APEX

APEX Fintech Solutions

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

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

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

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

 

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

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

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

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

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

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

 

Procurement’s Strategic Role at Apex Fintech: How does your procurement function support Apex’s mission to simplify and democratise access to financial markets?

 

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

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

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

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

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

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

 

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

 

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

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

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

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

 

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

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

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

 

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

 

As I touched on earlier, we implemented a Source-to-Pay (S2P) platform called ZIP, which has significantly reduced cycle times and improved transparency across our procurement process. Since adopting ZIP, we’ve reduced average cycle times by over 33%, even compared to our previous Procure-to-Pay system.

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

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

 

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

 

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

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

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

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

 

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

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

 

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

 

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

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

 

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

 

It’s easy to get caught up in chasing the latest technology, but we continue to approach innovation through a focused lens: are we adopting new tools simply because they’re new, or because they genuinely create value and solve real challenges?

Over the next few years, we’ll continue to explore where AI can provide exponential value. AI will be used in partnership with our team, particularly in areas like automation and data validation, so that we can access better insights, faster. This enables the Procurement team to dedicate more time to strategic planning and execution.

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

In Association with:

Redesign Group is a global technology and cybersecurity firm dedicated to driving digital transformation. The company partners with organizations to design, deploy, and manage tailored strategies across modern data centers, cloud, managed services, and security. With deep expertise, an outcomes-driven approach, and a commitment to excellence, Redesign Group helps clients accelerate growth, reduce risk, and unlock innovation for a smarter, more secure future.

https://www.redesign-group.com/

Varisource is a technology buying and management platform that enables organizations to achieve greater cost efficiency across their vendor ecosystem. The company provides access to market data, discounts, rebates, and benchmarking insights across 100+ spend categories, helping procurement teams buy better and manage easier. As a strategic supplier to Apex, Varisource complements the platform’s capabilities by embedding cost-optimization and spend intelligence into the broader supplier lifecycle.

http://www.varisource.com

 

Verizon is a leading American telecommunications company that delivers industry-leading wireless, broadband, fiber, and Internet-of-Things solutions. It connects millions of businesses, consumers, and communities through its robust network and innovative technology. Driven by its purpose—“We power and empower how people live, work and play”—Verizon is committed to reliability, customer-centric innovation, and responsible growth.

https://www.verizon.com/

TEKsystems is a global leader in talent and technology solutions, partnering with organisations to accelerate transformation and deliver measurable impact. The company provides end-to-end services across consulting, cloud, data, and business operations, helping clients bridge the gap between people and technology. With deep industry expertise and a results-driven approach, TEKsystems empowers businesses to innovate, scale, and achieve their strategic goals.

https://www.teksystems.com/en/

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

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

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

 

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

 

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

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

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

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

 

Resilience Across Regions: How has your leadership contributed to overcoming regional challenges and building resilient procurement functions?

 

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

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

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

 

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

 

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

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

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

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

 

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

 

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

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

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

 

Digital Transformation in Procurement: Which digital tools have had the most transformative impact on your procurement operations?

 

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

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

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

 

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

 

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

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

 

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

 

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

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

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

 

Challenges in Procurement: What challenges have you faced across industries, and how have you adapted to stay competitive?

 

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

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

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

 

Trends Shaping the Future: What trends are redefining procurement and supply chain management in your view?

 

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

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

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

 

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

 

First, master cultural intelligence. Relationship-building has been as crucial in Africa as technical know-how is in the UAE. Second, pace your technology adoption. I’ve moved from spreadsheets to Oracle, to SAP S/4HANA, always aligning tech with maturity. Third, measure your impact. Track results, savings, efficiency gains, delivery improvements. Numbers speak louder than narratives. Fourth, network widely and seek mentors. Diverse connections will expose you to broader ideas and faster growth. Finally, stay curious. Every market has unique lessons. That mindset, of constant learning and adaptability, has been my greatest asset throughout this journey.

Banking Circle

Banking Circle

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

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

In this exclusive interview, Claribelle shares her insights on managing supplier compliance across borders, designing future-ready operating models, and driving cross-functional alignment in the face of evolving requirements like the industry-defining DORA (Digital Operational Resilience Act) regulations, along with her vision of a scalable procurement function. She is embedding enhanced risk controls into core processes while setting the foundations for modern, adaptable platforms, shaping a procurement function that is structured yet agile, ambitious yet grounded.

Whether you are a procurement leader navigating regulated sectors or simply looking to build smarter, more collaborative procurement functions, Claribelle’s journey offers valuable lessons in leadership, resilience, and intelligent growth.

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

When I joined Banking Circle, procurement was rooted in governance and compliance, a function designed to meet regulatory demands. As the bank’s global footprint grew, I set out to evolve its purpose: moving beyond oversight to enable scale, resilience, and growth across multiple jurisdictions, while strengthening the foundations that were already in place.

Banking Circle is headquartered in Luxembourg. When I joined, the bank’s network included branches in Denmark, Germany, and the UK. Since then, the scope of procurement has expanded significantly. Today, I provide central procurement support not only to the bank’s European branches, including new locations such as Poland but also to its subsidiaries in markets such as Liechtenstein, Singapore, and Australia, with additional geographies in the pipeline as we continue our global growth. We are shifting from an EU-centric operation to a global procurement organisation that supports scale, resilience, and growth worldwide.

In a fast-growing, regulated banking environment, this meant striking a careful balance between agility and control. The first step has been to shift perceptions of procurement –from a transactional or compliance-focused function to a strategic business partner that adds value across the organisation. We are working towards the bank’s core priorities and aligned our target operating model to support its strategic pillars. Procurement is increasingly expected to facilitate growth by enabling rapid expansion into new geographies and supporting third-party engagements to bring new products to market. This means continuing to build scalable processes and involving procurement early to avoid bottlenecks, while still ensuring commercial discipline and regulatory alignment.

To support business stability, we are building governance frameworks that are aligned with regulatory expectations and apply a risk-based, proportionate approach. This includes supplier segmentation, clear approval thresholds, and embedded controls. These are co-designed with our Legal and Risk teams and focuses not only on meeting external requirements, but also on ensuring operational resilience from our third-party suppliers, particularly those supporting critical or cross-border services.

Profitability has been another key driver. We are focusing on creating commercial value through stronger contract negotiations and by challenging the business to rationalise spend where it makes pragmatic sense, while also improving procurement cycle times and reducing internal friction. Supporting the business efficiently requires balancing speed with rigour.

Looking ahead, we are beginning to embed procurement more deeply into the bank’s broader enterprise system. This will allow us to gradually increase automation, enhance visibility, and drive more integration across functions. This journey will support our ambition to scale globally while strengthening control and enabling stronger, data-informed decision-making.

 

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

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

Our risk assessments were updated to reflect DORA’s emphasis on concentration risk, chain outsourcing, and ICT-specific threats. We also clarified the roles and responsibilities of service owners, risk teams, and procurement to ensure accountability across the full third-party lifecycle.

This uplift is already shifting how outsourcing is perceived, from a transactional necessity to a core pillar of our resilience planning. We have embedded third-party risk considerations much earlier in both procurement and product development processes, with growing emphasis on interdependency mapping and scenario planning. The programme is also deepening cross-functional collaboration between risk, legal, and business teams, positioning procurement not just as a policy executor, but as a strategic enabler of resilience. In many ways, DORA is accelerating our transition from decentralised oversight to a more integrated, group-wide approach to risk and operational continuity.

 

Global Oversight of Third-Party Relationships: With oversight across multiple jurisdictions, how do you manage supplier consistency and compliance across Banking Circle’s headquarters, branches, and subsidiaries?

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

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

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

Banking Circle Reception

 

Embedding Risk Controls into Procurement: How have you designed procurement processes to align with regulatory risk requirements without compromising on speed or value?

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

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

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

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

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

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

 

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

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

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

 

Digital Transformation in Procurement: You have led a digital transformation within procurement. What technologies or tools have been most impactful, and how do they support integration with risk, finance, and governance?

We are still at the beginning of our digital transformation journey in procurement, but the direction is clear and the foundation is being set. One of the most important lessons I have learned from colleagues in the bank and from other peers in the industry is that transformation cannot happen in isolation. Procurement is deeply interconnected, with finance, risk, legal, and the wider business so change must be driven together rather than built as a standalone solution hoping it will bolt on seamlessly.

I am now partnering closely with our Strategic Transformation team driving momentum for the bank’s cross-department transformation programme. Together with the teams reporting to our Chief Financial Officer, we are laying the groundwork for an integrated enterprise system that will connect procurement with finance, risk, governance, and transformation teams in one shared ecosystem.

When systems are fragmented, so are decisions. Our vision is that this platform will act as the connective fabric, streamlining workflows, improving visibility, and making data accessible so teams can collaborate more effectively and make faster, smarter decisions.

My vision is simple: a business stakeholder can upload a proposal or product description, and from there, everything flows – no unnecessary forms or back-and-forth. Instead, automated, intelligent workflows handle the routine, while human touchpoints focus where they matter most: building trust, forging relationships, making informed, risk-based, and proportional decisions, supported by the right data at the right time.

That is the future we are building toward, and there is a long way to go but to quote Lao Tzu – “the journey of a thousand miles begins with a single step.” The steps we are taking now are what will make that vision possible.


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

At the heart of any successful collaboration is trust — and that takes time to build. When I joined, procurement’s role was limited and not well known, especially to new joiners. It was often seen as an administrative hurdle: extra forms, unclear requirements, and processes that didn’t feel connected to the business. This lack of visibility meant many employees did not fully understand procurement’s processes or how the department could support them. Some requirements — particularly those driven by regulation — weren’t well understood and could seem unnecessary, though we knew they were essential to demonstrate control and protect the bank.

To shift that perception, we’ve focused on being accessible and pragmatic: showing up as partners, listening first, understanding pain points, and finding places where we can simplify and deliver quick wins. Over time, even initially reluctant stakeholders have begun to see that procurement isn’t just bureaucracy. The questions we ask challenge the business to make better decisions, and documentation becomes a natural outcome of those decisions rather than a burden. Alongside this cultural shift, we have promoted procurement’s role internally, improved communication across departments, and helped colleagues navigate the right processes. Regulatory initiatives such as DORA have also underscored the importance of structured procurement and third-party management, further strengthening the function’s visibility and integration.

A great example is how we collaboratively worked with Risk and Legal to develop a new approach to third-party classification under DORA. Instead of working in isolation, we ran joint design sessions where each team brought its perspective. There were iterations, debates, and even some false starts, but we ended with a much stronger, clearer model — and more importantly, shared ownership.

We now have allies who advocate for proactive engagement with Procurement, but the journey is ongoing; there will always be new colleagues and some sceptics to win over. Collaboration thrives when teams have the freedom to experiment, and when they feel safe enough to try, fail, pivot, and try again. It is not about getting everything perfect on the first attempt, it is about creating space to learn and evolve together. Ultimately, it’s about shared accountability, psychological safety, and making compliance feel like basic hygiene so we can focus on the exciting part — creating real value in our contracts, from competitive pricing and commercial protection to access to supplier expertise and innovation and where procurement is recognised not as a gatekeeper, but as a connector and business enabler.

 

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

One of the biggest challenges we are navigating right now is how to align third-party risk management across multiple regulatory landscapes. While frameworks like DORA, EBA, CSSF, FMA, MAS, and APRA share core principles, each brings its own nuances, interpretations, and expectations. Many of these rules are still new and theoretical, and their application can differ from one jurisdiction to another. To address this complexity, we combine insights from external advisors with strong internal efforts — attending targeted trainings and bringing in local employees with deep regulatory expertise — to ensure our approach is both compliant and practical across all markets we operate in.

The key tension we manage daily is finding the right balance, avoiding over-engineered controls that introduce unnecessary business friction, while also preventing under-standardisation that can weaken group-level oversight. That balance is not always easy to strike.

We are focusing on adopting a risk-based and proportional approach, establishing a group-wide baseline that reflects our risk appetite and overarching regulatory obligations, while still allowing for local overlays where needed. Rather than taking a purely rules-based stance, we aim to interpret requirements through their intended purpose. Are we managing concentration risk? Enabling resilience? Protecting customer data? Keeping this lens helps us avoid a tick-box mentality and stay focused on outcomes that matter. We have to pick a point on the spectrum and keep fine-tuning it — it is an ongoing calibration so we can shift quickly when things change.

Continuous close collaboration with legal and risk teams across jurisdictions has also been critical. We challenge interpretations together, align on what is defensible and practical, and make sure our group standards do not conflict across regions. This joint effort prevents siloed decision-making and keeps the framework coherent but flexible.
Managing compliance across multiple jurisdictions is not a project with an end date –it is a continuous process of alignment, proportionality, and responsiveness, ensuring that third-party risk is managed cohesively across the group while still enabling the business to grow.

 

Evolving the Procurement Function for Scale: As the bank scales, how are you future-proofing procurement to meet growing business demands?

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

Right now, our focus is on building repeatable, proportionate, and automation-ready processes. Whether we are onboarding a low-risk vendor or negotiating a strategic partnership, the aim is to avoid reinventing the wheel each time. We are also embedding procurement earlier into business planning cycles, allowing us to anticipate needs before they arise, rather than responding reactively.

Our digital transformation efforts are a key part of this journey. Through our integrated enterprise transformation programme, we are connecting procurement with finance, risk, legal and governance within one shared platform. This will give us the structure and visibility required to manage third-party engagements consistently, while still maintaining agility to keep pace with business demands.

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

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

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

 

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

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

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

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

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

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KFAS

KFAS

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

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

Click below to access the digital version

 

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

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

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

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

 

Procurement’s Role in Advancing Science and Technology: How does the procurement function at KFAS support the organisation’s mission to foster scientific and technological advancement in Kuwait?

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

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

 

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

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

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

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

KFAS Conference

 

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

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

Once onboarded, we foster long-term relationships through joint planning and clear communication. Suppliers are treated as extensions of our organisation, with contracts designed to reflect shared goals and mutual accountability.

Performance is continuously monitored through KPIs and regular scorecard reviews, allowing us to track delivery, quality, and responsiveness in real time.

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

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

 

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

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

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

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

 

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

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

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

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

KFAS Presentation

 

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

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

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

 

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

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

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

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

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

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National Handling Services

National Handling Services

Purpose-Driven Procurement: Victor Hamadziripi on Driving Compliance, Efficiency, and Sustainability at National Handling Services

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

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

Click below to access the digital version

 

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

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

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

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

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

 

Procurement’s Role in Ground Handling Operations: How does the procurement function contribute to ensuring safety, reliability, and operational excellence in aviation ground handling services at NHS?

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

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

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

Procurement is also fully integrated with planning and operations. Through accurate forecasting and streamlined sourcing, we ensure the timely availability of critical spares and services, reducing delays and boosting efficiency.
In terms of compliance and risk mitigation, we uphold strict adherence to the Public Procurement and Disposal of Public Assets (PPDPA) Act, achieving a 99% compliance rate. This commitment minimises legal risks and reinforces transparency across the procurement function.

Cost efficiency is achieved through competitive bidding, framework agreements, and in-depth market analysis. These practices help us maximise value for money while maintaining quality, enabling NHS to reinvest in critical areas such as infrastructure, staff training, and safety enhancements.

At NHS, procurement is more than a transactional function, it is a strategic driver of operational excellence.

 

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

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

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

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

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

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

National Handling Service Exhibition Stand

 

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

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

We establish framework agreements with key suppliers to ensure consistent quality, pricing stability, and faster lead times, particularly for critical recurring needs such as Ground Support Equipment (GSE), spares, and maintenance.
To promote transparency and alignment, our Annual Procurement Plan is uploaded to the e-Government Procurement (e-GP) system. This gives suppliers visibility into upcoming opportunities, allowing them to prepare in advance and align with our operational timelines.

We also negotiate favourable credit terms to support supplier sustainability and maintain a healthy cash flow, which reinforces trust and operational agility.
Supplier performance is closely monitored across quality, delivery timelines, compliance, and responsiveness. Regular feedback sessions and performance reviews foster accountability and continuous improvement.

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

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

 

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

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

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

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

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

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

 

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

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

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

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

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

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

We also engage in regular virtual meetings with suppliers, which provide early insights into potential supply chain disruptions and allow us to make timely adjustments to our inventory plans.
By combining lean stock practices, dedicated storage, and data-driven forecasting, NHS ensures the availability of critical items while optimising inventory efficiency.

National Handling Services Team

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

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

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

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

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

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

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

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

 

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

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

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

Foreign payment constraints are another significant hurdle. Exchange controls and limited forex availability complicate international transactions. We manage this by planning purchases early, securing necessary approvals in advance, and negotiating flexible payment terms with our suppliers.

Extended lead times for manufacturing and shipping are common in aviation procurement. To mitigate this, we use a Just-In-Time (JIT) approach for major components, maintain buffer stocks for frequently used items, and align procurement closely with maintenance schedules to avoid disruption.

Customs clearance delays can also pose risks due to regulatory bottlenecks or documentation issues. We address this by ensuring accurate and complete import documentation, engaging customs agents early, and maintaining close contact with relevant authorities to expedite processing.

From a contractual standpoint, we use well-structured agreements with clearly defined delivery terms such as DDP or CIF, along with performance guarantees and penalty clauses. Our procurement team also monitors global supply chain trends to anticipate disruptions and reduce risk exposure.

These proactive measures enable NHS to navigate procurement challenges effectively and maintain seamless, compliant aviation operations.

 

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

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

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

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

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

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

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

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

 

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

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

Discipline is essential, procurement demands accuracy, timeliness, and consistency. Develop the habit of being thorough, organised, and dependable in every task, no matter how small it may seem.
Integrity is non-negotiable. In a field often exposed to ethical pressure, always uphold transparency, fairness, and accountability. Shun corruption and fraud, your credibility is your greatest asset.

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

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

Lastly, always align your procurement decisions with your organisation’s broader goals. Understand the strategy behind your operations, and let your work contribute to efficiency, cost-effectiveness, and long-term value creation.
Success in procurement isn’t just about purchasing, it’s about making sound, ethical, and strategic decisions that drive sustainable impact. Uphold the profession with pride and purpose, and you’ll build a career that truly matters.

G4S Kenya

G4S

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

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

Click below to access the digital version

 

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

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

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

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


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

Procurement is a strategic enabler of operational excellence and superior service delivery across our diverse functions, security, logistics, alarm response, and cash in transit. Our team collaborates closely with each business unit to understand their unique requirements and operational challenges. We go beyond transactional purchasing, focusing on strategic sourcing that guarantees the timely supply of high-quality, compliant goods and services.
For security and alarm response, this means ensuring our personnel have access to the best equipment, uniforms, and cutting-edge alarm systems. In logistics and cash in transit, our role includes optimising fleet maintenance and fuel efficiency, ensuring the integrity of specialised vehicles, and managing secure packaging.

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

 

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

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

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

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

G4S Kenya in action

 

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

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

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

 

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

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

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

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

 

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

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

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

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

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

G4S Kenya Staff

 

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

We are increasingly embedding environmental and ethical considerations into our procurement practices, aligning with both global sustainability goals and G4S’s broader corporate responsibility agenda.
In fleet operations, we prioritise suppliers that offer fuel-efficient vehicles and are actively exploring hybrid and electric alternatives where infrastructure allows. We also partner with maintenance providers that follow environmentally responsible practices, including the safe disposal of waste, lubricants, and vehicle parts.

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

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

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

 

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

It’s no secret that digital transformation has redefined the role of procurement, elevating it from a transactional function to a strategic driver of business value. At G4S Kenya, we are currently in the process of partnering with a third-party vendor to implement a comprehensive e-procurement platform that will digitise the entire procure-to-pay process, from requisition to payment.

This system will centralise procurement data and provide real-time visibility into spend patterns, supplier performance, and contract compliance, insights that were previously difficult to extract using manual processes. Features like electronic tendering are set to streamline the bidding process, ensuring fairness, transparency, and greater supplier engagement.

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

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

G4S Kenya Truck

 

Future Trends in Security Sector Procurement: What emerging trends do you see shaping the future of procurement within the security services industry in Kenya and East Africa more broadly?

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

Firstly, the use of data analytics and predictive intelligence will become increasingly central. Leveraging big data to forecast demand, pre-empt supply chain disruptions, and optimise inventory levels will be essential for maintaining continuity in high-risk operational environments.

Secondly, ESG priorities, particularly sustainability and ethical sourcing, will take on greater prominence. Procurement teams will face increasing pressure to secure environmentally responsible solutions while ensuring human rights, fair labour practices, and local economic participation are upheld throughout the supply chain.

Thirdly, the adoption of advanced technologies such as AI and blockchain will play a transformative role. These tools will enhance vendor vetting, improve contract lifecycle management, and provide traceability across the supply chain, strengthening both transparency and risk mitigation.

Lastly, strategic supplier partnerships and co-innovation will become vital. As security threats evolve, procurement must move beyond cost-saving and focus on collaborative relationships with vendors, especially those offering technological and specialised security solutions. This shift will help organisations remain agile, resilient, and competitive in a complex operating environment.

 

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

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

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

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

Equally important is embracing digital transformation. Data analytics, e-procurement tools, and real-time visibility are no longer optional, they’re vital for optimising spend, ensuring compliance, and driving strategic value.
Lastly, develop adaptability and a proactive mindset. The ability to anticipate challenges, pivot when needed, and innovate within constraints is what will set you apart. These attributes are key to thriving and advancing in fast-moving, complex industries like security and facilities management.