CPO Series

Pioneering Procurement Excellence: An Interview with Youssouf Djire, Founder & CEO of 3novex Global

As procurement and supply chain management continue to evolve, industry leaders must stay ahead of trends, foster collaboration, and drive meaningful change. Youssouf Djire, Founder & CEO of 3novex Global, has done just that—building a powerhouse of high-impact events that bring together procurement professionals, solution providers, and thought leaders from around the world.

Since founding 3novex Global in 2018, Youssouf has transformed the procurement event landscape, expanding from Malaysia to the UAE and establishing the CPO Series as a leading global platform for procurement excellence. His ability to anticipate industry shifts and embrace innovation has not only strengthened 3novex Global’s influence but also led to the launch of JustNetwork in 2024, a business networking platform that has already facilitated over 1,700 high-value meetings.

In this interview, Youssouf shares insights into the journey behind the CPO Series, how technology is shaping procurement, and his vision for the future of 3novex Global.

Inception of the CPO Series: What inspired you to establish the CPO Series under 3novex Global, and how has it evolved since its inception?

The CPO Series was created to fill a clear gap in the market for high-quality, executive-level procurement events. When I founded 3novex Global in 2018, I noticed that procurement professionals lacked a dedicated platform that addressed both strategic challenges and emerging innovations.

What began as a single summit quickly evolved into a multi-event platform spanning multiple countries. Over time, the series has grown into a recognised leader in procurement conferences, attracting top executives and solution providers. Beyond geographical expansion, we have also deepened our focus, curating specialised content tailored to regional needs and industry shifts.

 

Target Audience and Objectives: The CPO Series is designed for senior professionals in procurement, finance, supply chain, purchasing, and sourcing. How does the series cater to the specific needs of these diverse roles?

The CPO Series is carefully designed to meet the unique needs of senior professionals across procurement, finance, supply chain, purchasing, and sourcing. These roles demand a blend of strategic insight, operational excellence, and technological adaptability.
Our events provide C-level executives with valuable networking opportunities and exposure to the latest industry solutions, while procurement managers aspiring to leadership roles gain insights into career progression. By curating high-impact discussions and practical workshops, we bridge the gap between experienced leaders and emerging talent, fostering professional growth within the procurement ecosystem.

 

Key Offerings of the CPO Series: Could you elaborate on the range of services provided by the CPO Series, such as conferences, workshops, round tables, and micro-events? How do these offerings add value to participants?

The CPO Series delivers a diverse range of high-value events, including large-scale summits, focused roundtables, hands-on workshops, and exclusive micro-events tailored for procurement technology providers. Each format is designed to cater to different levels of engagement—from broad industry discussions to deep-dive technical sessions.

Our summits bring together industry leaders to explore key trends and challenges, while workshops offer actionable insights and practical strategies. Roundtables facilitate direct peer-to-peer learning, fostering open discussions on pressing issues. Meanwhile, micro-events provide a niche platform for procurement tech providers to showcase innovations and connect with decision-makers.

By offering this variety, we ensure that participants not only gain valuable knowledge but also build meaningful business relationships that drive procurement excellence within their organisations.

 

 

Impact of the 100 CPO Summit: The 100 CPO Summit is a flagship event within the CPO Series. What are some notable outcomes or success stories from past summits, and how have they influenced the procurement community?

The 100 CPO Summit has established itself as a benchmark event in the procurement industry, driving meaningful connections and transformative initiatives. Over the years, it has facilitated major industry partnerships, accelerated procurement transformation efforts, and provided CPOs with critical insights that shape corporate strategies.

One notable success story involves a procurement leader from a Fortune 500 company who discovered a digital solution at our event—an innovation that later revolutionised their supplier management process. Such real-world outcomes reinforce our commitment to delivering events that go beyond discussions, fostering tangible impact and industry-wide advancements.

Adapting to Industry Trends: With the dynamic nature of procurement and supply chain management, how does the CPO Series stay ahead of industry trends and ensure content relevance for its audience?

Procurement is evolving rapidly, driven by digital transformation, sustainability goals, and shifting global supply chains. The CPO Series stays ahead by curating content aligned with emerging trends, engaging thought leaders, and incorporating interactive formats such as live case studies and expert panels.

We also leverage post-event feedback to continuously refine our agenda, ensuring that each edition remains relevant and impactful. By maintaining strong connections with industry pioneers and solution providers, we ensure that every session delivers cutting-edge insights that procurement professionals can immediately apply in their roles.

 

Role of Technology in Procurement: In your view, how is technology transforming procurement practices, and how does the CPO Series address technological advancements in its programs?

Technology is fundamentally reshaping procurement by enhancing efficiency, transparency, and data-driven decision-making. AI-powered analytics, blockchain for supply chain security, and automation tools are revolutionising procurement strategies, enabling organisations to optimise costs and mitigate risks more effectively.

The CPO Series actively addresses these advancements through dedicated technology showcases, expert-led discussions, and hands-on demonstrations from leading solution providers such as SAP, Ivalua, Zycus, JAGGAER, GEP, and Coupa. By bridging the gap between procurement leaders and cutting-edge innovations, we equip organisations with the knowledge and tools to confidently embrace digital transformation.

 

Global Expansion Plans: Given the success of events in regions like Dubai and Malaysia, are there plans to expand the CPO Series to other global markets? If so, which regions are being considered?

Building on the success of our events in Malaysia, the UAE, Thailand, and the Philippines, we are actively exploring further expansion. In 2025, we will be launching the CPO Series in Saudi Arabia, a rapidly growing market experiencing significant procurement digitalisation.

 

Beyond the Middle East and Asia, we are evaluating opportunities in Europe, Africa, and North America, where demand for high-level procurement summits continues to rise. Our goal is to establish the CPO Series as a truly global platform, fostering connections among procurement leaders worldwide.

 

Feedback and Continuous Improvement: How do you gather and incorporate feedback from participants to continuously improve the CPO Series offerings?

Participant feedback is central to our continuous growth and evolution. We gather insights through post-event surveys, direct conversations, and data analytics to assess engagement, satisfaction, and areas for enhancement.

Common suggestions directly shape our agenda, speaker selection, and event formats. For instance, based on participant feedback, we introduced more interactive sessions and networking-focused activities to foster deeper connections and practical learning. This iterative approach ensures that each edition of the CPO Series not only meets but exceeds expectations, delivering maximum value to our attendees.

Partnerships and Collaborations: What role do partnerships play in the success of the CPO Series, and how do you collaborate with industry leaders to enhance the quality of your events?

Strategic partnerships are integral to the success of the CPO Series. We collaborate with top procurement solution providers, industry associations, and thought leaders to deliver high-impact content and ensure our events remain at the forefront of industry advancements.

Our partnerships with technology leaders such as SAP and Ivalua provide attendees with firsthand insights into cutting-edge procurement solutions. Additionally, working closely with regional procurement associations strengthens our local relevance, ensuring that our events address market-specific needs and challenges. These collaborations enhance the overall quality of our programs, making them both globally insightful and regionally applicable.


Future Vision for the CPO Series: Looking ahead, what are your aspirations for the CPO Series, and how do you envision it shaping the future of procurement and supply chain management?

Our vision is for the CPO Series to become the premier global platform for procurement and supply chain professionals. Beyond geographical expansion, we aim to integrate more digital elements, including virtual summits, exclusive online content, and AI-driven networking opportunities to enhance engagement and accessibility.

As procurement continues to evolve into a more strategic and technology-driven function, we will adapt accordingly—ensuring that the CPO Series not only informs but also facilitates real-world industry transformation. Our goal is to empower professionals with the insights, tools, and connections needed to navigate the future of procurement with confidence.

Norwex

Leading Sustainable Supply Chains: Ebru Sebat's Vision for Innovation and Resilience at Norwex

As the Global Operations and Supply Chain Director at Norwex, Ebru Sebat is at the forefront of driving sustainability in supply chain management. With a career dedicated to eco-conscious practices, Ebru has played a pivotal role in enhancing Norwex’s operations, ensuring that sustainability is not just a goal but a core value woven into every step of the supply chain. In this exclusive interview, Ebru shares her journey, the challenges she faces in building resilient and sustainable supply chains, and her vision for the future of eco-friendly products.

 

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Career Journey: Can you share your career journey and what led you to your role as Global Operations and Supply Chain Director at Norwex? What experiences have been most influential in shaping your approach to supply chain management?

 

From an early age, I was determined to pursue a career in supply chain management, drawn by the opportunity to shape global operations and make a meaningful impact on businesses and customers. This passion led me to study business with a focus on supply chain management and embark on a career that has taken me across multiple countries, cultures, and industries. After graduation, I had the privilege of kick-starting my career by leading the supply chain aspect of large-scale, multi-million-euro worldwide projects for a tech company in France, where I consistently achieved 98% customer satisfaction. This role honed my analytical thinking, attention to detail, and ability to deliver under pressure—all essential qualities for success in supply chain management.

In 2017, I joined Norwex Germany to establish supply chain activities for the European markets and implement the forecasting tool Blue Yonder, which significantly enhanced demand planning accuracy and operational efficiency. This role required not only technical expertise but also a hands-on approach to process development, strong interpersonal skills to align stakeholders, and resilience to navigate the challenges of rapid organisational growth. A year later, I transitioned to the headquarters in Malta, where I expanded my responsibilities to include the APAC region. This experience further deepened my ability to navigate cultural complexities, foster collaboration across diverse teams, and approach problem-solving with a global mindset.
Since January 2021, as Global Operations and Supply Chain Director at Norwex Malta, I have led the entire supply chain and operations function, ensuring high-quality products are delivered worldwide in a cost-efficient and timely manner. I take pride in aligning operational excellence with Norwex’s commitment to sustainability and innovation, fostering a culture of continuous improvement.

My approach to supply chain management is driven by a strategic vision, adaptability, and a dedication to empowering my team. I believe in creating an environment where individuals feel valued, motivated, and inspired to contribute to shared goals. I also thrive on solving complex challenges, leveraging both data-driven decision-making and creative thinking to deliver measurable results. Working with Norwex is particularly fulfilling, as it allows me to combine my professional expertise with the company’s commitment to protecting the environment and promoting sustainability.

Sustainability in Supply Chain Operations: Norwex is known for its commitment to sustainability. How does your team ensure sustainable practices across Norwex’s global supply chain, from sourcing to production and distribution?

At Norwex, sustainability is deeply embedded in every aspect of our global supply chain. We are committed to sustainable sourcing, production, and distribution processes that minimise environmental impact.

We begin with sourcing by implementing our “No-No List,” which bans over 2,700 harmful substances and is continually updated. This goes beyond avoiding common chemicals like sulfates and parabens, relying on scientific research to ensure our product standards are uncompromising. Additionally, Norwex follows a rigorous 360° Product Safety Review, evaluating ingredients and formulas for safety, sustainability, and quality against global standards, such as the EU Cosmetics Directive and the US EPA. This process guarantees that our products are safe and sustainable, earning the “Norwex Clean” label.

In our pursuit of sustainability, we also offer USDA Certified Biobased Products, which are made from renewable biological resources, reducing reliance on non-renewable resources. Norwex is also EWG Verified, ensuring transparency and confirming that our products are free from harmful ingredients.

Recycled materials are another key focus. We use microfiber yarn made from over 12 million plastic bottles, and repurpose plastic waste collected from coastal areas, preventing it from entering oceans. This reclaimed plastic is used in our packaging and product components, contributing to cleaner oceans and reducing waste.
Ethical production is equally important. Our textiles are certified free from harmful substances through the STANDARD 100 by OEKO-TEX® certification. We also partner with SEDEX to evaluate sustainability practices within our supply chain and ensure our suppliers adhere to ethical labor standards, prohibiting child and forced labor.
We also focus on responsible distribution. Our microfiber recycling program converts used products into renewable energy, and we use sustainable, recyclable packaging. By offering long-lasting, reusable alternatives to disposable items, such as paper towels and plastic straws, we help customers reduce waste and prevent single-use items from ending up in landfills and oceans.

These efforts integrate across our supply chain to deliver on our promise to protect the planet, all while meeting the growing demand for sustainable products. Through these practices, we ensure that sustainability is not just a goal but a reality in our operations.

Challenges in Eco-Friendly Product Supply Chains: What are some unique challenges you face in maintaining a supply chain for eco-friendly products, and how does Norwex address these challenges to remain aligned with its environmental goals?

 

Maintaining a supply chain for eco-friendly products presents unique challenges, including limited supplier availability, cost pressures, and the need for extensive quality and performance testing.

At Norwex, creating eco-friendly products begins with sourcing sustainable materials that meet our rigorous environmental and safety standards. As mentioned earlier, our “no-no list” bans over 2,700 harmful substances, ensuring that the materials we use are safe for both consumers and the environment.

However, sourcing these sustainable materials can be difficult due to the limited availability of suppliers and the higher costs compared to conventional materials.

To address these challenges, Norwex builds strong, long-term relationships with trusted suppliers to ensure a reliable supply of sustainable materials. We also conduct rigorous testing on recycled materials to ensure they meet the same high-performance standards as virgin materials, guaranteeing that our eco-friendly products deliver the quality our customers expect. For example, our microfiber products are certified under OEKO-TEX® Standard 100, ensuring they are free from harmful chemicals and safe for the environment.

Norwex also focuses on innovation by designing eco-friendly products that minimise waste. Key initiatives such as refillable products, reusable solutions, and recyclable packaging help reduce the environmental impact of our products while empowering customers to make sustainable choices.

With a global presence, another challenge is the complexity of aligning with diverse regulatory requirements across the countries in which we operate. Norwex ensures compliance with local regulations while promoting environmentally responsible practices worldwide.

At Norwex, these strategies are more than just solutions—they are opportunities to innovate, inspire, and stay true to our mission of creating a cleaner, safer, and more sustainable world.

Supplier Relationships and Ethical Sourcing: How does Norwex build and maintain strong relationships with suppliers, and what measures are in place to ensure that ethical sourcing standards are upheld throughout the supply chain?

Norwex builds and maintains strong supplier relationships through collaboration, transparency, and a shared commitment to sustainability.

Building trust is fundamental to these relationships, and many of Norwex’s suppliers have been long-term partners for over 20 years.

To uphold ethical sourcing standards, Norwex conducts regular audits and follows a strict protocol for selecting new suppliers, ensuring they align with our sustainability goals. Additionally, we use tools like SEDEX (Supplier Ethical Data Exchange) to assess and select suppliers based on their sustainability and ethical practices.

Norwex is also committed to partnering with suppliers who share our values, particularly in relation to ethical labor practices. We require strict adherence to labor standards that prohibit child and forced labor, ensuring that our supply chain reflects our core principles.

Quality Assurance for Eco-Conscious Products: In producing eco-conscious products, how does Norwex ensure the highest quality standards? What role does the supply chain play in achieving consistent product excellence?

Ensuring the highest quality standards for eco-conscious products requires meticulous oversight throughout every stage of production, from raw materials to finished goods. Our 360 review process involves rigorous testing of raw materials, guided by our “no-no” list, and collaboration with our ISO 9001-certified factory or trusted suppliers to uphold the highest quality standards.

Finished products undergo thorough testing by our quality assurance team before they are approved for distribution to global warehouses. Additionally, our commitment to surpassing international eco-certifications, such as OEKO-TEX® for textile products, reinforces our dedication to maintaining exceptional quality.

The supply chain plays a crucial role in preserving product excellence. By adhering to strict quality guidelines during sourcing, production, distribution, and storage—particularly for temperature-sensitive personal care products—our supply chain ensures that products meet our high standards from manufacturing to delivery.

 

Inventory and Demand Management: How does Norwex manage inventory and demand forecasting, especially given the growing consumer interest in sustainable products and fluctuations in global supply?

Norwex manages inventory and demand forecasting with the help of an advanced tool called Blue Yonder, known for its robust capabilities in inventory management and demand planning.

This tool is used at both local and global levels, enabling local sales teams to track inventory and forecast demand while providing a comprehensive overview globally. Blue Yonder analyses past sales data for each country and factors in elements like seasonality to predict future trends. By aggregating global demand, it provides valuable insights into the necessary purchase and manufacturing volumes worldwide.

This software ensures that Norwex maintains optimal inventory levels, aligning production and purchasing with forecasted demand. It helps the company meet the growing consumer interest in sustainable products, even amidst fluctuations in global supply.

 

Risk Management in Global Operations: What strategies does Norwex use to manage risks across its global supply chain, and how do you ensure continuity and resilience in the face of potential disruptions?

Norwex manages risks across its global supply chains through a combination of strategic and operational approaches aimed at anticipating, addressing, and recovering from disruptions while maintaining both efficiency and cost-effectiveness.

Key strategies include comprehensive assessments to identify potential risks, such as geopolitical instability, natural disasters, port strikes, and raw material shortages. From a planning standpoint, Norwex develops robust contingency plans, incorporating alternate sourcing and transportation strategies to ensure continuity during disruptions.

As mentioned earlier, building strong relationships with key suppliers is another essential element of our approach. These partnerships encourage transparency, mutual support, and shared risk mitigation efforts. Additionally, maintaining buffer stock of critical raw materials and products helps mitigate the impact of temporary supply disruptions, ensuring operational resilience.

Future Trends in Sustainable Supply Chains: What trends do you see shaping the future of sustainable supply chains, and how is Norwex preparing to lead in this evolving landscape?

The future of sustainable supply chains will be shaped by a fundamental shift from the traditional linear supply chain model to a circular one. While a linear supply chain follows the “take-make-dispose” approach, a circular supply chain functions as a closed-loop system, where products, materials, and resources are constantly reused, recycled, and regenerated.

As part of its commitment to sustainability, Norwex is investing in product designs that prioritise durability and recyclability. For example, we’ve implemented closed-loop systems, such as the ability to return long-lasting microfiber cloths, which can be converted into sustainable energy.

There is also growing awareness among companies and consumers about the environmental impact of plastic waste, driving a shift towards biodegradable and recyclable packaging. In line with this trend, Norwex is transitioning to fully sustainable packaging solutions, supporting our eco-friendly mission and further reducing our environmental footprint.


Advice for Supply Chain Professionals: As a leader in supply chain management, what advice would you offer to those looking to make an impact in supply chain and operations, especially within the sustainable products sector?

As a leader in supply chain management, my advice for professionals looking to make an impact in supply chain and operations—especially within the sustainable products sector—is to first focus on creating an agile supply chain. In today’s fast-paced world, businesses must remain adaptable to unexpected internal or external changes while maintaining financial stability. Given the frequent disruptions, delays, and regulatory changes, the ability to pivot effectively is essential. Agile supply chain management allows businesses to stay ahead of the curve, meet customer expectations efficiently, and mitigate risks associated with supply chain disruptions.


Second, I recommend building strong relationships with key partners who share similar sustainability values. By fostering open communication, aligning on sustainability objectives, and collaborating on innovative solutions, supply chain professionals can drive operational excellence and create long-term value for all stakeholders.
Lastly, embracing new technologies is crucial to advancing supply chain management. Tools like blockchain enable full traceability of raw materials, ensuring ethical sourcing and transparency. AI plays a pivotal role in optimisation, reducing waste, and improving operational efficiency. Additionally, IoT (Internet of Things) devices provide real-time data to monitor energy usage, emissions, and resource consumption, leading to more informed decision-making and a reduced carbon footprint.


By integrating these strategies, supply chain professionals can drive measurable impact, align operations with sustainability goals, and deliver eco-friendly products to the market more effectively.

KAUST

Driving Procurement Excellence at KAUST: Insights from Aqil Alghamdi, Head of Procurement & Supply Chain Services

As a leading research institution, King Abdullah University of Science and Technology (KAUST) relies on a robust and efficient procurement and supply chain strategy to support its mission of advancing scientific and technological innovation. Ensuring the seamless acquisition of cutting-edge research equipment, fostering sustainable procurement practices, and navigating global supply chain challenges are all key priorities in maintaining operational excellence.
In this interview, Aqil Alghamdi, Head of Procurement & Supply Chain Services at KAUST, shares insights into his career journey, the role of procurement in supporting KAUST’s research goals, and the strategies his team employs to enhance efficiency, sustainability, and supplier collaboration. He also provides valuable advice for aspiring procurement professionals looking to make an impact in the higher education sector.

 

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Career Journey in Procurement and Supply Chain: Can you share your professional background and what led you to your current role at KAUST?

My professional journey in procurement and supply chain began with a focus on category management, where I managed general and IT purchases at KAUST. Over time, I expanded my expertise by leading initiatives in strategic sourcing, supplier relationship management, and contract negotiation. These experiences led to progressively senior roles, including Procurement Manager, Head of Procurement, and Acting Head of Supply Chain Services.

Today, as Head of Procurement & Supply Chain Services, I oversee a diverse portfolio, including logistics, warehouse operations, and high-value research requirements. This experience has equipped me to support KAUST’s complex and evolving needs, ensuring procurement strategies align with the institution’s dynamic research and operational goals.

 

 

Procurement’s Role in Supporting KAUST’s Research Mission: How does the procurement and supply chain function contribute to KAUST’s mission of advancing science and technology through research and education?

Procurement and supply chain play a crucial role in KAUST’s research mission by ensuring the timely acquisition of cutting-edge equipment, services, and supplies essential for groundbreaking research. Our team works closely with research divisions to align procurement strategies with their evolving needs, fostering innovation while optimising costs and resources.

Additionally, KAUST features a fully equipped system of multidisciplinary, interconnected laboratories that provide technical and scientific support to researchers across campus. These facilities are centrally governed to enhance collaboration and minimise resource wastage, ensuring a streamlined and efficient research environment that aligns with KAUST’s mission to advance science and technology.

 

Implementing Sustainable Procurement Practices: KAUST emphasises sustainability across its operations. How does your team integrate sustainable procurement practices, and what initiatives have been launched to reduce and recycle materials on campus?

Sustainability is embedded in our procurement strategy, ensuring that our sourcing decisions align with KAUST’s environmental commitments. We actively seek suppliers who prioritise sustainability, favoring materials and products with reduced environmental impact.

Key initiatives include promoting the use of eco-friendly materials, optimising logistics to minimise carbon emissions, and implementing recycling programs across campus operations. By integrating these sustainable procurement practices, we support KAUST’s broader sustainability goals while fostering responsible resource management throughout the supply chain.

 

 

Enhancing Efficiency in Procurement Processes: What strategies have you implemented to streamline procurement processes at KAUST, and how have these improvements impacted the university’s operations?

To enhance efficiency, we have implemented several key strategies, including establishing centralised, dedicated teams to support both research divisions and non-research departments, adopting performance metrics (KPIs) to drive continuous improvement, and optimising supplier management systems.

This customer-focused approach allows procurement to remain adaptable and responsive to stakeholder needs. As a result, we have achieved faster procurement cycles, cost savings, and improved stakeholder satisfaction, all of which have significantly enhanced the university’s overall operational performance.

Leveraging Technology in Supply Chain Management: With advancements in technology, how is KAUST integrating tools like e-procurement systems to enhance efficiency and transparency in supply chain operations?

KAUST leverages e-procurement systems to drive efficiency, transparency, and automation across its supply chain operations. Platforms such as ARIBA and SAP enable seamless procurement processes, facilitating data-driven decision-making, workflow automation, and enhanced collaboration between stakeholders.

By integrating these digital tools, we optimise procurement cycles, improve supplier management, and ensure greater visibility across operations, ultimately supporting KAUST’s commitment to innovation and operational excellence.

Managing Supplier Relationships and Compliance: How does KAUST ensure strong and ethical relationships with suppliers, and what processes are in place to maintain compliance with industry standards?

We prioritise ethical partnerships by implementing rigorous supplier screening and establishing long-term agreements that align with KAUST’s values. To maintain high standards, we conduct regular performance evaluations and compliance audits, ensuring adherence to industry regulations and contractual obligations.

These practices foster trust, accountability, and transparency, reinforcing strong supplier relationships while upholding KAUST’s commitment to ethical procurement and operational excellence.

Adapting to Global Supply Chain Challenges: The global supply chain landscape is subject to volatility. How does KAUST’s procurement function adapt to changes in market conditions, such as fluctuations in commodity prices or supply chain disruptions?

KAUST’s procurement team remains agile and proactive by continuously monitoring global market trends and maintaining a diverse supplier base. To mitigate risks associated with price fluctuations and supply chain disruptions, we employ strategies such as bulk purchasing, strategic sourcing, and establishing long-term agreements with key suppliers.

These measures ensure operational continuity and enable us to adapt swiftly to evolving market conditions while maintaining efficiency and cost-effectiveness.

Collaboration with Academic and Research Departments: How does the procurement team collaborate with academic and research departments to meet their specific needs and support KAUST’s strategic objectives?

Collaboration is at the heart of our operations. We maintain open communication with academic and research departments to tailor procurement solutions that meet their specific needs. This includes sourcing specialised equipment, managing complex logistics, and ensuring timely deliveries to support their research objectives effectively.

By aligning our procurement strategies with KAUST’s broader goals, we enable researchers to focus on advancing science and innovation without operational constraints.

Supporting KAUST’s Vision and Strategic Goals: How does the procurement and supply chain strategy align with KAUST’s vision and strategic goals, and in what ways is your team contributing to the university’s broader mission?

Since its inauguration in 2009, KAUST has pursued its vision of becoming a global leader in scientific and technological education and research, establishing itself as the premier research university in the Middle East. Our procurement and supply chain strategy plays a critical role in supporting this mission by fostering innovation and operational excellence.

Through efficient procurement practices, sustainable initiatives, and strategic sourcing, we ensure that resources are effectively utilised to drive cutting-edge research and academic excellence. By aligning procurement operations with KAUST’s broader objectives, we contribute to a dynamic and forward-thinking research environment that supports groundbreaking discoveries and technological advancements.

 

Advice for Aspiring Procurement Professionals: What guidance would you offer to individuals pursuing a career in procurement and supply chain management within the higher education sector?

For those entering the field, I recommend developing a strong foundation in contract negotiation, supplier management, and data analysis. Embracing technology and staying informed about global market trends will also be key to long-term success.


In the higher education sector, it’s essential to understand institutional goals and foster cross-departmental collaboration to ensure procurement strategies align with the university’s mission. Building strong relationships across departments and maintaining a proactive, solution-oriented mindset will help drive efficiency and innovation in procurement operations.

In Association With:

​Biocair is a global logistics provider specialising in temperature-controlled supply chain solutions for the pharmaceutical, biotechnology, and life sciences sectors. Established in 1986, the company operates in over 160 countries, offering services such as cell and gene therapy logistics, clinical trial logistics, and cryogenic transportation. Biocair emphasises regulatory compliance, ensuring all shipments adhere to Good Distribution Practice (GDP) standards.

www.biocair.com

 

Fiji Procurement Office

Transforming Procurement in Fiji: A Strategic Vision with Head of Procurement, Saimoni Veramu

Public procurement plays a vital role in driving economic growth, sustainability, and efficiency, especially in a dynamic and evolving landscape like Fiji. At the forefront of this transformation is Saimoni Veramu, Head of Procurement at the Fiji Procurement Office, who is leading efforts to modernise procurement processes, enhance transparency, and integrate technology and sustainability into government procurement.
In this exclusive interview, Veramu shares insights into the evolution of procurement in Fiji, the implementation of new procurement regulations, and the role of innovation and digital transformation in shaping the future of public procurement. He discusses how the Fiji Procurement Office is ensuring value for money, strengthening supplier relationships, and fostering a more strategic and sustainable approach to procurement.

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Professional Background and Role: Can you share your career journey and what led you to your current position as Head of Procurement at the Fiji Procurement Office?

My journey to becoming Head of Procurement at the Fiji Procurement Office has been diverse and rewarding, spanning over 20 years across both the private and public sectors. It’s a path that has consistently revolved around management, finance, and, increasingly, procurement and strategic transformation.

I began my career in accounting and finance after graduating from the University of the South Pacific with a degree in Accounting and Financial Management. My first role was at PricewaterhouseCoopers as an Accountant, where I honed my skills in external auditing and financial accounting. This experience provided me with a strong foundation in financial processes, risk management, and identifying areas for improvement within organisations.

From PwC, I transitioned to Fiji Ports Corporation Limited, where I spent over four years as an Accountant. This role allowed me to lead a team and spearhead the transformation of their financial accounting function. I implemented new accounting software, streamlined operations, and managed the annual budgeting process. This experience reinforced the importance of efficient processes, accurate data, and aligning financial operations with strategic objectives.

My time at British American Tobacco marked a significant shift towards supply chain management and procurement. I started as a Commercial Finance Manager, where I empowered the Marketing & Operations finance team and oversaw the implementation of a new SAP system for the supply chain. This gave me valuable insights into the complexities of supply chains and the role of technology in optimising operations. I then transitioned to Supply Chain Manager, where I managed planning, warehousing, logistics, exports, and, importantly, direct and strategic procurement. This experience solidified my interest in procurement and its strategic importance to an organisation.

In December 2017, I joined the Fiji Procurement Office as Head of Procurement—a pivotal moment in my career that allowed me to bring my diverse experience to the public sector. I lead a team overseeing a significant annual procurement budget for the Fijian Government, with a focus on transforming government procurement from a transactional process into a strategic function.

Like many procurement professionals, I started in another field but have since become fully immersed in procurement.

 

Implementation of Procurement Regulations 2024: The Fiji Procurement Office has introduced new regulations emphasising technology, value, sustainability, and transparency. How are these being integrated into current procurement processes?

In Fiji, every dollar spent by the government is for the people of Fiji. That’s the driving force behind the recent changes at the Fiji Procurement Office. We’ve introduced new regulations that put people and the planet first, with Value for Money, Sustainability, and Transparency as key principles.

 

To ensure these investments truly deliver, we have overhauled our procurement processes—not just to tick boxes, but to achieve real value, protect the environment, and operate with complete transparency. We are embracing technology to streamline operations, prioritising long-term value over short-term savings, and embedding sustainability into every decision. From the initial planning stages to the final contract, these principles guide us, ensuring that every purchase benefits the Fijian people and their environment.

 

Ensuring Value for Money: One of the key procurement principles is achieving value for money. What strategies are employed to ensure this principle is consistently met?

Value for money—it’s a phrase you hear a lot in procurement, but what does it really mean? For us, it’s about getting the absolute best return on every dollar we spend, not just securing the cheapest price. We take a big-picture approach by using total life cycle cost analysis, which means considering all costs associated with a purchase from acquisition to disposal.


So, when we buy anything, we ask: What will it cost to run? What will it cost to maintain? What will it be worth at the end of its use? This approach gives us a much clearer picture of true value. Equally important is assessing the impact of goods, services, or works on sustainable development. Value for money also means ensuring our procurement decisions do not negatively impact future generations, which is why sustainability considerations play a critical role in our evaluations.


To support this, we invest in training—both locally and internationally—so our team is well-equipped with the knowledge and skills to apply these principles effectively. It’s an investment that pays off in the long run.

 

Promoting Open and Fair Competition: How does the Fiji Procurement Office promote open and fair competition among suppliers and contractors?

Creating a level playing field is a top priority for us. We want to see strong competition among suppliers and contractors because it leads to better outcomes for the people of Fiji. We take several steps to make this happen. First, we advertise all our tenders openly and widely through online platforms and public notices to ensure maximum visibility. Second, we ensure our tender documents are clear and concise by utilising the Evaluation Portal provided by our eTender partner, Tenderlink. Thirdly, we have robust evaluation processes in place that are based on objective criteria, with assessments conducted by a multi-agency evaluation team. Lastly, we publish all tender data on our website, www.fpo.gov.fj, ensuring transparency and creating a competitive environment where the best suppliers and contractors can thrive.

Sustainable Procurement Practices: In what ways is the Fiji Procurement Office incorporating sustainability into its procurement policies and practices?

Because of our susceptibility to climate change and geopolitical impacts, Fiji has to focus on the bigger picture. We understand that every purchase we make has a ripple effect on our environment and communities, so integrating sustainability into our procurement process is a priority. It’s not just about meeting minimum requirements—it’s a fundamental procurement principle.

Sustainability is embedded in our new procurement regulations, ensuring it is considered in every purchasing decision. We focus on reducing waste, promoting eco-friendly products, and supporting local businesses, particularly small and medium-sized enterprises. It’s about making smart choices that will benefit Fiji for generations to come. This approach reflects the wisdom of island living: in a vulnerable world, sustainability isn’t a luxury—it’s a necessity.

 

Adapting to Technological Advancements: With the modernisation of procurement regulations, how is technology being leveraged to enhance procurement efficiency and transparency?

At the Fiji Procurement Office, we are embracing technology to revolutionise how we operate. Modernising our procurement regulations means leveraging digital tools to enhance both efficiency and transparency. We use digital platforms for everything from tender submissions to contract management, making processes faster, more efficient, and more accessible.

For a nation like Fiji, strategic partnerships are crucial. Instead of investing vast resources into building our own complex systems, we’ve taken a smarter approach by partnering with Software-as-a-Service (SaaS) providers like Tenderlink and Usefolio. This gives us access to world-class technology at a fraction of the cost, allowing us to benefit from advanced solutions without the burden of developing them ourselves.

We also recognise the transformative power of Artificial Intelligence (AI) in procurement. AI helps us analyse vast amounts of data, identify trends, optimise processes, and ensure we achieve the best possible return on investment. We are exploring AI-driven solutions to detect potential red flags in bidding processes, enhance fairness and transparency, and analyse spending patterns to streamline operations and maximise value for money.
This isn’t just about cost savings—it’s about building a stronger, more resilient nation by making procurement smarter, more strategic, and future-ready.

 

Managing Supplier Relationships: What criteria are used to select and manage suppliers to ensure alignment with government standards and values?

When it comes to choosing and working with suppliers, it’s not just about finding the best price or the fastest delivery. It’s about ensuring they share our commitment to doing things the right way, in line with the Government of Fiji’s standards and core values.


Sustainability is a key priority. We look for suppliers who consider their environmental and societal impact, promote ethical labor practices, and support local communities. The use of local content is particularly important to us. We also expect a strong commitment to quality and safety in products and services.
Beyond meeting legal and regulatory requirements, we seek suppliers who demonstrate integrity, transparency, and accountability. To reinforce these expectations, we have detailed supplier codes of conduct, and government agencies actively monitor supplier performance. Open communication is essential, allowing us to address any issues and maintain strong working relationships.


Ultimately, it’s about building long-term, collaborative partnerships with suppliers who align with our values and are committed to making a positive impact on our economy, society, and environment.

 

Risk Management in Procurement: What measures are in place to identify and mitigate risks associated with procurement activities, especially in the context of public sector procurement?


As an island nation in the middle of the Pacific, Fiji faces unique challenges. From the increasing impacts of climate change to global political risks, uncertainty is a constant factor. That’s why we’ve had to rethink how we approach risk management. It’s not just about whether a shipment arrives on time or if prices fluctuate—we also have to consider how a cyclone might disrupt local suppliers or how global events could impact the availability of essential goods.
To strengthen risk management in procurement, we have made it a core procurement principle. This includes detailed risk assessments, contingency planning, and close collaboration with suppliers to anticipate and mitigate potential disruptions. We have also diversified our supplier base for commonly used goods and services, reducing dependency on a single source.


Additionally, we have reassessed our tender pricing strategy. While fixed pricing worked well before the pandemic, the post-COVID landscape has required us to adopt more flexible pricing structures in some contracts. These evolving risks are driving more innovative and resilient approaches to procurement, which is ultimately a positive step forward.

Capacity Building within the Procurement Office: How does the Fiji Procurement Office ensure continuous professional development and capacity building among its procurement staff?


The world of procurement is constantly evolving, and we are committed to continuous professional development and capacity building. It’s not just about having the right policies in place; it’s about investing in our people.
We conduct monthly training sessions for interested personnel, ensuring they stay up to date with best practices and regulatory changes. We also strongly believe in the value of external exposure. Our staff are encouraged and supported to participate in conferences, workshops, and seminars, both locally and internationally. Many of our team members have travelled abroad for specialised training, gaining valuable insights and networking opportunities with procurement professionals worldwide.


This international exposure is invaluable, as it brings fresh ideas and innovative approaches back to Fiji. By providing a global perspective on procurement, we ensure that our team is well-equipped to drive continuous improvement. While training requires investment, it is not just an expense—it is an essential investment in the future growth of procurement in Fiji.

 

Future Outlook for Procurement in Fiji: Looking ahead, what are your key objectives for advancing the procurement function within the Fiji government, particularly concerning innovation and sustainability?


It’s an exciting time to be involved in public procurement in Fiji! We are focused on elevating the procurement function, making it more strategic, efficient, and ultimately delivering better value for Fijians.


One of our key objectives is to professionalise public procurement by ensuring that those working in this space have the right skills and knowledge to navigate its complexities. We are exploring the introduction of a formal certification in public procurement, which will set a standard of excellence and build a highly skilled workforce capable of making informed decisions with public funds.


Technology is another major focus. As mentioned earlier, we are keen to explore how AI and digital tools can streamline procurement processes. AI can help us analyse vast amounts of data, predict potential risks, and automate routine tasks, allowing procurement professionals to focus on strategic initiatives such as negotiating better contracts and driving innovation.


Innovation itself is also a priority. We want to encourage procurement teams to think outside the box, identifying creative solutions that lead to better outcomes for Fiji. This includes supporting local businesses, social enterprises, and embracing sustainable procurement practices that protect our environment and strengthen our economy.


Ultimately, our goal is to create a public procurement system that is transparent, efficient, and delivers real value for money. By professionalising the function, embracing technology, and fostering a culture of innovation and sustainability, we believe Fiji’s public procurement system can become truly world-class.

Strengthening Cybersecurity in Procurement: A Conversation with Nadeem Arif

In today’s digital age, cybersecurity in procurement is more critical than ever. As supply chains become more interconnected, the risks associated with cyber threats continue to grow. Ensuring that sensitive procurement data remains protected and that suppliers uphold high cybersecurity standards is a key challenge for procurement professionals worldwide.

In this exclusive interview, Nadeem Arif, Senior Procurement Officer at the Department of Energy, Environment and Climate Action, shares his insights on how cybersecurity is embedded into procurement strategies. He discusses key measures for securing procurement systems, fostering supplier collaboration, mitigating third-party risks, and ensuring compliance with evolving cybersecurity standards.

With a proactive and structured approach, Nadeem emphasises that cybersecurity is not just a requirement—it’s a shared responsibility across the entire supply chain.

How do you ensure that suppliers adhere to cybersecurity standards?

A strong supplier evaluation process is the foundation for ensuring that suppliers meet cybersecurity standards. As part of supplier selection, I make cybersecurity compliance one of the key criteria and require vendors to provide evidence of certifications such as ISO 27001 or SOC 2.

To further enforce cybersecurity measures, I incorporate exclusive cybersecurity clauses in contracts, requiring compliance with data protection regulations and security audits. Additionally, I conduct periodic evaluations of suppliers’ cybersecurity practices using risk-based due diligence frameworks to mitigate potential threats.

Collaboration with IT and cybersecurity teams is crucial to ensuring that suppliers align with our organisation’s security policies. By promoting accountability and transparency, I ensure that cybersecurity remains a priority throughout the supply chain.

How has the rise of digital supply chains impacted your approach to cybersecurity?

The rise of digital supply chains has significantly changed my approach to cybersecurity, requiring a more integrated and proactive strategy. With the increasing adoption of emerging technologies such as cloud platforms, Internet of Things (IoT) devices, and artificial intelligence (AI) tools, the attack surface has expanded, exposing organisations to greater cyber risks.

To address these challenges, I now integrate cybersecurity at every stage of the procurement lifecycle, from supplier selection to contract management. I leverage advanced procurement systems and real-time tracking tools to monitor supply chain activities, allowing me to identify and address vulnerabilities promptly. Additionally, I only collaborate with suppliers that demonstrate a strong cybersecurity posture to ensure a secure supply chain ecosystem.

Other emerging technologies, such as blockchain, have also been explored to enhance data integrity and secure transactions. Ultimately, my approach ensures that efficiency gains from digital transformation do not come at the expense of security and resilience, aligning innovation with cybersecurity best practices.

How do you manage third-party risk related to cybersecurity breaches?

Managing third-party cyber risk requires a multi-layered approach. I start with detailed risk assessments during the onboarding process, evaluating a supplier’s security policies, incident response plans, and past breach history to gauge their cybersecurity resilience.

Cybersecurity obligations are made explicit in contracts, including penalties for noncompliance to reinforce accountability. Additionally, I implement continuous monitoring by leveraging advanced tools to assess supplier performance and identify potential vulnerabilities before they become risks.

Regular audits and penetration testing ensure ongoing compliance and strengthen cybersecurity measures. In the event of a breach, I work closely with suppliers to mitigate the impact, swiftly close vulnerabilities, and reinforce security measures to prevent recurrence.

What steps do you take to safeguard sensitive data in your procurement systems?

Securing sensitive data in procurement systems requires a combination of policies, technology, and training. I implement strong encryption and access controls across all procurement platforms and documents to ensure data integrity and confidentiality. Regular patches and security updates are applied by the IT team to prevent vulnerabilities and enhance system security.

Data is classified based on sensitivity, and only authorised personnel with the proper credentials can access procurement information. Multi-factor authentication (MFA) has also been implemented to prevent unauthorised access and strengthen system security.

Additionally, I share best practices for data protection with employees in the department, reinforcing a culture of cybersecurity awareness. I also work closely with IT teams to maintain robust incident response plans, ensuring we can react swiftly and effectively in the event of a data breach.

Collectively, these measures create a secure and resilient environment for sensitive procurement data.

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How do you ensure cybersecurity is a shared priority with your suppliers?

Cybersecurity is a shared responsibility, and ensuring suppliers prioritise it requires collaboration and clear communication. I integrate cybersecurity requirements directly into supplier contracts, making it a non-negotiable aspect of our agreements.

To foster a collaborative approach, I organise training sessions and workshops to keep suppliers informed about emerging threats and best practices. Additionally, I share our organisation’s cybersecurity policies and encourage suppliers to adopt similar standards, reinforcing a culture of security across the supply chain.

Supplier evaluations include cybersecurity performance criteria, ensuring compliance and continuous improvement. This approach transforms cybersecurity from a contractual obligation into a mutual responsibility, strengthening our partnerships and safeguarding the entire supply chain.

 

Agility in Procurement: Navigating Challenges with Alice Kwek, Director, Global Procurement & Operations Support of Pan Pacific Hotels Group

In today’s fast-evolving business landscape, procurement agility is no longer a luxury—it’s a necessity. For Alice Kwek, Director, Global Procurement & Operations Support at Pan Pacific Hotels Group, navigating supply chain disruptions and adapting to unforeseen challenges are key aspects of her role. With extensive experience in procurement and supply chain management, she has developed strategic approaches to ensure flexibility, efficiency, and resilience in an unpredictable global market.

In this exclusive interview, Alice shares how agility in procurement has influenced her organisation’s approach to supplier management, risk mitigation, and long-term sustainability. She provides valuable insights on how quick decision-making, supplier diversification, and proactive strategies have helped her organisation maintain operational excellence, even in difficult times.

How do you adapt your procurement strategies to respond to changing market conditions?

I have learned that staying adaptable is crucial, especially with how quickly market conditions can shift. Flexibility and foresight are essential in responding to these changes. I keep a close eye on market trends, industry news, and economic indicators so I can anticipate shifts in pricing, supply availability, or regulatory changes. Being proactive helps me stay ahead of the curve.

When I notice a change in the market—whether it’s pricing fluctuations, lead times, or supply chain challenges—I take a proactive approach to assess the impact on our operations and source alternative suppliers or materials if needed. Diversifying our supplier base is key to mitigating risks, ensuring we are not caught off guard. I also prioritise building strong relationships with multiple suppliers to reduce dependency on any single one, providing us with greater flexibility.

Communication is essential, both internally and externally. I maintain an open dialogue with suppliers to discuss any challenges they face and work with them to find solutions, whether it’s renegotiating terms or adjusting order volumes.

Leveraging technology and data analysis helps track trends and forecast potential changes in demand or supply. This allows me to make more informed decisions on pricing strategies, inventory management, and sourcing plans, ensuring we remain agile and prepared for market fluctuations.

How has agility helped you overcome supply chain disruptions?

I have seen first-hand how agility has been a game-changer in navigating supply chain disruptions. When the pandemic hit, for example, we faced unprecedented challenges—from raw material shortages to shipping delays. Being agile meant we could pivot quickly, whether by finding alternative suppliers or adjusting our strategies based on real-time data.

We began holding more frequent meetings with suppliers to better understand their challenges and capabilities, allowing us to respond dynamically to changes. Technology also played a key role in enabling quick adjustments—not only helping us maintain stock levels but also allowing us to make informed decisions on short notice.

What made this possible wasn’t just reacting quickly, but having strong, long-term relationships with suppliers and logistics partners. That trust and open communication allowed us to find solutions faster.

For me, agility is about pivoting without losing sight of the bigger picture and having the right partners, processes, and technology in place to make that happen. It has taught us the importance of being proactive rather than reactive—staying flexible, maintaining strong supplier relationships, and leveraging technology to minimise disruptions and ensure continuity. In the end, it’s all about being prepared, adaptable, and making quick, informed decisions when the unexpected happens.

What strategies do you use to maintain flexibility while ensuring cost-effectiveness?

Maintaining flexibility while ensuring cost-effectiveness is a delicate balance, but over the years, I have developed several strategies that work well.

One of my top priorities is building strong relationships with suppliers. By fostering open communication and trust, I can negotiate better terms and establish contingency plans that suit both parties. This allows us to adapt quickly to changes without incurring excessive costs.

I also advocate for a diversified supplier base. Relying too heavily on a single source increases risk, while having multiple suppliers gives us leverage in negotiations. When suppliers know we have alternatives, they are more likely to offer competitive pricing and flexible terms.

Another key strategy is strategic sourcing. Understanding market trends, supplier capabilities, and potential risks helps in making informed decisions that balance both cost and flexibility. I also monitor global and local market fluctuations closely to lock in favourable terms when the timing is right while staying prepared to adjust if conditions shift.

Lastly, investing in technology and data analytics helps us stay ahead of market changes. This allows us to respond to shifts in demand or pricing without compromising our budget.

This approach has served us well in navigating challenges while ensuring we secure the best value for our organisation.

How do you balance agility with long-term supplier relationships?

I often find myself navigating the delicate balance between maintaining agility and nurturing long-term supplier relationships. Personally, I believe it all comes down to fostering open communication and trust. While agility allows us to adapt quickly to market shifts, long-term supplier relationships are crucial for ensuring stability, quality, and reliability in the supply chain.

Building strong, transparent relationships with suppliers enables us to collaborate effectively when we need to pivot quickly or adjust our strategies. I make it a priority to regularly check in with suppliers, not just when challenges arise, but proactively—to identify and solve potential issues before they escalate. This openness builds trust, which is essential for any long-term partnership.

When disruptions or unexpected changes occur, having that foundation of trust allows us to adapt more smoothly. I also work with suppliers to build flexibility into our agreements, whether that means negotiating more adaptable lead times or pricing structures that allow for quick adjustments when needed. The goal is to create a win-win situation, where both parties feel valued and understood.

Ultimately, I see our suppliers as partners in our journey, not just vendors. By treating them with respect and investing in those relationships, we can navigate changes more effectively and drive innovation together. It’s a continuous balancing act, but one that I find deeply rewarding both professionally and personally.

Can you share an example of how procurement agility helped your organisation?

One particular instance comes to mind that truly highlights the power of procurement agility in our organisation. We faced an unexpected supply chain disruption due to geopolitical tensions that affected some of our key suppliers. Instead of sticking rigidly to our existing contracts, we explored alternative sources, leveraging our network and reaching out to suppliers we had not previously considered.

Through quick engagement and evaluation, we were able to identify and onboard new suppliers who met our quality standards and timeline requirements. This experience not only helped us navigate the immediate disruption but also reinforced the value of maintaining a flexible, diversified supplier base and the importance of acting decisively when challenges arise.

Looking back, this situation solidified my belief that agility in procurement isn’t just about reacting to challenges—it’s about being prepared to pivot decisively when the situation demands it. It’s a mindset shift that extends beyond problem-solving; it’s about staying ahead of potential issues, making informed decisions under pressure, and ensuring business continuity no matter what disruptions come our way.