple aspects of business acceleration whilst addressing my challenges?”

The line between these two concepts (Business before Technic) is thin, but it certainly makes a clear difference when transitioning into selection and execution mode. In a fast-paced, technology-driven world (which is still to stabilise, at least for the next five years), it’s critical for FMCG/FMCH companies to be able to move quickly, remain highly flexible, and enable testing and learning through internal ecosystems. We must also be ready to quickly adapt as technologies and solutions evolve.

This requires agility, coupled with strong engagement with the external world and a clear shift in mindset internally. This is the “cost” today in finding the right fit and significantly reducing potential pitfalls. Our teams are increasingly composed of Gen Z profiles, who are accustomed to this “swiping” exercise - it’s in their DNA. As a Gen Y myself, I can see how easy this shift is for them and how quickly and effectively they can try, learn, fail, reassess, and ultimately succeed at low costs. Always keep in mind: the solution of today is already obsolete tomorrow.

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

When it comes to ROI, I generally assess it across two dimensions: Tangible and Non-Tangible.

Tangible ROI focuses on effective cost savings, such as the average cost of people versus the time spent on tasks, compared with the considered investment and solution lifetime. These are basic financial ratios that are easily reportable.

Non-Tangible ROI refers to the effectiveness factor that can’t be measured as clearly in terms of cost savings, but still demonstrates significant changes

in the user experience (UX) journey and day-to-day management. It also includes operational effectiveness (Make or Buy, Buy or Digitalise…) by measuring process lifecycles, frictions versus satisfaction. Moreover, and in line with my previous statement, these metrics should not focus solely on the procurement function but also be fully related to other business areas.

At the end of the day, regardless of the ROI, it should benefit everyone as well as business ambitions!

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

AI-based technologies have been the most impactful in the procurement arena, particularly since postCovid, and similarly across all business functions. In the context of procurement, there is a clear trend of major organisations of repositioning the former “Support” function as a “Strategic Co-creation Power Engine.”

The old approach of firefighting and problemfixing is no longer the norm. Focus has shifted to delivering instant access to data for fast, forwardlooking business decision-making alongside a seamless user experience (UX). This shift fosters a higher level of collaboration and connections with all internal stakeholders, providing increased ways of communicating and exchanging ideas. The emphasis is now on moving the needle from

savings delivery (bottom-line) to Total Value Contribution (TVC), still including bottom-line yet extending to impacting top-line, sound innovation, outside-in strategies, value creation, and design-tocost principles.

Finding the right (not necessarily the best) technologies, automating, and supporting processes help to energise teams and their day-to-day work. It enables them to further focus on “what matters” — such as offering a one-stop-shop entry point to internal stakeholders and external partners, fostering cross-collaboration and co-creation with the business, accelerating decision-making, building strategy and partnerships, ensuring closer follow-up on execution, and planning more impactful corrective actions.

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

In my current role, we are in the process of strengthening in building our own legacy since carving out from Sanofi. As such, and in my opinion, we are already very mature, yet still in the learning curve of how to best navigate latest aspects our transformation amid this major transition.

From my perspective, based on what I have seen and experienced in the past 10 years during large transformations, change never happens all at once (basic). It lately triggers high levels of change management engagements, agility, and the ability to move at a fast pace.

However, the approach to managing heritage systems has evolved significantly. Traditionally, these were long-term projects with complex interdependencies and risks, typically assessed through large tenders. What has changed today is the landscape of solutions that enable quick and efficient synchronisation, connectivity across various disparate systems, and full transparency with agility in integration, divestiture, and reintegration, in creating your own Legacy.

I call it the “Lego-Play” model. It addresses business needs in a fast-paced environment and targets a “Good-to-Go” approach (including testing, failure, learning, and improvement). This generally leads to a better “Fit-for-Need” in the mid-to-long term, rather than the endless quest for a perfect fit at all costs. For this approach to work, it requires a clear shift in the way we think about digital enablement, technology, and both business and personal resilience. Gen Z is particularly adept at this, as they are 100% digital natives.

Aiming for perfection from the very beginning, in today’s world, seems utopian and unrealistic. It is not aligned with the pace of business and the need to deliver timely ambitions. Compared to 3-5 years ago, obsolescence can start even before the needs are expressed and challenges identified (demand planning), which calls for much more anticipation and self-reflection.

How have you fostered a culture of innovation within your procurement team?

As a strategic co-pilot, Procurement acts as a catalyst for innovative and disruptive ideas and concepts that will benefit the business. By nature, and because it’s part of our DNA, we are more exposed to both macro and micro business and environmental changes, such as geopolitical shifts, societal risks, and innovations. Whether through our constant connections to the external world or discussions with key partners across various sectors, this increased visibility must be leveraged for the greater benefit of the organisation.

We are moving away from the traditional “support function/firefighting” role and using technology enablement is essential to redirect our focus toward what is meaningful and impactful.

This requires significant people engagement, operating model revisions, and the reassignment of tasks. Change is not solely reliant on people’s willingness to adapt; it’s about clearly defining the purpose (Why), deploying the right resources (How), pinpointing the level of severity (Watchouts), and guiding the team on who is responsible (Who). The timing must be driven by business transformation constraints.

Success highly depends on these key factors. If they are missed, the transformation will take longer, and the cultural shift will also take longer to implement. People need to understand the benefits of the shift, not only for the business but also for themselves as individuals contributing to the vision and solving the challenges ahead.

It’s all about constant communication, clarity, and transparency!

Photo credit: Albin PORCHEREL

EMPOWERING TEAMS AND DRIVING EXCELLENCE

A Conversation with Helen Rees, Head of Procurement at Mid & West Wales Fire and Rescue Service

In the high-pressure world of emergency services, effective procurement is critical to ensuring operational continuity and delivering value to the community. In this interview, we speak with Helen Rees, Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service, who shares her inspiring career journey, leadership philosophy, and insights into building a high-performing procurement team. She discusses how her team’s dedication and skills have led to significant achievements in procurement excellence, the diverse skill set required for success in public sector procurement, and how they continue to adapt to meet the challenges of an ever-changing landscape.

Career Journey

Can you share your career journey and what led you to your current role as Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service?

I started my career in banking back in 1987 but left the industry when my daughter was born in 1991. I had planned to return after maternity leave, but when my daughter developed long-term health problems, I made the decision to leave the bank and focus on caring for her. I then worked for Tesco doing night shifts stacking shelves while my ex-husband stayed home with our daughter.

In 1998, after going through a difficult time in my personal life, I left my husband and moved to Carmarthen with my daughter. It meant that I had to start my life again as a single parent to a 7-year-old daughter with health problems, living in a one-bedroom house where we had to share a bunk bed due to the small size of the bedroom. At that point, I decided I needed to find a betterpaying job so I could afford a bigger house by the time my daughter started secondary school.

I decided to improve my computer skills before looking for a new job, so I went to college three days a week while still working nights. I was running on autopilot at that time, getting very little sleep but still making sure I was there for my daughter when I got home. After completing my studies and achieving City and Guilds qualifications in various aspects of computing, I felt confident enough to look for a better-paying role.

Within a few months, I had an interview for a Water Assistant role at Mid and West Wales Fire and Rescue Service and was lucky enough to be successful. In February 2001, I started the new role and, after just nine months, an opportunity to join the Stores department became available. This is where I had my first insight into procurement. At that time, Mid and West Wales Fire and Rescue Service did not have a dedicated procurement function, but some small elements of procurement were undertaken within the stores function.

After working in Stores for two years, my then line manager was tasked with setting up a procurement function, and I assisted. It was a difficult process as the organisation was not used to working with a dedicated procurement team, but we made steady progress. Now, we have a well-established, small but effective procurement team that achieves significant benefits for the organisation and the communities it serves.

During my time in the Fire Service, I was fortunate to receive support for my studies, ranging from

a Foundation Degree in Business Management to my professional qualification from the Chartered Institute of Procurement and Supply. Without that support, I’m sure I wouldn’t have reached this point in my career.

In 2017, after my line manager retired, I became Head of Procurement and Contracting. Since then, I’ve been able to put my own stamp on the procurement function, ensuring that what we do adds value to the emergency services we provide daily.

Although I fell into the procurement profession by accident, it turned out to be the best career move I ever made. I now work in a profession I’m passionate about, where no two days are the same, and I can help my organisation give back to our communities. I reached what I see as the pinnacle of my career in the summer of 2024 when I was awarded Fellowship status by the Chartered Institute of Procurement and Supply for my work within procurement in Wales and the UK. This is the highest accolade a procurement professional can achieve, and it was certainly the proudest moment of my career.

Procurement Role in Emergency Services

Procurement in emergency services presents unique challenges. Can you describe how procurement supports the mission of the Fire and Rescue Service and ensures resources are available when needed?

Procurement within an emergency service is a crucial function, as the operational effectiveness of the organisation depends on it. We are responsible for procuring contracts for everything the Fire Service needs to keep communities in Mid and West Wales safe. This includes fire appliances, firefighting personal protective equipment (PPE), smoke alarms, operational equipment, training, as well as construction works and facilities management services to ensure fire stations remain fit for purpose at all times.

Procurement for an emergency service presents its own unique challenges due to the nature of what the organisation does. For example, there are limited markets for some of the items we buy, such as fire appliances, firefighting PPE, and certain critical operational equipment. This means longer lead times for these items, requiring us to prepare well in advance to ensure availability when needed.

It’s not unusual to have a lead time of 9 months for PPE and 12-18 months for fire appliances. These lead times can be extended even further by external factors beyond our control. For instance, during COVID, we experienced shortages of various items and even longer lead times than expected. In some cases, we had to consider alternatives to the products we typically used. For example, FFP3 respirators, which our firefighters wore for wildland fires, became scarce as demand increased for COVID protection. As a result, we opted to switch to personal respirators, which had sufficient stock in the supply chain at the time.

We also discovered during COVID that numerous unscrupulous suppliers were selling non-conforming products. However, in Wales, we were fortunate that the Welsh Government set up a team to conduct conformance checks on products within the supply chain, giving us confidence that the products we were purchasing met the necessary standards.

We faced similar issues when the war between Russia and Ukraine began, which impacted us with longer lead times and shortages of certain products. However, we were fortunate to have established strong relationships with key suppliers who ensured continued supply. Maintaining excellent relationships with suppliers is essential for ensuring supply chain continuity during unexpected crises.

Sustainability in Procurement

How is Mid & West Wales Fire and Rescue Service incorporating sustainable practices into its procurement processes, particularly in sourcing and supply chain management?

Procurement can play a significant role in this area, as the majority of an organisation’s carbon footprint is generated by its procurement and supply chain activities.

We always include sustainability as a tender award criterion, asking suppliers to share their sustainable practices that can help reduce the carbon footprint of delivering the contract to us. We also request that suppliers collaborate with us to identify any scope 3 emissions generated as part of the contract. We understand that we cannot achieve this alone, and getting our suppliers on board is crucial in enabling us to reduce our carbon footprint.

There is certainly more work to be done, as many suppliers are not yet in a position to identify their Scope 3 emissions. As procurement professionals, it is our responsibility to work with them to improve the information they provide, ensuring it is as streamlined as possible for them.

Risk Management and Resilience

Emergency services often require robust contingency plans. How do you manage risks within procurement to ensure resilience and operational continuity in critical situations?

The key to managing risks within procurement is building strong relationships with key suppliers, taking a partnership approach rather than the traditional “them and us” mentality. This ensures a mutually beneficial relationship for both parties. Building trust is essential; when you have strong working relationships with your suppliers, they will ensure that you are supported during times of crisis.

Following the Covid pandemic, we updated all contracts within our Contract Register to include the country of manufacture. This ensures that we have this crucial information readily available should a crisis arise in any of the countries where our products are manufactured.

We also ensure that potential risks are fed into the Service’s central risk register at the earliest opportunity and have a Plan B in place should it be needed.

Supplier Relationships and Ethical Sourcing

How do you approach building strong supplier relationships, and what role does ethical sourcing play in the Fire and Rescue Service’s procurement strategy?

The main focus of my work as a procurement professional is to develop suppliers so they are able to bid for any tenders that we advertise. Larger national companies often have dedicated tendering teams, but smaller suppliers, often working alone, find it difficult to manage the administrative tasks alongside their day-to-day work. Therefore, it is important to ensure these suppliers have an equal opportunity to win tenders, and I work to remove any barriers, whether perceived or actual.

This involves significant pre-tender engagement with potential suppliers, linking them with tendering support available to them free of charge, such as through the Welsh Government-funded Business Wales programme. At these pre-tender engagement events, I also educate potential suppliers on the drivers behind our procurement strategy. Here in Wales, we are guided by the Wellbeing of Future Generations (Wales) Act 2015, the Social Partnership Duty, and the forthcoming Public Procurement and Social Partnership Act, along with our focus on Net Zero and Wellbeing Benefits. By explaining the reasoning behind our tender process, suppliers gain a better understanding of why we ask certain questions and how our strategy is designed.

Ethical sourcing is a key priority for us as an organisation, as we aim to ensure that all our suppliers provide fair working conditions for their employees. This means ensuring workers are fairly rewarded, heard, and represented within the workplace, where they feel secure and have the opportunity to progress in a healthy, inclusive environment where everyone’s rights are respected.

Digital Transformation in Procurement

What role does digital technology play in streamlining procurement and contracting at the Fire and Rescue Service, and are there any recent advancements that have impacted efficiency?

Digital technology has played a significant role in streamlining procurement and contracting within the Service, but there is still progress to be made to achieve full efficiency. We have been using Sell2Wales, provided by the Welsh Government, for all our tendering activities since it was implemented many years ago. This eliminated the manual tender register and the need for multiple people to open all tenders. We no longer accept paper tenders or those submitted by email, as Sell2Wales offers a secure, fully auditable electronic postbox. This system has eliminated the need to retain hard copies of tenders.

In 2007, we implemented the Purchase to Pay system, Agresso (now Unit4), which replaced the paper-based requisitioning system. This change had a huge impact, as it allowed end users to requisition goods, services, and works electronically for the first time. Electronic workflows were integrated into the system, providing a streamlined alternative to the previous manual process, resulting in quicker approvals, the generation of purchase orders, and real-time visibility of financial commitments.

In 2015, we digitised all procurement forms. Our department was the first within the Service to do this, which resulted in streamlined processes and an improved digital audit trail for all end users across the various departments.

We also established an electronic contract register many years ago, which has evolved to include additional fields such as country of manufacture, Welsh Language Act requirements, and risk management details. However, I believe this system has now reached its full potential. We are planning to explore the market in 2025 for a contract management system that will allow us to comply with the Procurement Act 2023 and Procurement Regulations 2024, while also future-proofing our procurement operations for any developments that may arise.

Cost Management and Efficiency

Public sector budgets are often tight. How do you balance cost management with quality and safety when procuring essential services and equipment?

While our budgets are tight, our procurement team works closely with budget managers to demonstrate that the cheapest product may not always be the best option. In most cases, we place greater emphasis on quality than cost because the adage “buy cheap, buy twice” has proven true over the years.

We educate our budget managers on the importance of procurement as a tool for adding value in key areas, such as wellbeing benefits and sustainability, rather than simply awarding tenders to the lowest-cost suppliers.

This approach has been highly effective in recent years. We recognise that significant savings have already been achieved, and further financial cuts are no longer feasible. Ultimately, we do not want to drive our suppliers into financial difficulties, especially considering the challenges they faced during the Covid pandemic. Instead, we collaborate with our suppliers to ensure that they help us provide benefits to both our organisation and the communities we serve, while also working to reduce the carbon footprint of service delivery.

This is especially critical as we work toward achieving the Welsh Government’s goal of zero carbon by 2030. It’s a considerable challenge, but we are committed to reaching this goal with the support of our key suppliers.

Challenges in Public Sector Procurement

What are the main challenges you face in public sector procurement for an emergency service, and how do you address these challenges?

The challenges in public sector procurement for an emergency service are similar to those faced across the wider public sector, although there are a few that are more specific to the emergency services sector.

Common challenges across the public sector include limited resources—both financial and human— bureaucratic procurement processes (which we hope will be streamlined with the implementation of the Procurement Act 2023 and the Procurement Regulations 2024 in February 2025), and the need to support local Small to Medium Enterprises (SMEs), Micro-businesses, and Voluntary, Community, and Social Enterprises (VCSEs) to develop their public sector tendering skills. Additionally, there is the ongoing challenge of attracting skilled professionals to public sector roles, given the higher wages offered outside the sector or across borders.

For emergency services specifically, we face the challenge of having a limited pool of suppliers for certain niche products, which results in most fire and rescue services relying on the same suppliers. This lack of competition drives up prices and creates a risk if these suppliers were to close, as we would struggle to find suitable replacements.

Future Procurement Trends in Emergency Services

What trends do you see shaping the future of procurement in the emergency services sector, and how is Mid & West Wales Fire and Rescue Service preparing to adapt?

Like many, I believe technology will play an even bigger role in the coming years. Mid & West Wales Fire and Rescue Service was an early adopter of a purchase-to-pay system, implementing Agresso (now Unit 4) in 2007, which was quite advanced at the time. However, there have been many digital developments and trends since then, and we need to keep pace with these changes.

I foresee AI becoming increasingly important in procurement, but as an emergency service, we must ensure that any AI we adopt in the future is accurate and reliable. In an emergency service, we cannot afford any inaccuracies, as they could negatively impact operational effectiveness and even cost lives.

We are open to change, but our priority is ensuring that any solution we implement is the right fit for our service. This means we will continue to engage with early adopters and learn from their experiences, both positive and negative.

Leadership and Team Development

As a leader in procurement, how do you encourage a high-performing team, and what qualities do you believe are essential for success in public sector procurement?

Personally, I believe that all leaders, whether in procurement or any other profession, should lead by example. It is important to treat your team as you would want to be treated yourself. Always be honest with team members and treat them with the respect and integrity they deserve.

With a small team of four, it is essential that my team members are able to perform to the best of their ability at all times. This is why I am keen on providing as much on-the-job training and professional development as possible, as well as coaching and mentoring to build their confidence and skills. I ensure they receive the necessary training not only to do their current job but also to help them advance within the organisation. This not only provides resilience to the Service but also motivates individuals within the team. I was very fortunate that the previous Head of Procurement did this for me, and that’s how I’ve managed to get to where I am today.

I am lucky to have a great team that shares my passion for the profession. Recently, we won the Highly Commended Award for Best Procurement Delivery at the Go Wales Procurement Excellence Awards for the second year running—no small achievement for such a small team! When you have a dedicated and motivated team, you can deliver above expectations and achieve great results.

To succeed in public sector procurement, you need a wide range of skills, including:

• Negotiation skills

• Commercial skills

• Empathy

• Resilience

• Patience

• Good communication

• Analytical skills

• Stakeholder management skills

• Project management skills

• Problem-solving skills

• Creativity

• Relationship management skills

• Presentation skills

• Ingenuity

• Contract and supplier management skills

• Facilitation skills

• Innovative mindset

• Financial management skills

Procurement truly is a profession where the skill set is diverse, and that’s why I love it so much!

Mid and West Wales Fire and Rescue Service (MAWWFRS) provides emergency response and safety services across nearly two-thirds of Wales. Covering diverse urban and rural areas, MAWWFRS focuses on fire prevention, public safety education, and environmental sustainability while collaborating with communities to enhance regional safety and resilience.

Helen Rees Head of Procurement and Contracting

LOGIPHARMA’S 25TH ANNIVERSARY

Shaping the Future of Life Sciences Supply Chain – Insights from Program Director Will Robinson

As LogiPharma celebrates its 25th anniversary, we sit down with Program Director Will Robinson to reflect on the evolution of the event and its continued impact on the life sciences supply chain industry. With a deep understanding of the industry’s needs and challenges, Will shares his personal reflections on the event’s growth, the key themes shaping this year’s edition, and what attendees can look forward to in this milestone year. From fostering meaningful connections to tackling the most pressing challenges in the sector, Will’s leadership continues to shape LogiPharma as an essential platform for innovation, collaboration, and learning.

Reflecting on 25 Years of LogiPharma:

Reflecting on 25 Years of LogiPharma: As LogiPharma celebrates its 25th anniversary, how has the event evolved since its inception, and what are some of the most significant milestones achieved over the years?

The LogiPharma event series began as a logistics and distribution-focused event for the pharmaceutical industry. As the industry has shifted to a fully integrated and digitalised ecosystem, managing complexities around new products, sustainability, regulation, and resilience, LogiPharma has evolved alongside it. We have also grown organically, expanding from 200 attendees at our first event to over 2,500 today. Fast forward 25 years, and while the name LogiPharma has remained, it could now be considered somewhat of a misnomer!

Today, we cover the end-to-end value chain for the entire life sciences industry, and we have incorporated LogiMed (the world’s leading medical device supply chain event) into our programming. Whether you’re focused on strategy, planning, digitalisation, procurement, temperature-controlled logistics, distribution, medical device supply, clinical scale-up, or manufacturing integration, the 25th Anniversary of LogiPharma & LogiMed caters to attendees from across the industry. Regardless of their backgrounds and specialties, attendees can personalise their agendas to align with their specific objectives.

Key Themes for the 25th Anniversary Edition:

What are the central themes and focus areas for the upcoming 25th-anniversary event, and how do they address current challenges in the life sciences supply chain?

The breadth and scope of LogiPharma are extensive, with over 300 speakers across 10 stages, along with numerous workshops and boardroom discussions taking place over the course of the three-day event. We encourage everyone working in the space to visit our website and explore the full agenda.

Key themes that permeate the entire event include AI integration, advanced data analytics, and digital transformation to enhance visibility, automation, and patient-centric delivery. Sustainability will be a major focus, highlighting green logistics, Scope 3 emissions, and circular economies.

The event will also address critical issues such as geopolitical risks, supply chain resilience through collaboration, improving interactions and customer service for hospitals, healthcare practitioners, and patients, as well as fostering a diverse and inclusive workforce.

Notable Speakers and Sessions:

Can you highlight some of the prominent speakers and sessions planned for this year’s event, and what unique insights can attendees expect to gain?

The pharmaceutical and medical device producers are at the core of the event’s thought leadership, sharing lessons learned and best practices grounded in the use cases they are driving within their own organisations. Steffen Lang, President of Operations & Executive Committee Member at Novartis, will discuss the technology-driven operations transformation taking place across Novartis’ 25,000-strong operations workforce. Ruth Beadle, Chief Supply Chain Officer at Sanofi, will share insights on Sanofi’s “All In on AI” journey, with additional AI perspectives from industry leaders such as Alessandro De Luca, Global CIO at Merck Group, and Brian Thornley, VP of Global Supply Chain Excellence at Moderna.

Sustainability perspectives will come from industry heavyweights such as Joydeep Ganguly, SVP of Global Operations & Chief Sustainability Officer at Gilead Sciences, Malene Gundestrup, VP of Global Logistics & Distribution at Novo Nordisk, and Anne Giovannelli, Global Head of Supply Chain Sustainability at Pfizer, to name a few. This is just the tip of the iceberg!

In addition to the producers themselves, we have senior representation from key stakeholders and industry leaders across the life sciences supply chain. These include logistics leaders such as Oscar De Bok, CEO of DHL Supply Chain, specialty partners like David Simonsson, CEO of Envirotainer, and digitalisation experts like Mark Talens, SVP & Chief Strategy Officer at ParkourSC.

To round off the lineup, there are numerous opportunities to take inspiration from leading perspectives outside of the industry. Notable guest speakers include Kenton Cool, International Mountaineer and Adventurer, IFMGA Guide, 18-time Everest Summiteer, and World Record Holder, who will discuss “Risk and Leadership Amidst Significant Pressure and Logistical Complexity.” Additionally, John Sitildes, Senior Fellow at the National Security Program of the Foreign Policy Research Institute, will explore “Trump, Putin, Xi Jinping & the Global Life Sciences Supply Chain: The New Geopolitics of Trade, Energy, Diplomacy, and War.” The list goes on...

Innovations in Event Experience:

What new features or formats have been introduced in this anniversary edition to enhance attendee engagement and learning experiences?

For this special anniversary edition, we’ve gone all in on elevating the experience at LogiPharma. This includes significant improvements to practical elements, such as how attendees can consensually share their contact information for future meetings in an age where business cards are becoming a thing of the past. Additionally, we’re hosting a very special 25th Anniversary party at the incredible Musée des Confluences, adding a memorable touch to the event.

For the 25th anniversary, we’ve introduced a new event track focused on Procurement and Supplier Management. This track will dive into the opportunities and challenges faced by those working within this specific area of the life sciences supply chain. All sessions across the eight event tracks will start and finish at the same time, allowing attendees to fully personalise their agendas. The rooms will be located near each other, enabling attendees to move seamlessly between sessions and focus on the content that matters most to them.

New formats, such as the novel “soapbox” sessions, along with a significantly expanded agenda of closed-door boardrooms and masterclass workshops (many of which will take place under Chatham House Rule), have been designed to maximise opportunities for attendees to benchmark and learn interactively.

Addressing Industry Challenges

How does LogiPharma plan to tackle pressing issues such as AI integration, sustainability goals, geopolitical risks, and complex product management in the life sciences supply chain?

The key themes I mentioned earlier address pressing issues such as optimising operations through the use of AI, mitigating risks in increasingly volatile global markets, and advancing sustainability to meet environmental goals. By promoting collaboration and innovation, LogiPharma aims to build more adaptable and efficient supply chains. It serves as a platform for life sciences leaders to exchange insights and strategies, equipping the industry to navigate disruptions and embrace opportunities in a rapidly evolving landscape.

Networking Opportunities

What opportunities will attendees have to network and collaborate with peers, and how does the event facilitate meaningful connections among industry professionals?

Alongside all the thought leadership and opportunities for in-depth learning at LogiPharma, the event is also about expanding your network, meeting people who are facing similar challenges, assessing the latest services and solutions in the industry, and having some fun while doing it!

The exhibition hall at LogiPharma is the world’s largest gathering of supply chain service and solution providers in the industry, offering a unique opportunity to discover the “who’s who” in the space.

Feedback from Past Attendees

Can you share some feedback from previous attendees and how it has influenced the planning of this year’s event?

Every year, as soon as we close the door at LogiPharma, the hard work begins on researching content and improving the event for the next year. All attendees have the opportunity to provide detailed feedback on their event experience and the content through a survey, and we’re fortunate that the vast majority of attendees take this opportunity! We then use this feedback to focus our efforts on the key areas we want to develop for the following year.

Before writing the draft agenda for LogiPharma, I personally spend around three months (approximately 300 hours on calls) speaking to industry professionals to understand how things are changing, where the industry’s pain points and biggest opportunities lie, and I write an agenda that reflects this. So, all content for the event comes from the industry itself.

It must be said that LogiPharma is an event highly regarded in the industry, and here are a few examples of feedback we’ve received in the last few months alone:

“Tell me where else you’ll find 2000+ life sciences supply chain leaders at the top of their game... the networking and learnings are unsurpassed. It’s a great mix of engaging content, pharma colleagues, and vendors, combined with world-class event orchestration.”

Tomas Fant, Global Head of Temperature Controlled Logistics Projects, Pfizer

“The inspiration I receive from LogiPharma is unmatched. I eagerly anticipate the 25th Anniversary Edition!”

Bert Lemmens, Head of Supply Chain EMEA, Terumo

“LogiPharma is 100% the best global supply chain event in the life sciences sector!”

Michael Mines, Snr Manager Global Transportation Procurement, GSK

“LogiPharma brings together industry leaders to discuss how new trends in the Life Sciences & Healthcare sectors are impacting the supply chains of our customers, making it an essential event for driving innovation in pharma logistics.”

Oscar De Bok, Chief Executive Officer, DHL Supply Chain

“LogiPharma is the place to be for Pharma Supply Chain Professionals: a high-quality event that brings together crucial discussions on current and future industry trends, great learnings and insights from fellow professionals, very relevant vendors and their offerings, and the best opportunities to network and reconnect in the community. It has a firm place in my agenda every year, and 2025 is no different – see you in beautiful Lyon!”

Frank

Binder, VP Global Supply Chain, Santen

Future Vision for LogiPharma:

Looking ahead, what are your aspirations for the future of LogiPharma, and how do you envision the event continuing to serve the life sciences supply chain community?

As mentioned above, LogiPharma fundamentally acts as a mirror for the industry through the in-depth research we conduct as the foundation for the following year’s content and audience development. The number one aspiration that I and the rest of the team will always have is to ensure that the content and focus of the event accurately represent the challenges and opportunities that professionals in the industry are facing in their roles.

If we can create opportunities for those who attend LogiPharma to learn things they wouldn’t learn anywhere else, meet industry peers they wouldn’t meet anywhere else, and take valuable knowledge and contacts back with them — all while having some fun — we know we’ll have served the community well.

Attending, speaking at, or sponsoring LogiPharma & LogiMed requires our attendees to take time out of their highly pressurised, responsibility-laden roles. It means creating space in incredibly busy schedules to engage with the event and the community. We understand that there is a significant opportunity cost for them and their organisations in that involvement. Our foremost job and aspiration, both now and into the future, is to ensure that the value they take from their involvement far exceeds that opportunity cost, and they leave knowing that their time at LogiPharma & LogiMed was well worth it. If we keep doing this, while staying aligned with the priorities of the industry, everything else will follow.

Personal Reflections

As the Producer of LogiPharma, what has been the most rewarding aspect of organising this event, and what are you most looking forward to in the 25th-anniversary edition?

Producing LogiPharma gives me the opportunity and privilege to gain an in-depth understanding of what is truly happening across one of the most dynamic, fascinating, and important industries in the world! Through my role, I have the chance to speak with and build relationships with some of the most intelligent and dedicated people I’ve ever met.

These individuals are using their expertise and commitment to solve problems that directly lead to positive outcomes for patients worldwide. I find the life sciences supply chain, and the leaders at the forefront of it, utterly fascinating. It’s a tremendous honor to have access to these leaders and their time in the process of creating LogiPharma each year.

The 2025 edition is no exception. Seeing the months of hard work culminate in meaningful discussions, impassioned debates, rounds of applause, and the fantastic feedback we receive each year is the most rewarding part for me.

Will Robinson Program Director

LogiPharma is the world’s leading life sciences supply chain event, bringing together over 2,500 industry leaders to benchmark strategies and build future-ready supply chains. Celebrating its 25th anniversary in 2025, the event focuses on leveraging AI, achieving sustainability goals, and navigating geopolitical risks to enhance end-toend supply chain connectivity and resilience.