Procurement’s next transformation challenge is not AI. It is the operating model around it.

Procurement Ledger feature on the 2026 State of Agility in Procurement and Supply report.

The 2026 State of Agility in Procurement & Supply reveals an uncomfortable gap between technological ambition and organisational reality. For procurement leaders, the question is no longer simply how quickly AI can be adopted, but whether the commercial system around it is capable of converting faster technology into faster value creation.

Artificial intelligence is already changing procurement. Analytics are becoming more powerful, operational tasks can increasingly be automated, information can be processed at far greater speed and decision-makers can access insights that would previously have required considerable manual effort.

Yet the 2026 State of Agility in Procurement & Supply suggests that the decisive constraint on procurement transformation may sit somewhere else entirely.

Seventy per cent of respondents believe their current operating model constrains the benefits that could be achieved from AI. Among respondents who have adopted AI, 73% report that adapting the operating model required to scale those benefits remains difficult or only partially implemented.

For CPOs, this changes the nature of the transformation agenda. The challenge is not simply whether procurement has the right platforms, automation or analytics. It is whether procurement, finance, legal, technology, business stakeholders and suppliers can make decisions, share information and respond to change in a way that allows those capabilities to matter.

 

From functional efficiency to system performance

Procurement has spent decades improving functional performance. Strategic sourcing has become more structured. Category management has matured. Supplier management has become more sophisticated. Data, technology and automation have progressively reduced the administrative burden of many activities.

Those advances remain important. But the State of Agility research points towards a different source of competitive advantage: the performance of the complete commercial system rather than the efficiency of any single function inside it.

One of the clearest signals is the changing hierarchy of commercial priorities. In contrast with earlier periods in which cost optimisation dominated the agenda, respondents now place Business Agility & Adaptability at the top of the commercial agenda, closely followed by Innovation & Business Model Evolution and Cost Optimisation & Profitability. Across the full respondent base, 96% consider business agility strategically important in dealing with greater market uncertainty.

That does not mean savings, governance or control have become less relevant. It means organisations increasingly need those disciplines to work in an environment where requirements change, markets move, technology evolves, supply conditions shift and commercial assumptions can become obsolete before a traditional process has finished running.

For procurement, agility therefore cannot be reduced to running a sourcing exercise more quickly. It is the ability of the commercial system to absorb change without creating disproportionate delay, confusion or risk.

The report exposes why that remains difficult. Ninety-four per cent of respondents say functional silos limit or delay value creation to some degree. More than half, 56.54%, say the effect is significant, while another 9.42% describe it as critical.

The bottlenecks are equally revealing. Requirement and scope definition emerges as the largest reported source of delay, followed by governance and approvals and then finance approvals and budgeting. When respondents are asked about the root causes behind slowdown, conflicting functional objectives, limited transparency between silos and changing requirements or constraints come out on top.

These are not procurement-process problems in the narrow sense. They are coordination problems.

A procurement function can execute brilliantly and still sit inside a slow commercial system. A category manager can move quickly but wait for a business requirement. Legal can draft efficiently but receive an issue late. Finance can apply sound controls but become an additional queue. Technology can deploy powerful tools while information remains fragmented between functions. Suppliers can be asked to innovate while being introduced only after most important decisions have already been made.

This is the central challenge the research brings into view. Organisations have become increasingly sophisticated at optimising individual functions while the connections between those functions remain a major source of delay.

The report captures the issue in a simple principle: every handoff creates the potential for delay, distortion and loss. AI can improve individual steps. Only redesign improves the system.

That distinction matters because procurement transformation has often been built around making existing activity more efficient. The next phase may require leaders to ask whether the activity, sequence, ownership or approval structure should exist in the same form at all.

 

The AI test: are we redesigning work or accelerating old work?

The State of Agility study does not suggest that AI investment is failing. Respondents already report tangible benefits from technology adoption. Improved analytics and reporting represents 27.59% of the reported benefit, automation of operational tasks 26.11%, business insights 23.65% and self-service enablement 19.7%.

These are meaningful gains. They also reveal something important about the current stage of adoption.

Most of the benefits improve existing ways of working. AI analyses information faster. It automates an activity. It provides insight sooner. It enables a user to complete something without manual support.

The larger transformation opportunity begins when organisations stop asking only how AI can improve the current process and start asking how the commercial process should operate now that different capabilities are available.

The report shows that traditional organisational structures still dominate. Divisional and business-unit models, functional models and matrix organisations remain common, while genuinely adaptive and AI-enabled operating models are comparatively rare.

That creates a structural problem. Technology capable of operating at digital speed is being inserted into systems built around sequential handoffs, fixed responsibilities, fragmented information and approval-driven governance.

The result can be a form of local optimisation. Procurement becomes faster, but the business case still waits for finance. Contract analysis becomes faster, but legal is brought into the process too late. Supplier discovery improves, but scope definition remains static. Data becomes richer, but decision rights remain unclear.

In that environment, AI may make individual tasks faster without materially improving end-to-end commercial performance.

The research suggests respondents can see the alternative. When describing a high-performing commercial operating model, they favour data-driven and dynamically adjusted ways of working, empowered cross-functional teams and AI-enabled platform teams capable of supporting self-service. Their target operating model is defined most strongly by three characteristics: cross-functional and empowered teams; AI-enabled and data-driven decision-making; and agile, adaptive and simplified governance.

Technology is present throughout that model, but technology is not the model.

The model is the way people, process, governance, information, decision rights and technology operate together.

That gives procurement leaders a more useful test for AI investment. Is the technology genuinely changing how the value stream operates, or is it making one function more efficient inside an unchanged system?

That question becomes particularly important when the scale of the perceived opportunity is considered. Respondents were asked how much faster their organisations could operate if fragmentation and barriers to shared decisions and accountability were reduced. 44.08% estimated a 20% improvement and 38.82% estimated a 50% improvement. A further 9.87% selected between 10% and 20%, while 4.61% believed the organisation could become 100% faster. Only 2.63% expected no improvement.

These are respondent estimates rather than measured productivity outcomes, but the message is difficult to ignore. Leaders see enormous amounts of organisational capacity trapped not only in manual work, but in waiting, handoffs, competing objectives, duplicated effort and unnecessary governance.

For procurement, that means the business case for transformation should not be confined to procurement productivity. Time spent waiting for decisions matters. Rework caused by weak requirement definition matters. Repeated interpretation between functions matters. Supplier waiting time matters. Approval layers matter. The elapsed time between a commercial need being identified and value actually reaching the organisation matters.

That is a much larger canvas than automation alone.

 

Procurement’s boundary is expanding into the supplier ecosystem

The internal operating model is only part of the story.

One of the strongest findings in the report is that 93% of respondents believe reducing fragmentation with strategic customers and suppliers is important or very important. The areas in which respondents see the greatest need for cross-company collaboration include innovation, go-to-market activity, R&D and sales and marketing.

This has major implications for procurement because many traditional procurement models were designed around controlled transactions between separate organisations. A requirement is defined internally. Suppliers are invited to respond. Terms are negotiated. A contract formalises the arrangement. Performance is then managed against agreed obligations.

That model remains entirely appropriate for many categories and risks. But it becomes more restrictive where speed, learning, innovation and joint adaptation are central to the outcome.

If organisations want strategic suppliers to contribute ideas, respond to changing market conditions or co-develop solutions, those suppliers cannot always remain outside the operating model until the sourcing process reaches them.

The State of Agility research points towards a more connected commercial ecosystem in which selected suppliers and customers become part of shared decision-making, innovation and delivery. The report highlights adaptive contracting, relational governance and outcome-based approaches as increasingly important where fixed requirements, static risk allocation and traditional governance constrain adaptability.

That does not mean weakening commercial discipline. It means designing commercial discipline for the type of work being undertaken.

For procurement leaders, this is a significant shift in role. The function is no longer simply negotiating the commercial relationship after the operating model has been decided. In the most strategic environments, procurement can help design the conditions under which the relationship creates value.

That includes deciding when suppliers should be involved, what information should be shared, how objectives should be aligned, where authority should sit, how risk should be governed and how commercial mechanisms can adapt when circumstances change.

It also exposes the distance many organisations still have to travel. Seventy-eight per cent of respondents report being at some stage of adopting a new operating model to scale AI-driven value, but maturity remains heavily concentrated at the early stages. 31.11% are conducting first experiments with cross-functional practices and AI solutions. 22.22% report successful pilot projects and 15.56% have initiated functional transformation. Only 7.41% report transformation coordinated at company level, and just 1.48% say transformation includes partners across the value stream.

The ecosystem ambition is therefore considerably ahead of ecosystem execution.

That gap should matter to procurement because supplier networks are one of the areas where the function has influence that few others possess. Procurement sits at the intersection of internal demand and external capability. It can either reinforce organisational boundaries or help create the commercial mechanisms that allow value to flow across them.

 

The CPO mandate is becoming an operating-model mandate

None of this makes the transformation challenge easier.

The largest barriers identified in the study are organisational resistance to change, lack of skills and experience with agile methods and organisational culture being at odds with agile values. Insufficient training, inadequate management support and governance constraints also feature prominently.

The hard part is therefore not installing the technology. It is changing behaviour, authority, incentives, governance and ways of working around it.

That is why the report has particular relevance for CPOs.

Procurement is one of the few functions that routinely crosses almost every major organisational boundary. It works with business leadership, finance, legal, technology, operations, supply chain, risk and an external supplier market. Friction at those intersections is experienced by procurement constantly, even when procurement did not create it.

The function is therefore unusually well placed to see where the commercial system slows down.

The practical questions for leaders become more structural. Where does work spend most of its time waiting rather than progressing? Which decisions genuinely require executive approval and which could be delegated within clear policy? Where do procurement, finance, legal, technology and business stakeholders operate against different objectives? Which strategic suppliers should be involved earlier in requirement definition, innovation or problem-solving? Where can shared data eliminate repeated interpretation? Which controls manage real risk and which simply preserve historic process?

Those questions move procurement beyond functional transformation and towards commercial system design.

The benefits reported by organisations adopting new operating models suggest why that matters. Respondents cite improved decision-making, stronger business alignment, improved time to market, improved customer satisfaction and improvements in total cost of ownership.

The objective is not to abandon control for speed. It is to build control that allows speed.

It is not to remove governance. It is to make governance proportionate, transparent and capable of operating at the pace the organisation now requires.

It is not to eliminate procurement process. It is to ensure the process serves the commercial outcome rather than becoming an end in itself.

Ledger Series Media saw the same themes emerge while supporting the survey campaign. Direct engagement across senior procurement, supply chain, technology, transformation and leadership audiences repeatedly moved beyond AI itself towards governance, decision rights, silos, contracting models and cross-functional alignment. Nearly half of the completed survey responses recorded at that stage came through Ledger Series Media’s own campaign activity, giving the Group a substantial direct view into how senior professionals were approaching these challenges.

That experience reinforced why the State of Agility conversation matters beyond the report itself. AI may be the most visible catalyst, but the deeper questions concern how organisations are designed, how people collaborate and how commercial decisions move across functional and organisational boundaries.

For Procurement Ledger, that is the central implication of the 2026 findings.

The next procurement transformation will not be defined only by better sourcing technology, smarter analytics or greater automation. Those capabilities will be part of it. The defining shift will be whether procurement can help create a commercial operating model in which those capabilities translate into faster decisions, stronger alignment, better supplier collaboration and more adaptive value creation.

That is also why Ledger Series Media Group is supporting the discussion across its portfolio. The same operating-model challenge appears through different lenses in procurement, technology, supply chain and leadership. Through Ledger Series Intelligence, the Group will continue building on themes raised by the research through market insight, executive commentary and practical perspectives on the questions organisations are now confronting.

As Alexander Barron notes in the report foreword, technological progress is moving quickly, but lasting transformation continues to depend on people, leadership, collaboration and the ability to adapt.

For procurement, that may be the defining challenge of the next phase.

AI can accelerate work

The CPO opportunity is to redesign how value moves through the system.

 

Explore the full 2026 State of Agility in Procurement & Supply

The report examines business agility, operating-model redesign, AI adoption, organisational fragmentation, supplier ecosystems, commercial collaboration and the practices organisations are using to create faster, more adaptive commercial systems.

2026 State of Agility in Procurement and Supply report cover

New Zealand Qualifications Authority (NZQA)

From Accidental Start to Strategic Impact: Ismail Halim (FCIPS) on Procurement, Public Value, and Building Trust in New Zealand’s Public Sector

Procurement in the public sector plays a critical yet often understated role in delivering essential services, balancing governance, value, and long-term societal impact. At the New Zealand Qualifications Authority (NZQA), procurement is a key enabler of trusted education outcomes, supporting systems that impact learners, educators, and institutions across Aotearoa.

Ismail Halim (FCIPS), Senior Procurement Advisor at NZQA, brings a diverse background spanning telecommunications, automotive, banking, and power generation, alongside deep professional grounding through the Chartered Institute of Procurement and Supply (CIPS). His journey into procurement was unplanned, but his progression reflects a clear commitment to continuous learning, ethical practice, and building meaningful supplier partnerships.

In this interview, Ismail shares insights on governance, sustainability, supplier collaboration, and the evolving role of procurement within the public sector, offering a grounded perspective on how procurement can deliver both operational excellence and public value.

Click below to access the digital version:

Career Journey: You’ve built your procurement career within public-sector and advisory environments. How did you know procurement was the path for you, and can you share your career journey and what led you to your role as Senior Procurement Advisor at the New Zealand Qualifications Authority?

I’ll be honest, I had no idea what procurement was when I started out as a call-centre representative. My career only began to take shape after completing a logistics certification in Malaysia, which opened the door to a supply chain role in a small engineering company. Later, while working for a shipping company, an organisational restructure placed me in the procurement team as a junior buyer. That unexpected move, combined with enrolling with the Chartered Institute of Procurement and Supply, set the foundation for my career.

Since then, I’ve worked across telecommunications, automotive, banking, and power generation, each role building my perspective and skill set. Moving to New Zealand in 2019 allowed me to transition into the public sector as a senior procurement specialist. I’ve now been with NZQA for almost 18 months, and I’m still learning every day, which is one of the things I value most about this profession.

Procurement’s Role in Delivering Education Services: NZQA plays a vital role in maintaining New Zealand’s qualifications framework and education standards. How does your procurement function support NZQA’s mission to deliver reliable, high-quality services to learners, educators, and institutions?

Our procurement team plays a quiet but critical role in enabling NZQA to deliver reliable, high-quality services. We focus on building strong, long-term supplier partnerships so we can co-design solutions and maintain consistent service standards.

Through strategic sourcing and coordinated planning, we leverage economies of scale to maximise value for money. This allows NZQA to reinvest savings into priority initiatives that directly support learners and the wider education system.

At the same time, we apply strong quality assurance and risk management practices to ensure every product and service is reliable, secure, and fit for purpose. Ultimately, procurement creates the commercial foundation that allows NZQA to operate with confidence and focus on delivering trusted outcomes for Aotearoa.

Governance and Compliance in Public Procurement: Public-sector procurement requires strong governance, transparency, and accountability. How do you balance compliance and policy requirements with achieving value, efficiency, and innovation in procurement activities at NZQA?

Compliance is non-negotiable, but it should not come at the expense of value or innovation. For me, the balance starts with building processes that people trust. That means being transparent with stakeholders about the rules, why they exist, and how we can work within them effectively.

I focus heavily on early engagement with internal teams so we can shape procurement approaches together and avoid delays or surprises later. With suppliers, I set clear guardrails while encouraging them to bring forward new ideas, sustainable solutions, and innovative approaches that still meet governance requirements.

Strong documentation and consistent evaluation ensure compliance, while a pragmatic mindset helps maintain efficiency. Ultimately, the goal is to deliver strong outcomes for NZQA while protecting public value and maintaining accountability.

Supplier Relationships and Quality Assurance: What strategies do you use to build strong, transparent relationships with suppliers, and how do you ensure partners consistently meet NZQA’s service, technology, and performance standards?

Strong supplier relationships are built on clarity, fairness, and consistency. I set expectations early and ensure suppliers understand what good performance looks like from NZQA’s perspective.

My approach is influenced by CIPS principles, particularly around ethical practice, open communication, and structured performance management through KPIs rather than assumptions. I maintain regular engagement with suppliers, not just when issues arise, which helps build trust and transparency.

Quality assurance comes from a combination of formal processes, such as service reviews, performance reporting, and risk checks, alongside maintaining open and respectful relationships. When suppliers feel trusted and valued, they are more committed to delivering against expectations. It becomes a shared responsibility rather than just a contractual obligation.

Sustainability and Social Value: Sustainability and social responsibility are increasingly important in government procurement. How is NZQA integrating sustainability, ethical sourcing, and broader social value into procurement strategies?

Sustainability is no longer something we consider at the end of a process. It is built into procurement from the beginning. At NZQA, we are integrating sustainability, ethical sourcing, and social value into everyday decision-making.

This means asking better questions during planning. Can we reduce waste? Are there opportunities to engage local or social enterprises? What are the environmental impacts across the full lifecycle?

I also work closely with internal teams to translate sustainability into practical actions rather than high-level principles. With suppliers, we encourage greater transparency around labour standards, environmental impact, and responsible practices, while recognising that progress is a journey.

It is not about being perfect. It is about making consistent, intentional improvements and ensuring procurement reflects public-sector values.

Demand Planning and Service Continuity: How do you approach demand planning and supplier coordination to ensure continuity of supply and service, particularly for critical or time-sensitive requirements?

Demand planning in a public-sector environment requires close collaboration because requirements can shift quickly. My approach is to engage early with business teams to understand upcoming needs, priorities, and potential risks.

For critical or time-sensitive requirements, I work closely with suppliers to confirm capacity, lead times, and contingency options. Clear communication is essential, particularly when timelines are tight.

We also use historical data and forward planning where possible to anticipate demand rather than react to it. Maintaining strong supplier relationships gives us greater flexibility when unexpected requirements arise.

Ultimately, continuity comes from preparation, transparency, and having trusted partners who understand the importance of the services NZQA delivers.

Risk Management and Resilience: From technology dependencies to supplier risks, what are the key procurement risks NZQA navigates, and how do you manage these to ensure uninterrupted service delivery?

Risk is always present in procurement, whether it relates to technology dependencies, single-source suppliers, or tight delivery timelines. At NZQA, we focus on being proactive rather than reactive.

This starts with understanding critical services and identifying potential points of failure. I work closely with internal teams to map risks early, particularly where suppliers or systems are essential to operations.

With suppliers, we assess capacity, financial stability, security posture, and disaster recovery readiness. Regular performance discussions help identify early warning signs.

We strengthen resilience through supplier diversification where possible, clear service-level expectations, and contracts that support continuity and escalation. While not all risks can be eliminated, transparency, documentation, and strong communication ensure we are prepared.

The Evolution of Procurement in the Public Sector: In your experience, how is procurement maturity evolving across New Zealand’s public-sector agencies, and where do you see the greatest opportunity?

Procurement has evolved significantly across both public and private sectors. Agencies are moving beyond purely transactional or compliance-driven models and placing greater emphasis on commercial thinking, early engagement, sustainability, and long-term value.

One of the most important shifts is the recognition that procurement shapes outcomes, not just transactions. When involved early, procurement can influence design, manage risk proactively, and create pathways for innovation.

There is still opportunity to grow, particularly in capability development and data-driven decision-making. However, the overall direction is positive.

The greatest opportunity lies in strengthening partnerships across internal teams, suppliers, and other agencies. When procurement is trusted and well-integrated, it becomes a strategic lever for delivering better outcomes.

Advice for Aspiring Procurement Professionals: As a procurement advisor within a complex public-sector environment, what advice would you give to professionals looking to build impactful careers in procurement, commercial advisory, and public-sector transformation?

My biggest advice is to stay curious. Procurement is not just about policies and contracts. It is about understanding people, markets, risks, and how organisations operate.

Focus on the fundamentals. Document decisions, communicate clearly, remain transparent, and involve the right stakeholders early. These habits will carry you through any environment.

Networking is also critical. Connecting with procurement professionals across industries provides new perspectives, accelerates learning, and builds a support system.

Finally, stay open to unexpected opportunities. Many of us did not plan to enter procurement, but it offers diverse and rewarding career paths. Being adaptable and willing to learn will take you further than any predefined plan.

Future of Procurement as a Profession: Where do you see the procurement profession heading, and what skills will matter most in the next five years?

Procurement is becoming increasingly strategic and influential. Organisations now recognise it as a function that shapes risk, value, and long-term outcomes rather than simply managing processes.

Over the next five years, procurement will become more embedded in decision-making, particularly in areas such as sustainability, market intelligence, and commercial governance.

The most important skills will be commercial acumen, stakeholder influence, and the ability to interpret market dynamics quickly. Strong fundamentals such as ethical practice, category management, and structured analysis remain essential, but what differentiates professionals is the ability to apply these in complex environments.

Adaptability will also be critical. Markets, technologies, and expectations are constantly evolving. Those who remain curious, connected, and grounded in professional standards will lead the next phase of procurement transformation.

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VMCH

Procurement with Purpose: How Amit Das Is Strengthening Care, Continuity, and Strategic Value at VMCH

In mission-driven organisations, procurement carries a responsibility that extends well beyond cost and contract management. It must safeguard continuity, support frontline teams, and ensure that every commercial decision contributes to safe, reliable, and compassionate service delivery. At VMCH, where aged care, disability services, and community support sit at the heart of the organisation’s work, procurement plays a vital role in protecting both operational resilience and care outcomes.

Amit Das, Senior Procurement Manager at VMCH, brings a broad background spanning technology, government, and healthcare. That mix of experience has shaped a procurement leadership style grounded in governance, stakeholder engagement, and practical value creation. In this interview, Das reflects on his journey into procurement, the evolution of VMCH’s function, and the strategies required to balance cost, resilience, sustainability, and service quality in one of Australia’s most important and fast-growing sectors.

Click below to access the digital version:

Career Journey: You’ve built your career in procurement across a mix of local government, technology, through to healthcare and aged-care sector. Can you share your career journey and what led you to your current role as Senior Procurement Manager at VMCH? What experiences have most shaped your approach to procurement leadership in a mission-driven organisation?

Like many people in procurement, I did not begin my career intending to enter the profession. I started as a Sales Graduate at IBM after completing a Master of Business Systems at Monash University. It quickly became clear that sales was not the right fit for me, but the experience taught me something that has stayed with me throughout my career: the importance of empathy. Even now, while I cannot respond to every supplier approach, I try to ensure that no supplier is treated without respect because I understand how difficult it can be on the other side of the conversation.

From a professional perspective, IBM gave me the strongest possible foundation in procurement. It is an organisation that does procurement well, and the leaders I worked with there instilled disciplines and principles that still guide me today. Later, my time at the Department of Education reinforced the importance of governance, probity, and a strong procurement framework. I was again fortunate to work under leaders who valued fairness, honesty, and kindness, and who showed me that introversion can be a strength in leadership rather than a weakness.

Today, at VMCH, I draw on all of those experiences in a diverse, mission-focused environment. Working in aged care has broadened my perspective further and reinforced that procurement leadership is not just about commercial outcomes. It is about listening well, understanding context, and supporting services that directly affect people’s lives.

Procurement Supporting Quality Care: VMCH delivers critical health, aged-care and community services across Australia. How does procurement support VMCH’s commitment to providing high-quality care, safe facilities, and reliable service delivery for residents and patients?

At VMCH, procurement supports quality care by ensuring that the most critical goods and services are managed proactively and reliably. In our environment, continuity of supply is essential. If key products or services are interrupted, the impact is not limited to operations alone, it can directly affect the wellbeing of residents, clients, and the staff who support them every day.

One of our strengths is that the procurement team understands which categories are most critical and where close management is needed. We work proactively with stakeholders to understand what they require and what matters most in practice. This is particularly important in a sector like ours, where staff are genuinely passionate about the people they serve. Whether they are working in aged care, disability services, education, or another part of the organisation, they bring a strong sense of purpose. Through close stakeholder relationships, we make sure those client needs are represented in procurement decisions rather than viewed purely through a corporate or commercial lens.

Our team’s breadth of experience also helps. Collectively, we have worked across multiple industries, countries, and categories, which means there is very little we have not seen before. We use that experience to anticipate issues, add value early, and keep the end goal in focus. Ultimately, procurement’s role is to ensure critical services continue without interruption and that the organisation can deliver the quality of care and support our clients depend on.

Strategic Procurement in Healthcare: Healthcare and aged-care procurement comes with unique complexity, from clinical supplies to facilities management and services. How have you evolved VMCH’s procurement function to move beyond transactional purchasing toward strategic value creation?

The evolution of procurement at VMCH has been a genuine journey rather than a single transformation event. It has been iterative, practical, and built over time, beginning with one essential factor: trust. Positive stakeholder engagement is not optional in this kind of environment. It is a core success factor. Without it, procurement remains transactional. With it, procurement can become a strategic function that helps shape better outcomes.

As a team, we have worked hard to build strong relationships with key stakeholders so they can see first-hand what good procurement delivers. Once those relationships are in place, it becomes much easier to move conversations beyond ordering and price into value, service quality, risk, and long-term supplier performance. One good example is food supply, which is a critical category because it directly impacts our clients. Through regular engagement with the relevant stakeholders, we have developed a partnership model that focuses on getting the best from suppliers while also holding them to account. That approach has worked well and has resulted in a healthy mix of local and multinational suppliers with whom we now have strong working relationships.

The next step is scaling that model across more categories. In some areas, such as waste and cleaning, we are already well advanced. In others, we are still embedding the same level of maturity. For me, strategic procurement is about replicating what works, strengthening capability over time, and ensuring procurement is seen as a partner in delivering service outcomes, not just a function that processes transactions.

Supplier Partnerships and Service Continuity: Reliable supplier performance is essential in care environments where disruptions can directly impact patient and resident wellbeing. What strategies do you use to build strong supplier relationships and ensure service continuity across VMCH’s operations?

Our approach begins with recognising that core suppliers in a mission-driven environment cannot be managed at a distance. They need to be managed closely, consistently, and in genuine partnership. We meet regularly with our key partners, stay engaged with their developments, and make a conscious effort to understand where their expertise can help improve outcomes for our clients.

At VMCH, the range of goods and services we procure is extensive, which makes supplier trust particularly important. We aim to work with organisations that can be relied upon to deliver consistently and responsibly. Fortunately, our supplier network is both large and diverse, and to date it has proven to be a strong one. Many of our partners have regularly repaid that trust through dependable service, responsiveness, and a willingness to work with us when challenges arise.

Another important part of our strategy is recognising that suppliers understand their own product or service better than we do. Good supplier relationships therefore are not just about performance monitoring. They are also about learning. We want to understand where suppliers are heading, what innovations they are seeing in the market, and how those ideas might benefit VMCH. That mindset helps turn supplier engagement into a source of value rather than simply a compliance exercise.

Ultimately, service continuity is strongest when procurement builds relationships that are transparent, practical, and grounded in mutual respect. In our environment, that matters because reliable supplier performance is not just a commercial benefit. It directly supports continuity of care.

Digital Transformation in Procurement: Digitalisation is reshaping procurement across all sectors. How is VMCH leveraging procurement technology, data, or automation to improve transparency, compliance, and efficiency across sourcing and contract management?

We already have a number of digital tools available to us, particularly on the purchasing side, and these provide a useful foundation. More broadly, procurement technology and digitisation are areas we are actively considering, as I suspect many aged care organisations across Australia are doing. However, our view is that digital transformation has to begin with process clarity rather than technology for its own sake.

We have spent time reviewing our policies and processes to ensure they are fit for purpose. They must meet our probity requirements, support compliance, and still remain agile enough to provide flexibility, which is especially important in an aged care setting. In my view, digital tools and automation should flow from those underlying requirements rather than drive them. If the process is not right, technology will only reinforce the wrong approach faster.

That means our focus is less on adopting a system for the sake of appearing modern and more on ensuring that any future solution genuinely suits VMCH’s structure, operating model, and diverse service environment. We need tools that can support transparency, compliance, and efficiency without creating unnecessary rigidity for a complex organisation.

So while digitisation is absolutely on the agenda, our approach is deliberate. We want any technology investment to strengthen how we work, not distort it. In a mission-driven organisation, that discipline matters because procurement systems must support real service delivery needs, not just administrative neatness.

Sustainability and Responsible Sourcing: Sustainability is becoming increasingly important in healthcare and community services. How is VMCH embedding responsible sourcing, environmental considerations, and social value into procurement decisions?

Sustainability and responsible sourcing are both important priorities for VMCH, and that includes areas such as Modern Slavery, environmental responsibility, and wider social value. These are not treated as optional extras. They are embedded into our sourcing processes and reflected as mandatory criteria within our core contracts.

From a supplier perspective, we have deliberately engaged organisations that already demonstrate a credible track record in these areas. With sustainability, one example is our work with a waste management provider that is actively supporting waste diversion strategies to reduce the amount of material going to landfill. In other categories, such as cleaning and office products, our suppliers bring commitments around Indigenous engagement, community participation, and broader responsible sourcing initiatives. Those factors matter because procurement decisions should reflect organisational values as well as commercial requirements.

There is also another dimension to this at VMCH, which is our increasing focus on social enterprise. Although many of our internal stakeholders operate in aged care and health, there is growing attention across the organisation on how procurement can support businesses with a stronger social mission. We have been pleased to engage with some of those organisations and see that as an area we will continue to build on.

For me, responsible sourcing is most effective when it is practical, measurable, and aligned with stakeholder priorities. It should not sit outside normal procurement activity. It should be part of how contracts are designed, suppliers are selected, and value is understood across the organisation.

Risk and Resilience in Supply Chains: Recent global disruptions have highlighted vulnerabilities in healthcare supply chains. How does your team manage risk, ensure critical supply availability, and build resilience into VMCH’s procurement strategy?

For us, resilience begins with strong supplier relationships. Many procurement professionals will be familiar with the Kraljic model, including the idea that suppliers segment customers just as customers segment suppliers. It is essential that our most important suppliers see VMCH as a development or core customer rather than as a nuisance or purely exploitable account. We are confident that our strategic suppliers do see us in that way, and that position is critical when markets tighten or disruptions emerge.

The period during and after Covid illustrated this clearly. Although global supply conditions have improved since the height of the disruption, VMCH benefited enormously from the relationships cultivated by previous procurement leaders. Those partnerships helped ensure continuity of supply in particularly sensitive areas such as PPE, sanitiser, and medical waste disposal. Suppliers that valued VMCH as a partner worked with us to put interim measures in place so our facilities could continue operating and serving the community.

We have continued to build on that approach by staying close to our key suppliers in categories such as food, allied health, medical consumables, cleaning, and medical equipment. In practice, risk management is not only about forecasting disruption. It is about maintaining relationships strong enough to withstand it.

That philosophy remains central to our strategy. In healthcare and aged care, resilience is rarely built in isolation. It is built through trust, consistency, and ensuring that your most critical suppliers see long-term value in supporting your organisation.

Balancing Cost Efficiency with Care Outcomes: In a not-for-profit environment, balancing financial stewardship with quality care outcomes is vital. How do you approach cost optimisation while ensuring procurement decisions always support VMCH’s care mission?

In aged care, financial stewardship matters enormously, but it has to be managed in a way that never loses sight of service quality and care outcomes. Because of the nature of the sector, organisations like VMCH rely on a significant number of third-party suppliers, whether because of their specialisation, the complexity of the service, or geographic considerations. That means cost optimisation has to be approached carefully and sustainably.

Negotiation is part of our day-to-day work, and our aim is always to achieve a fair and reasonable price while ensuring that pricing remains sustainable over time. We do not want to secure short-term gains that later result in service issues or cost blowouts. Where possible, we also run sourcing events that introduce a healthy level of competitive tension so we can test the market properly and make informed choices.

We also work with procurement aggregators, which is an important part of our strategy. These organisations source on behalf of multiple businesses, including VMCH, and that allows us to benefit from economies of scale we could not achieve independently. Their contract management capability also gives us assurance that suppliers are properly vetted and actively managed.

The key is to keep the mission in view. Cost optimisation is important, but it must support, not compromise, the care experience. In our environment, the best procurement outcomes are those that balance commercial discipline with stable, high-quality service delivery.

Future Trends in Healthcare Procurement: Looking ahead, what trends do you see shaping procurement in healthcare and aged care over the next few years, and how is VMCH preparing to adapt to these changes?

Digitisation and artificial intelligence are clearly major forces shaping procurement, not only in aged care but across the profession more broadly. I am constantly hearing about new developments in the sector, ranging from improved monitoring and support systems to AI-enabled robotics that can assist aged care residents with diagnosis, day-to-day practical support, and even companionship. For procurement teams, this means digital literacy and awareness will only become more important over time.

At the same time, regulation will be a major driver of change. For organisations in aged care that rely on subcontractors or third-party providers, recent reforms mean providers will be increasingly accountable for the quality of care delivered on their behalf. Under the new Aged Care Act, workers of associated providers may effectively be treated as workers of the organisation they support. That raises the importance of supplier oversight, contract management, and governance significantly.

For procurement, this means that supplier management will have to become even more rigorous. Contract management will be more critical, not less, and organisations will need stronger visibility into how services are being delivered across their supplier base.

So while technology will continue to reshape the sector, regulatory accountability may prove just as significant. The organisations that adapt best will be those that strengthen both their digital capability and their contract and supplier governance at the same time.

Advice for Aspiring Procurement Leaders: Based on your experience in healthcare procurement, what advice would you offer to emerging procurement professionals looking to build meaningful careers in mission-driven and service-focused organisations?

My advice to emerging procurement professionals in a mission-driven organisation would be to listen and observe before taking action. Procurement professionals are generally adaptable and capable of working across many sectors, but in a mission-focused environment the drivers are rarely limited to savings or cost reduction. If you do not first understand what the organisation is trying to achieve and what matters most to its stakeholders, it is very easy to pursue the wrong priorities.

That is why I am cautious about the idea of immediately needing to hit the ground running. It sounds appealing, but in practice I think it is far more valuable to first understand the organisation properly before launching ambitious procurement initiatives. Context matters, especially in sectors where service delivery has such a direct human impact.

I would also keep stakeholder engagement front and centre. That means not only engaging leaders, but also spending time with staff in client-facing roles. Those conversations provide an invaluable perspective on what the business actually needs. Some of my most valuable insights have come from visiting VMCH teams on site, whether in aged care facilities or disability accommodation homes. Seeing the environment first-hand provides a level of understanding that cannot be achieved from behind a laptop.

Working in a mission-focused organisation is something I would strongly recommend. It offers exposure to diverse challenges, diverse people, and exceptionally committed teams. Supporting that mission through procurement is both professionally stretching and personally rewarding.

Featured Partner

Supporting and shaping this feature’s core transformation story.


MG Waste Management

MG Waste Management provides waste management and disposal services supporting care, community and commercial environments across Victoria. Its services are designed around safe, reliable and compliant waste handling, with an emphasis on responsive service, operational continuity and environmentally responsible waste management.

As highlighted in the VMCH feature, MG Waste Management supports VMCH’s responsible sourcing and sustainability objectives through reliable waste services and a focus on reducing environmental impact. This includes identifying opportunities to improve waste diversion, reduce material sent to landfill and implement practical service arrangements that support both operational requirements and longer-term sustainability goals.

Visit MG Waste Management: mgwaste.com.au

Mezzan Holding Co.

Transforming Procurement into a Strategic Engine: Ashraf Odeh on Building a High-Performance Function at Mezzan Holding Co.

In a diversified organisation spanning food manufacturing, packaging, catering, and FMCG distribution, procurement plays a critical role in ensuring operational stability, cost discipline, and long-term value creation. At Mezzan Holding Co., procurement has evolved from a decentralised transactional activity into a strategic function supporting growth across multiple markets and business units.

Ashraf Odeh, Head of Central Procurement at Mezzan Holding, has been instrumental in driving this transformation. With nearly two decades of experience across sectors including agriculture, cement, dairy, and large-scale food manufacturing, he brings a pragmatic approach to procurement leadership rooted in governance, collaboration, and digital enablement.

Since joining Mezzan in 2021, Odeh has led the creation of a centralised procurement organisation, implementing structured policies, advanced digital tools, and stronger supplier partnerships. In this conversation, he shares insights into building a high-performing procurement function, strengthening supply chain resilience, and embedding sustainability across a complex FMCG and manufacturing ecosystem.

Click below to access the digital version:

Career Journey & Leadership Philosophy: Can you share your career journey and what led you to your role as Head of Central Procurement at Mezzan Holding Co.? What experiences have most influenced your approach to leading procurement within a diversified FMCG and manufacturing group?

I have built a 19-year career across strategic procurement, transformation, and supplier partnership management within FMCG, dairy, poultry, manufacturing, and real estate sectors. I began my career in real estate procurement before moving into industrial sourcing within the cement sector. I later spent nearly a decade at Almarai, where I led procurement for direct materials across farming, feed, and bakery operations.

These diverse environments shaped my ability to manage complex sourcing portfolios, drive cross-functional transformation, and deliver value through structured governance and category strategies.

At Mezzan Holding, I joined with a clear mandate: to establish and lead a central procurement function from the ground up, unify sourcing across multiple business units and countries, and elevate procurement into a strategic, group-wide enabler of performance. This aligned strongly with my passion for building systems, developing people, and driving operational excellence.

Interestingly, my procurement career began unintentionally. After graduating as an Agricultural Engineer, industry disruptions limited opportunities in animal production. A role in real estate procurement opened the door, and what began as a necessity evolved into a long-term career in supply chain leadership.

Three experiences have particularly shaped my leadership philosophy. First, having end-to-end responsibility where procurement directly impacts product quality, animal welfare, food safety, and cost competitiveness reinforced the importance of disciplined processes and strong supplier collaboration. Second, leading major transformation initiatives involving governance frameworks, policies, KPIs, and digital procurement tools highlighted the value of transparency and data-driven decision-making. Finally, managing multi-sector complexity at Mezzan strengthened my belief in balancing standardisation with the flexibility required to support diverse business models.

Procurement’s Role in FMCG & Manufacturing Excellence: Mezzan operates across food manufacturing, catering, packaging, and FMCG distribution. How does your procurement function support operational excellence across these diverse business verticals and ensure consistency in quality, speed, and cost performance?

Our procurement operating model is built on three core pillars.

The first is standardised governance. Policies, SOPs, KPIs, and reporting frameworks create consistency across food manufacturing, packaging, and distribution operations.

The second pillar is category expertise combined with strategic sourcing. We develop category strategies tailored to each vertical, whether commodities, food ingredients, packaging materials, capital expenditure, logistics, or indirect services.

The third pillar is strong collaboration with operations. Procurement works closely with demand planning, manufacturing, quality, research and development, and finance teams to ensure consistent product quality, competitive pricing, reliable lead times, and reduced supply risk.

This structured approach enables us to support operational excellence while addressing the distinct needs of each business model within the group.

Building a High-Performing Procurement Function: Since joining Mezzan, what have been your key priorities in elevating procurement capability, processes, and governance across the group?

When I joined Mezzan in 2021, procurement was largely decentralised, with inconsistent processes and limited visibility across the organisation. My initial priorities focused on building a central procurement function and establishing strong governance.

We created a central procurement department from the ground up, developing organisational structure, policies, SOPs, KPIs, and executive dashboards to improve spend visibility and decision-making.

Stakeholder engagement was also critical. We worked to position procurement as a strategic support function, improving communication with business leaders and strengthening alignment with operational priorities.

Supplier relationship management was another priority. We introduced more structured collaboration with suppliers, ensuring transparency, protecting the interests of both Mezzan and its partners, and encouraging long-term strategic arrangements.

Process standardisation followed, including improvements to the PR to PO cycle, on-time-in-full delivery compliance, cost savings calculations, budget participation, contracting practices, supplier onboarding, and annual business review programmes.

Digital transformation also played a major role. We digitised purchase requests and approvals, implemented Shipsy for shipment visibility, introduced materials categorisation, developed payment request workflows, and aligned procurement processes with SAP S/4HANA.

Finally, we invested heavily in people and capability building through targeted hiring, upskilling programmes, and relocating key talent closer to operational sites. Together, these initiatives transformed procurement into a centralised, strategic, and performance-driven function.

Visionary Leadership Recognition: You were recently recognised in Dubai as one of the Top 20 Procurement Visionaries. How did this recognition reflect the evolution of procurement at Mezzan?

This recognition reflects the collective efforts of the entire procurement team rather than my leadership alone.

It represents how far Mezzan’s procurement journey has progressed, moving from a decentralised transactional function to a strategic capability that contributes directly to cost optimisation, supply continuity, and digital transformation.

The award validates several elements of our transformation, including the governance frameworks we established, our sourcing excellence, the progress made in digital procurement tools, and the collaborative partnerships we have built with suppliers.

For me, it represents a milestone in our ongoing transformation journey and a recognition of the team’s commitment to building procurement capabilities that compete at global standards.

Supplier Collaboration & Value Creation: Given Mezzan’s extensive supplier ecosystem across the GCC, what strategies are you using to build deeper partnerships with suppliers?

Our supplier partnership strategy focuses on long-term value creation rather than purely transactional cost reduction.

We conduct annual business reviews with key suppliers to evaluate performance and define joint improvement plans. We also continuously develop alternative sourcing options to mitigate supply risks and support cost optimisation.

Joint initiatives with suppliers often focus on cost reduction, product innovation, and service improvement. In addition, strengthening payment governance has helped build trust and reinforce long-term collaboration.

Supplier segmentation is another important element. We classify suppliers as strategic, preferred, or transactional, allowing us to manage relationships according to their importance to the business.

Transparent communication and sharing of demand forecasts further strengthen collaboration, ensuring suppliers can plan capacity effectively and maintain high service levels.

Digital Transformation & Procurement Excellence: How is Mezzan leveraging digital tools, automation, or analytics to elevate procurement performance?

We are currently executing a multi-phase digital procurement strategy aimed at improving visibility, efficiency, and decision-making.

Several initiatives have already been implemented. Shipsy provides end-to-end shipment visibility, while automated email notifications alert suppliers immediately when purchase orders are approved. We have also implemented SAP scheduling agreements and contract management tools, enhanced vendor onboarding workflows, and digitised the letter of credit request and issuance process.

The next phase of our roadmap includes redesigning procurement processes within SAP S/4HANA, introducing AI-enabled sourcing assistants, implementing digital supplier performance scoring, and automating the PR to PO cycle for catalogue items.

We are also developing executive procurement dashboards and automated savings tracking to provide leadership with real-time insights into procurement performance. This digital roadmap will make procurement faster, more transparent, and increasingly predictive.

Risk Management & Supply Chain Resilience: How does your team manage supply chain risk across such a diverse operating environment?

We manage supply chain risk through an integrated framework designed to maintain resilience across multiple sectors and markets.

One important element is the development of alternative sourcing options across critical categories, supported by dual sourcing strategies for high-risk items. This reduces dependency on single suppliers and strengthens supply continuity.

We also continuously monitor geopolitical developments, freight conditions, and commodity price movements to anticipate potential disruptions.

Supplier risk scoring is another key tool. We evaluate suppliers based on financial stability, operational capability, product quality, and service reliability.

Close collaboration with demand planning and logistics teams ensures early visibility of potential issues and enables proactive mitigation. This structured approach allows us to maintain operational continuity even during global supply shocks.

Sustainability & Responsible Sourcing: How is Mezzan embedding sustainability into procurement decisions?

Sustainability is integrated into procurement across four primary areas.

First, packaging optimisation initiatives aim to reduce plastic usage, introduce lightweight materials, and redesign packaging where possible.

Second, ethical sourcing standards are reinforced through a supplier code of conduct, compliance verification, and documentation requirements.

Third, suppliers are expected to meet ESG expectations related to quality, safety, and responsible sourcing practices.

Finally, we focus on waste reduction through improved purchasing planning, more accurate demand forecasting, and better inventory turnover.

Suppliers play a critical role in achieving these objectives, as many sustainability improvements depend on collaborative innovation across the supply chain.

Procurement Challenges in FMCG & Diversified Groups: What are the biggest procurement challenges in managing sourcing for a diversified organisation like Mezzan?

Managing procurement across a diversified group presents several challenges. One of the most significant is balancing centralisation with business unit autonomy. Different business units often operate at different maturity levels and require varying degrees of procurement support.

Ensuring data integrity and process consistency across the organisation is another challenge, particularly when multiple systems or operating models exist. Procurement must also align its objectives with broader commercial, operational, and financial priorities, which may differ between business units. Additionally, lead times, regulatory requirements, and supply risks vary significantly across categories and markets. The solution lies in establishing a strong governance framework while maintaining flexible processes that can adapt to the unique characteristics of each business unit.

Advice for Aspiring Procurement & Supply Chain Leaders: What advice would you give to professionals looking to advance their careers in procurement?

Future procurement leaders should first master the fundamentals, including cost management, supplier performance, and quality control. Equally important is developing a deep understanding of the business beyond procurement itself. Strong collaboration with finance, operations, and suppliers is essential to delivering real value.

Professionals should also invest in digital and analytical skills, as data-driven decision-making is becoming increasingly important in modern procurement. Finally, leaders must focus on developing their teams. Procurement success depends heavily on people, and building capable, motivated teams is one of the most important responsibilities of any leader.

Procurement leadership today is not simply about buying at lower cost. It is about creating value, enabling growth, and building resilient supply chains that support long-term business success.

Ecosystem Partners

Companies supporting and shaping this feature’s wider story.


Sino Tomato Products Co., Ltd.

Sino Tomato Products Co., Ltd. specialises in the planting, processing and export of tomato products for food manufacturers, distributors and consumer brands across Southeast Asia, Europe, the Middle East and Africa. Operating from Inner Mongolia, the company combines a stable agricultural supply chain with modern processing facilities and exports more than 15,000 tonnes of tomato products annually to over 30 countries.

As part of the Mezzan ecosystem, Sino Tomato supports food manufacturing through reliable tomato products, controlled sourcing and consistent quality assurance. Its portfolio includes tomato paste in multiple brix specifications, pasta sauces, diced tomatoes and customised solutions designed for a range of food manufacturing applications.

Visit Sino Tomato: www.sinotom.com


Advait Agrotech Private Limited

Advait Agrotech Private Limited is an agricultural supplier specialising in premium-grade potatoes for food manufacturers producing fries and chips. The company supplies across international markets including Oman, UAE, Kuwait, Qatar, Malaysia, Indonesia, Vietnam, Saudi Arabia, Mauritius, Seychelles, Hong Kong, Bahrain and Jordan, while working with approximately 700 farmers each year.

As part of the Mezzan ecosystem, Advait Agrotech supports food production with specialist potato supply designed for consistent frying and processing performance. Its international supply network and extensive grower base provide the scale and agricultural capability required to serve large food manufacturing markets.

Visit Advait Agrotech: www.advaitagrotech.com 

Mondelēz International

From Science to Strategic Sourcing: Mukondeleli on Leading Procurement with Purpose Across Sub-Saharan Africa

Procurement leadership across Sub-Saharan Africa demands far more than commercial discipline. It requires cultural awareness, resilience, ethical judgement and the ability to build trusted relationships across diverse markets, supply bases and internal teams.

Mukondeleli, SSA BU Procurement Director for Sub-Saharan Africa at Mondelēz International, brings more than two decades of experience spanning science, brewing, logistics, strategic sourcing and procurement leadership. Her career has taken her from the laboratory at SABMiller to senior roles across food, FMCG, tissue manufacturing and, today, one of the world’s leading snacking businesses.

In this interview, she reflects on the experiences that shaped her leadership, the importance of mentoring young women, and the role procurement plays in responsible sourcing, supplier development, digital transformation and supply chain resilience across the region.

Click below to access the digital version:

Career Journey: Can you share your career journey and what led you to your role as SSA BU Procurement Director at Mondelēz International, and which experiences have most shaped your leadership style in procurement and supply chain?

My career began 23 years ago as a young, qualified biotechnologist, eager to experiment in the laboratory and field and ready to change the world through science. That journey started with SABMiller, now AB InBev, where I joined as a Microbiology Laboratory Technician. Through curiosity and the opportunities the organisation offered, I spent 11 years growing across several functions, including microbiology, technical brewing, logistics, raw material buying, procurement operations and strategic sourcing.

From there, I moved across industries. I joined Famous Brands as Procurement Manager across raw materials and packaging, then SC Johnson as Procurement Operations Manager for Sub-Saharan Africa. I later moved into the tissue industry with Twinsaver as General Manager of Procurement before taking on my current role as Procurement Director for Sub-Saharan Africa at Mondelēz International. Along the way, I completed qualifications in project management, CIPS and CIPP through IPSCMI. Today, I oversee end-to-end procurement across the SSA business unit, managing approximately R8 billion in spend.

Working across diverse and often challenging markets, particularly in West Africa, has shaped my leadership significantly. Navigating regulatory complexity, capability gaps and socio-economic realities has reinforced the importance of agility, strong governance and ethical decision-making.

My leadership approach is grounded in integrity, collaboration and continuous learning. I believe deeply in developing people, creating space for teams to contribute, and building trusted stakeholder and supplier relationships. I remain intentional in my decisions, especially where people are concerned, and I try to approach every situation as though it were my own business. Most importantly, I remain teachable and resilient, because in African markets you must always keep the end goal in sight.

Mentoring and Empowering Young Women: You are passionate about mentoring and aiding young women. What inspired this focus, and how do you practically create opportunities and support networks for young women within Mondelēz and beyond?

When I first stepped into a management role, I had a very memorable interview with the recruiting manager at the time, Pedja Teranjunin, who later became one of my biggest cheerleaders. He saw beyond a young woman with qualifications and experience. As he explained it, he saw that I had fire in me.

From my first day working with him, he showed enormous faith in my ability and allowed me to be myself. Through that experience, I became a strong advocate for women and for the importance of giving them a genuine opportunity to sit at the table and demonstrate what they can do.

I grew up in a rural area in the far north of Limpopo and attended a science and mathematics school that lacked many resources during the 1990s. I only began using a computer during my first year at university, but I refused to allow my circumstances to define me.

My passion for mentoring young women also comes from seeing the futures of girls in my school and community disrupted by teenage pregnancy. For many, there appeared to be no route forward because of their financial circumstances. That stayed with me and became a major reason why I support young women and create opportunities wherever I can. I often use the phrase, “Be the girl you think you are.”

Women today must navigate many different roles, including sister, mother, wife and senior professional. To succeed, we need strong support structures, mentors, sponsors and communities that allow women to grow without feeling that they must carry every challenge alone.

Procurement’s Role in “Snacking Made Right”: Procurement is critical to delivering safe, high-quality snacks that reflect Mondelēz International’s “Snacking Made Right” vision. How does your team contribute to ensuring responsible sourcing and consistent product quality across SSA?

Delivering safe, high-quality snacks that reflect Mondelēz International’s “Snacking Made Right” vision requires genuine teamwork.

Procurement sits at the centre of that collaboration, working closely with suppliers, Quality, Food Safety, Manufacturing, Supply Chain, Marketing and Finance. Every function must remain accountable, agile and aligned around the same objective.

Quality and food safety are non-negotiable. We partner with suppliers that have the right capability, meet Mondelēz supply standards and adhere to our policies. This requires rigorous supplier selection, clear expectations and ongoing collaboration to ensure standards remain consistent across markets.

Responsible sourcing is also central to the way we work. We actively choose suppliers that align with our sustainability expectations, support capability development within local supply bases and reinforce ethical practices and governance across spend categories.

The role of procurement is therefore much more than securing supply at the right cost. We help create the conditions for quality, safety and reliability across the entire value chain. By working cross-functionally and maintaining strong supplier relationships, we help ensure that products reach consumers with the consistency and integrity expected from Mondelēz International.

Ultimately, “Snacking Made Right” is delivered through shared accountability. Procurement helps connect every part of that process, from supplier selection and responsible sourcing through to manufacturing, quality assurance and the final consumer experience.

Sustainability and Responsible Sourcing: Sustainability is a strategic priority for Mondelēz, from ingredients to packaging. How do you integrate sustainability and responsible sourcing into your procurement decisions in the SSA region, and what progress are you most proud of?

Sustainability is central to how we make procurement decisions across Sub-Saharan Africa.

At Mondelēz International, responsible sourcing is embedded into our strategy, from the selection of raw materials through to the way we work with suppliers and farming communities. Globally, we prioritise the sustainable sourcing of key ingredients through signature programmes such as Cocoa Life and other responsible sourcing initiatives that support environmental stewardship and social impact throughout our supply chains.

Within the SSA region, this means actively selecting suppliers that align with our sustainability expectations, supporting capability development within local supply bases and reinforcing ethical practices and strong governance across spend categories.

By integrating sustainability criteria into procurement decision-making, we strengthen resilience, reduce environmental impact and build long-term partnerships that benefit both the business and the communities connected to our supply chain.

I am particularly proud of the progress made in advancing sustainable ingredient sourcing. These efforts support farmer livelihoods, encourage more regenerative practices and help ensure our snacks are not only high quality, but also made in the right way.

For me, responsible sourcing is not a separate activity or a compliance exercise. It is part of how we create long-term value. Procurement has a responsibility to consider the full impact of its decisions, including the effect on communities, suppliers, the environment and the future resilience of the business.

Supporting Local and Regional Suppliers: Operating across SSA brings a diverse supplier base and varied market realities. How do you approach developing and partnering with local and regional suppliers while maintaining Mondelēz’s global standards?

Operating across Sub-Saharan Africa requires us to balance local relevance with global standards.

My approach to supplier development begins with recognising the value that local and regional suppliers bring, including proximity, agility and local market knowledge. At the same time, Mondelēz’s global standards around quality, food safety, ethics and sustainability remain non-negotiable.

We focus on building long-term partnerships rather than transactional relationships. This includes supplier capability assessments, structured onboarding and targeted development initiatives that help suppliers meet our requirements over time. Collaboration, transparency and clear expectations are essential, particularly in markets where capability levels can vary. We need suppliers to understand not only what the standards are, but also why they matter and how meeting them supports long-term success for both organisations.

By investing in supplier development, strengthening governance and sharing best practices, we enable local suppliers to grow alongside the business. This contributes to a more resilient and competitive supply base while also supporting economic development across the region.

The goal is not to lower global standards to accommodate local conditions. It is to help local and regional suppliers build the capability required to meet those standards consistently. When that is achieved, the benefits extend beyond procurement. It creates stronger businesses, more resilient communities and a supply ecosystem capable of delivering long-term value across the region.

Digital Transformation in Procurement: Digital tools and data are reshaping how procurement teams operate. How is your team using technology and analytics to improve transparency, efficiency and decision-making in your supply base?

Digital transformation plays an important role in how procurement teams operate and create value.

Technology and data enable greater transparency, consistency and speed across sourcing, contracting and supplier management processes. This is particularly valuable in complex, multi-market environments such as Sub-Saharan Africa, where visibility and standardisation can be challenging.

Procurement teams are using digital tools to improve spend visibility, strengthen compliance and support more data-driven decision-making. Analytics help us identify risks, efficiency opportunities and performance gaps within the supply base, allowing teams to act proactively rather than reactively.

Digital platforms also support stronger supplier collaboration by standardising processes, improving information flow and strengthening governance. Better access to information allows for clearer performance discussions and more informed decisions across both internal and external relationships.

Importantly, technology is not a replacement for relationships. It is an enabler that allows procurement professionals to spend less time on repetitive activity and more time on strategic value creation, supplier development and business partnership. By embedding digital capability into procurement ways of working, teams are better positioned to manage complexity, respond to market volatility and support sustainable, resilient supply chains.

The value of technology ultimately lies in how effectively it improves judgement, speed and alignment. The objective is not simply to digitise existing processes, but to create a procurement function that is more transparent, informed and capable of anticipating what the business will need next.

Building High-Performing, Inclusive Teams: Mondelēz is recognised as a top employer with a strong focus on inclusion. How do you build a high-performing procurement team, and what specific practices help you create an environment where women can thrive and lead?

Building a high-performing procurement team begins with creating a culture of trust, accountability and continuous learning. Clear expectations, strong governance and a shared sense of purpose allow teams to perform consistently, even in challenging environments. People need to understand the direction, what is expected of them and how their contribution supports the organisation’s goals.

Inclusion is a key driver of performance. Diverse teams bring different perspectives, stronger problem-solving and better decision-making. Creating an environment where women can thrive requires intentional action, including equitable access to opportunities, stretch assignments, mentorship, sponsorship and visible role models in leadership.

Psychological safety is equally important. People need to feel able to speak openly, challenge ideas and contribute without fear. Flexible ways of working and honest dialogue help individuals bring their full selves to work and perform at their best. Developing talent, recognising contributions and investing in leadership capability also ensure that performance is sustainable beyond individual roles.

A strong leader should not only deliver results, but also create the conditions for others to grow and succeed.

When people feel valued, supported and appropriately challenged, high performance becomes a natural outcome rather than something that must be forced. For women in particular, having access to opportunities, trusted support networks and leaders who advocate for their development can make a defining difference in their progression.

Navigating Regional Challenges and Risks: Procurement in SSA can involve complex logistics, regulatory differences and geopolitical risks. What are some of the key challenges you encounter, and how do you and your team build resilience into the supply chain?

Procurement in Sub-Saharan Africa presents a distinct set of challenges, including infrastructure constraints, regulatory complexity, geopolitical risk and supply market volatility. Successfully navigating these realities requires a proactive, flexible and locally informed approach to risk management.

We build resilience through diversified sourcing strategies, robust scenario planning and deep engagement with the local supply base. Understanding market dynamics and regulatory environments at country level is essential, as is maintaining close cross-functional collaboration with internal stakeholders.

Strong governance frameworks, compliance standards and structured risk assessment processes provide consistency across the region. At the same time, local expertise gives teams the agility required to respond quickly when conditions change.

Continuous monitoring and data-driven insight help identify potential disruptions early and shape effective mitigation strategies. However, systems and processes alone are not enough.

As we often say, “Africa is not for sissies.” What truly makes the difference is the strength of the supplier relationships we build. Trust developed over time allows organisations to respond faster, communicate openly and work together through disruption.

By combining global best practice with local insight, procurement teams can manage uncertainty more effectively and maintain continuity of supply in even the most complex environments. At the heart of resilience is the ability to remain prepared, adaptable and connected to the partners who understand the market on the ground.

Future of Procurement in Food and Snacking: Looking ahead, what trends do you believe will most influence procurement in the food and snacking industry, particularly in emerging markets like SSA, and how are you preparing your organisation for these changes?

The future of procurement in the food and snacking industry will be shaped by sustainability expectations, digitalisation, supply chain resilience and changing consumer demands.

In emerging markets such as Sub-Saharan Africa, these trends are amplified by climate risk, infrastructure constraints and socio-economic considerations. Procurement teams will need to manage these pressures while maintaining quality, continuity and affordability.

Responsible sourcing, transparency and traceability will continue to grow in importance. Consumers, regulators and businesses increasingly expect clearer visibility into where products come from, how suppliers operate and what environmental and social impact exists across the value chain.

Supplier collaboration and innovation will also become more important. Many of the challenges facing food supply chains cannot be solved by procurement teams working alone. Strong partnerships will be essential to improving resilience, developing new solutions and responding to changing market needs.

Digital tools and analytics will further strengthen visibility, efficiency and risk management. Procurement organisations are preparing by investing in capability development, improving data and systems, and embedding sustainability more deeply into decision-making.

The ability to remain agile and adaptable will be critical. Future procurement leaders will need strong commercial judgement, digital capability and a clear understanding of local markets. Those organisations that combine these strengths with trusted supplier partnerships will be best positioned to navigate future complexity and create long-term value.

Advice for Young Women in Procurement and Supply Chain: For young women aspiring to build careers in procurement and supply chain, what practical advice would you offer on gaining credibility, finding mentors and navigating their growth into leadership roles?

For young women aspiring to build careers in procurement and supply chain, credibility begins with mastering the fundamentals, understanding the business, developing technical expertise and consistently delivering on commitments.

Confidence grows through preparation, curiosity and a willingness to take on challenges. You do not need to have every answer immediately, but you do need to remain willing to learn, ask questions and take responsibility for your development.

Seeking out mentors and sponsors is essential. Mentors provide guidance, perspective and a safe space to discuss challenges. Sponsors go a step further by actively advocating for opportunities, visibility and progression. Building strong professional networks and learning from different role models can accelerate growth significantly.

It is also important to speak up and trust your voice. Leadership is not about knowing everything. It is about listening, collaborating and making informed decisions with integrity.

Resilience matters because careers are built over time. There will be setbacks, difficult environments and moments when confidence is tested. Remaining grounded in your values while staying adaptable will support long-term growth.

At the heart of it all are ethics and credibility. Procurement and supply chain professionals interact with both suppliers and stakeholders throughout the business, which means we are often seen as representatives of the organisation. The way we act, communicate and make decisions shapes how others view both us and the business we represent.

Ecosystem Partners

Companies supporting and shaping this feature’s wider story.


Axxela

Axxela Limited is Nigeria’s pioneer private-sector developer of natural gas solutions, delivering integrated energy infrastructure across gas processing, transmission, distribution and captive power generation. With more than 400 kilometres of pipeline infrastructure and around 200 industrial and commercial customers, the company supports business continuity, productivity and long-term industrial growth across Nigeria and the wider West African region.

As highlighted in this feature, Axxela supports Mondelēz International through reliable energy infrastructure that helps strengthen manufacturing continuity, operational resilience and production performance. Its work with Cadbury Nigeria includes the development and operation of a dedicated 5.8MW captive power plant, combining secure natural gas supply with dependable power generation.

Visit Axxela: axxelagroup.com


Savannah

Savannah is a specialist ingredient supplier supporting food and beverage manufacturers across bakery, confectionery, dairy, desserts, culinary applications and nutrition. Its approach combines ingredient expertise, product development capability and supply support designed to help customers improve quality, consistency and innovation across complex manufacturing environments.

As highlighted in this feature, Savannah works closely with Mondelēz International through a Vendor Managed Inventory model that supports stock availability, forecasting accuracy and supply continuity. By combining shared data, regular engagement and proactive inventory management, the partnership helps strengthen resilience, improve planning and reduce potential disruption across the supply chain.

Visit Savannah: www.savannah.co.za


K&F Industries & Naxos Baking Technologies

K&F Industries and Naxos Baking Technologies provide specialist ingredients, processing technology and food manufacturing solutions to major international food businesses. Their combined capabilities span bakery and confectionery ingredients, processing systems, technical expertise and equipment designed to support consistent quality, operational efficiency and reliable high-volume production.

As highlighted in this feature, K&F Industries and Naxos have supported Mondelēz International through a long-standing relationship focused on quality, reliability and continuous improvement. Their work includes supporting Cadbury’s manufacturing operations with specialist ingredients and processing solutions, helping maintain product consistency, strengthen operational performance and support the demands of large-scale food production.

Visit K&F Industries: www.kandfindustries.co.za


Constantia Flexibles

Constantia Flexibles is a global flexible packaging specialist focused on developing packaging solutions that balance product protection, manufacturing performance and progress towards circularity. Its Ecolutions portfolio combines paper, mono-material films and aluminium, with structures selected around requirements including barrier performance, shelf life and compatibility with existing filling lines.

As part of the Mondelēz ecosystem, Constantia Flexibles brings packaging expertise focused on simplifying structures, improving material efficiency and supporting more recyclable packaging designs where collection and recycling infrastructure allows. Through close customer collaboration, its approach balances technical performance with the practical realities of different products, markets and regulatory environments.

Visit Constantia Flexibles: www.cflex.com

JAGGAER Launches JAI to Help Procurement Teams Buy Smarter with AI

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New AI-powered assistant is designed to answer procurement questions instantly, reduce support tickets, and help organisations uncover sourcing, supplier, and spend insights.

JAGGAER has officially launched JAI, a new AI-powered assistant built to make the daily work of procurement faster, clearer, and less frustrating for buying teams.

The new tool is designed to help employees get immediate answers to procurement questions, understand company purchasing rules, identify preferred suppliers, and access policy-compliant guidance without needing to raise support tickets or search across multiple systems.

For procurement leaders, the launch reflects a growing shift in the market. AI is no longer being positioned only as a strategic analytics layer. It is now moving into the daily flow of work, helping employees make better buying decisions at the point of need.

According to JAGGAER, early customer use has already produced strong indicators of value, including an expected 50% reduction in support tickets in year one, time savings across more than 40 workflows, and, in some cases, adoption growth of up to 1,000% week on week.

Making Procurement Guidance Instantly Accessible

One of the biggest challenges for many procurement functions is not a lack of policy or process. It is making those rules easy for employees to understand and follow.

Questions such as “Do I need approval to buy this?” or “Who is our preferred supplier for office equipment?” can often result in delays, help desk requests, and unnecessary internal back and forth. JAI has been developed to remove that friction.

Employees can ask questions in plain language across 28 languages and receive immediate answers based on the organisation’s own documents, policies, and procurement data. Rather than relying on broad internet-based information, JAI is grounded in the customer’s internal content, helping ensure answers are relevant, reliable, and aligned to company rules.

The assistant also respects existing security and access controls within the JAGGAER system, meaning users only see information they are authorised to access.

From Basic Questions to Deeper Spend Insight

Beyond answering everyday procurement questions, JAI is also designed to analyse spend and supplier data to highlight potential improvement opportunities.

This includes identifying where spend may be happening outside approved channels, where supplier risk could be concentrated, or where cost reduction opportunities may exist. These are areas that often require significant analyst time, manual reporting, or cross-functional input.

By bringing this capability into the procurement platform, JAGGAER is positioning JAI as both a user support tool and a decision intelligence layer for procurement and supply chain teams.

JAI is available now and, according to JAGGAER, can be set up on the same day a company decides to use it.

Building Trust in AI for Procurement

Andrew Roszko, CEO of JAGGAER, said:

“Procurement has always been about making smart decisions with limited time and information. JAI changes that equation entirely. It is embedded into the core platform and actually earns trust. It knows your business, respects your rules, and gives you answers you can act on. This is just the beginning.”

That trust element is becoming increasingly important as more procurement teams look to adopt AI. While generative AI has created clear excitement across enterprise technology, procurement leaders also need confidence around accuracy, compliance, data access, and governance.

JAI’s grounding in company-specific documents and data is intended to address that issue directly, giving users answers based on their organisation’s actual standards rather than generic guidance.

Early Use in Financial Services

A large financial institution using JAI during the Early Access phase described the value of bringing complex internal guidance into one unified view.

“As a financial institution, we’re beholden to very high standards from both a regulatory and a contractual standpoint. In practice, this means that Supply Chain teams need to reference and adhere to a complex set of principles. These are set out across different guides that range from risk standard handbooks to sourcing guides, often located in different places or outside the internal system, making the reference process difficult.

“JAI changes that. By creating a unified view of all these standards, users can find the answers to their questions, rapidly and efficiently, without exiting the system. We’re confident in improvements on ticketing times and audit preparation in the future. But the time savings and accuracy of the detail we’re seeing in the Early Access phase is already a huge win.”

What This Means for Procurement Leaders

The launch of JAI highlights a practical direction for AI in procurement. Rather than simply promising transformation at a strategic level, tools like JAI target the operational frustrations that slow teams down every day.

For CPOs and procurement leaders, the value lies in improving user adoption, reducing internal support pressure, increasing policy compliance, and helping teams make better decisions without adding complexity.

As procurement continues to become more digital, data-driven, and integrated across the enterprise, AI assistants that can combine usability with governance are likely to play a growing role in how organisations manage sourcing, suppliers, contracts, and spend.

About JAGGAER

JAGGAER is a global leader in enterprise procurement and supplier collaboration. The company supports organisations in managing and automating complex procurement processes while enabling resilient, accountable, and integrated supplier ecosystems.

Backed by 30 years of expertise, JAGGAER’s AI-powered industry-specific solutions, services, and partnerships form JAGGAER One, serving direct and indirect procurement, upstream and downstream processes, and complex source-to-pay environments.

JAGGAER has 1,200 global employees and supports customers on their journey towards Autonomous Commerce.

Website: www.jaggaer.com