As Global Procurement Lead Jeanette Hübsch brings a human-centered, strategic mindset to indirect and marketing procurement. With nearly two decades of experience, she believes procurement’s true power lies in creating connections — across functions, with suppliers, and through change. In this interview, Jeanette shares her insights on balancing flexibility and structure, turning supplier relationships into value partnerships, and why emotional intelligence is the heartbeat of modern procurement.
How do you adapt your procurement strategies to respond to changing market conditions?
In Marketing Procurement, agility isn’t just a buzzword—it’s a necessity. The landscape shifts constantly with evolving consumer trends, digital innovation, and now AI-driven content creation. Procurement must move beyond being a cost controller; it needs to be a business enabler, a partner, and a source of innovation.
I start with close collaboration with Marketing, Commercial, and Omnichannel teams to deeply understand their needs and challenges. Procurement can’t operate in isolation. We need to be embedded in the business, anticipating demand shifts and proactively shaping supplier ecosystems that deliver flexibility, creativity, and speed.
Agility, for me, means curiosity, responsiveness, and the ability to turn change into opportunity—so procurement is not just seen as a function, but as a strategic contributor to brand success.
How has agility helped you overcome supply chain disruptions?
In indirect procurement, disruptions don’t always look like delayed shipments—they might be sudden campaign pivots, regulatory changes, or shifting budgets. Agility means being able to respond without slowing the business down.
I focus on building an adaptable supplier ecosystem—trusted partners with modular contracts, alternative sourcing strategies, and the ability to flex with us. Strong relationships, clarity, and scenario planning make a big difference.
Agility also comes from mindset: seeing the bigger picture, staying calm under pressure, and building procurement processes that can flex in real time. That’s how we support business continuity—even when the unexpected hits.
What strategies do you use to maintain flexibility while ensuring cost-effectiveness?
One of my key strategies is modular sourcing. Instead of locking into rigid long-term agency contracts, I advocate for flexible frameworks where we can pull in the right talent at the right time—full-service support, on-demand creatives, or AI content tools. This controls cost while maximizing impact.
I also track agency performance consistently based on outcomes, not just perception. Too often, agencies are misjudged because they’re tasked with something outside their core strength. That’s why structured, simple evaluations are essential—to protect relationships and ensure value delivery.
Most importantly, I see Procurement as a strategic enabler. Cost-effectiveness isn’t just about cutting—it’s about spending wisely, with the flexibility to adapt and innovate.
How do you balance agility with long-term supplier relationships?
The key is mutual trust and visibility. Long-term success depends on understanding each other’s goals and being able to adapt together. That’s why I advocate for regular check-ins, open dialogue, and a culture of feedback.
I also like to spotlight suppliers by inviting them to share innovations or trends with our teams. These lunch sessions help create knowledge-sharing moments and deepen collaboration beyond transactional discussions.
We need to value our suppliers as partners—not just vendors. When they feel secure and respected, they’re much more likely to flex with us and bring their best to the table.
Can you share an example of how procurement agility helped your organisation?
Agility isn’t just about reacting fast—it’s about listening deeply, understanding what really matters, and sometimes breaking the rules to get the right outcome.
In one case, a campaign was at risk due to internal misalignment and supplier confusion. Instead of forcing the process, I brought everyone together—including the agency—and facilitated a joint alignment session. We re-scoped, clarified expectations, and re-launched within days. It was a moment where emotional intelligence, not process, made the difference.
Agility is about being business-minded, human-focused, and confident enough to adapt—without losing control.
