In today’s fast-evolving business landscape, procurement agility is no longer a luxury—it’s a necessity. For Alice Kwek, Director, Global Procurement & Operations Support at Pan Pacific Hotels Group, navigating supply chain disruptions and adapting to unforeseen challenges are key aspects of her role. With extensive experience in procurement and supply chain management, she has developed strategic approaches to ensure flexibility, efficiency, and resilience in an unpredictable global market.
In this exclusive interview, Alice shares how agility in procurement has influenced her organisation’s approach to supplier management, risk mitigation, and long-term sustainability. She provides valuable insights on how quick decision-making, supplier diversification, and proactive strategies have helped her organisation maintain operational excellence, even in difficult times.
How do you adapt your procurement strategies to respond to changing market conditions?
I have learned that staying adaptable is crucial, especially with how quickly market conditions can shift. Flexibility and foresight are essential in responding to these changes. I keep a close eye on market trends, industry news, and economic indicators so I can anticipate shifts in pricing, supply availability, or regulatory changes. Being proactive helps me stay ahead of the curve.
When I notice a change in the market—whether it’s pricing fluctuations, lead times, or supply chain challenges—I take a proactive approach to assess the impact on our operations and source alternative suppliers or materials if needed. Diversifying our supplier base is key to mitigating risks, ensuring we are not caught off guard. I also prioritise building strong relationships with multiple suppliers to reduce dependency on any single one, providing us with greater flexibility.
Communication is essential, both internally and externally. I maintain an open dialogue with suppliers to discuss any challenges they face and work with them to find solutions, whether it’s renegotiating terms or adjusting order volumes.
Leveraging technology and data analysis helps track trends and forecast potential changes in demand or supply. This allows me to make more informed decisions on pricing strategies, inventory management, and sourcing plans, ensuring we remain agile and prepared for market fluctuations.
How has agility helped you overcome supply chain disruptions?
I have seen first-hand how agility has been a game-changer in navigating supply chain disruptions. When the pandemic hit, for example, we faced unprecedented challenges—from raw material shortages to shipping delays. Being agile meant we could pivot quickly, whether by finding alternative suppliers or adjusting our strategies based on real-time data.
We began holding more frequent meetings with suppliers to better understand their challenges and capabilities, allowing us to respond dynamically to changes. Technology also played a key role in enabling quick adjustments—not only helping us maintain stock levels but also allowing us to make informed decisions on short notice.
What made this possible wasn’t just reacting quickly, but having strong, long-term relationships with suppliers and logistics partners. That trust and open communication allowed us to find solutions faster.
For me, agility is about pivoting without losing sight of the bigger picture and having the right partners, processes, and technology in place to make that happen. It has taught us the importance of being proactive rather than reactive—staying flexible, maintaining strong supplier relationships, and leveraging technology to minimise disruptions and ensure continuity. In the end, it’s all about being prepared, adaptable, and making quick, informed decisions when the unexpected happens.
What strategies do you use to maintain flexibility while ensuring cost-effectiveness?
Maintaining flexibility while ensuring cost-effectiveness is a delicate balance, but over the years, I have developed several strategies that work well.
One of my top priorities is building strong relationships with suppliers. By fostering open communication and trust, I can negotiate better terms and establish contingency plans that suit both parties. This allows us to adapt quickly to changes without incurring excessive costs.
I also advocate for a diversified supplier base. Relying too heavily on a single source increases risk, while having multiple suppliers gives us leverage in negotiations. When suppliers know we have alternatives, they are more likely to offer competitive pricing and flexible terms.
Another key strategy is strategic sourcing. Understanding market trends, supplier capabilities, and potential risks helps in making informed decisions that balance both cost and flexibility. I also monitor global and local market fluctuations closely to lock in favourable terms when the timing is right while staying prepared to adjust if conditions shift.
Lastly, investing in technology and data analytics helps us stay ahead of market changes. This allows us to respond to shifts in demand or pricing without compromising our budget.
This approach has served us well in navigating challenges while ensuring we secure the best value for our organisation.
How do you balance agility with long-term supplier relationships?
I often find myself navigating the delicate balance between maintaining agility and nurturing long-term supplier relationships. Personally, I believe it all comes down to fostering open communication and trust. While agility allows us to adapt quickly to market shifts, long-term supplier relationships are crucial for ensuring stability, quality, and reliability in the supply chain.
Building strong, transparent relationships with suppliers enables us to collaborate effectively when we need to pivot quickly or adjust our strategies. I make it a priority to regularly check in with suppliers, not just when challenges arise, but proactively—to identify and solve potential issues before they escalate. This openness builds trust, which is essential for any long-term partnership.
When disruptions or unexpected changes occur, having that foundation of trust allows us to adapt more smoothly. I also work with suppliers to build flexibility into our agreements, whether that means negotiating more adaptable lead times or pricing structures that allow for quick adjustments when needed. The goal is to create a win-win situation, where both parties feel valued and understood.
Ultimately, I see our suppliers as partners in our journey, not just vendors. By treating them with respect and investing in those relationships, we can navigate changes more effectively and drive innovation together. It’s a continuous balancing act, but one that I find deeply rewarding both professionally and personally.
Can you share an example of how procurement agility helped your organisation?
One particular instance comes to mind that truly highlights the power of procurement agility in our organisation. We faced an unexpected supply chain disruption due to geopolitical tensions that affected some of our key suppliers. Instead of sticking rigidly to our existing contracts, we explored alternative sources, leveraging our network and reaching out to suppliers we had not previously considered.
Through quick engagement and evaluation, we were able to identify and onboard new suppliers who met our quality standards and timeline requirements. This experience not only helped us navigate the immediate disruption but also reinforced the value of maintaining a flexible, diversified supplier base and the importance of acting decisively when challenges arise.
Looking back, this situation solidified my belief that agility in procurement isn’t just about reacting to challenges—it’s about being prepared to pivot decisively when the situation demands it. It’s a mindset shift that extends beyond problem-solving; it’s about staying ahead of potential issues, making informed decisions under pressure, and ensuring business continuity no matter what disruptions come our way.
