Author: Christopher OConner

With extensive experience in procurement and supply chain management, Khalid Alothman, currently working at Qiddiya, is at the forefront of driving procurement transformation for one of Saudi Arabia’s most ambitious projects. As Qiddiya prepares to become a world-class destination for entertainment, sports, and arts, Khalid’s leadership in procurement is key to ensuring that operations run smoothly, suppliers are strategically aligned, and procurement practices are agile enough to respond to the ever-changing demands of a mega project.

In this exclusive interview, Khalid reflects on his experience with the FIFA World Cup Qatar 2022 (Q22) and shares his insights on how he established an agile procurement function, navigated supply chain disruptions, and built strong, reliable supplier relationships. He discusses how the lessons learned from leading procurement for high-profile events, like the FIFA World Cup, helped shape his approach to procurement excellence. Khalid also highlights the importance of adaptability, innovation, and collaboration within procurement, and how these values are essential to the long-term success of Saudi Arabia’s ambitious vision.

How Do You Establish an Agile Procurement Function for a Mega Event like the World Cup?

When setting up a procurement function or optimising an existing one, every step of the process must be scrutinised. Simply following “best practices” or relying on benchmark exercises might not always serve the best interests of the organisation. Each process must be logical, add value to stakeholders, and align with the organisation’s unique objectives. There’s no universal “right” way to implement best practices—what works for one company might not work for another. Understanding what the board and top management expect from procurement, the nature of operations, and budget constraints is key to designing effective policies and procedures.

When I developed the procurement function for Q22, I couldn’t rely solely on my previous experience in oil and gas or semi-government entities. I had to challenge everything I knew about procurement processes. A tender committee might be useful for additional control but wouldn’t support agility. Capping change orders at 10–20% in the policy makes sense for construction projects but not for simple services. I involved internal stakeholders in the process who could genuinely add value rather than create unnecessary layers of bureaucracy. This approach allowed us to establish controls while maintaining flexibility and speed.

How Did You Adapt Your Procurement Strategies to Respond to Change Leading Up to the World Cup?

The initial procurement objectives for Q22 were designed to handle FIFA World Cup operational requirements alongside corporate needs. However, plans had to shift quickly when we were tasked with running a test event—the FIFA Arab Cup 2021—just one year before the World Cup.

This required a fundamental change in approach. Instead of issuing separate, specific tender packages for the World Cup, I took a more strategic approach by bundling requirements for both events. We also secured framework agreements with flexible terms to accommodate additional requirements leading up to both tournaments. This approach benefited both FIFA and the suppliers. Strong performance in the Arab Cup effectively guaranteed a supplier’s role in the World Cup, while we locked in the best prices and contract terms well in advance.

How Did You Overcome Supply Chain Disruptions During the COVID-19 Pandemic?

The COVID-19 pandemic triggered a global semiconductor shortage, leading to supply chain disruptions, inventory shortages, and rising IT equipment costs. Our initial strategy—call-off agreements with storage at local suppliers’ facilities—was effective under normal circumstances but wasn’t suited for a crisis of this scale.

As soon as the shortage became evident, I pivoted our approach. First, I worked with the IT department to reassess equipment specifications, expanding the pool of acceptable alternatives. I also widened our supplier network, reaching out to both local and regional vendors to secure stock. And sometimes, procurement requires going beyond the usual corporate channels—visiting small, independent retailers proved to be a crucial move in sourcing the equipment we needed.

Why Are Strong Supplier Relationships Key to Successful Contracting for a High-Profile Event Like the World Cup?

The World Cup for Qatar was a once-in-a-lifetime opportunity—there’s no second chance to get it right. You can ask for bid bonds and performance guarantees, but if a project fails, no amount of paperwork, lawsuits, or cash will fix it. That’s why our procurement approach prioritised strong supplier relationships and risk mitigation.

Testing suppliers through the Arab Cup and other events helped us build trust while ensuring reliability. Understanding FIFA’s buying power and the suppliers’ positions in the supply chain was also key. We identified backup suppliers in case of disruptions and, for some projects, consciously split the scope between multiple suppliers to enhance efficiency and reduce risk.

How Did You Build Procurement Agility and a Strong Team for the World Cup?

In organisations with well-established procurement functions, robust control measures often come with bureaucracy and long procurement cycles. These systems are effective, but they rely more on process than people. In contrast, an agile procurement function depends on talent, leadership support, and efficient decision-making.

At Q22, I was fortunate to recruit and train a team of top-tier professionals, backed by leadership that understood procurement’s strategic value. This combination allowed us to strike a balance between control and flexibility, ensuring that procurement supported—not hindered—the success of the best World Cup ever.

 

As the CEO and Founder of Villablanca Consulting, Maria Villablanca has been a driving force behind transforming procurement into a more strategic, agile, and innovative function. With a deep passion for empowering teams to challenge the status quo, Maria has cultivated a culture where innovation thrives, enabling her company to stay ahead of the curve in an ever-evolving business landscape.

In this exclusive interview, Maria shares insights gained from hundreds of conversations with leading professionals through her Transform Talks podcast series and the TFEST event for supply chain and procurement leaders. She discusses the mindset shifts necessary for procurement to evolve beyond traditional cost-cutting roles, emphasizing the importance of leadership, cross-functional collaboration, and agility in driving sustainable procurement practices. Maria also highlights how thought leadership and knowledge-sharing play a crucial role in shaping the future of procurement.

What role has digital transformation played in reshaping procurement operations?

Digital transformation has completely redefined procurement, shifting it from a tactical function to a strategic powerhouse. It’s not just about cost-cutting anymore—it’s about agility, resilience, and data-driven decision-making. Automation has eliminated tedious manual tasks, AI is enhancing supplier risk management, and real-time data visibility has revolutionised supply chain transparency. In today’s world, procurement leaders must think beyond transactions and embrace digital tools that enable strategic supplier partnerships, sustainability, and risk mitigation. Those who are still relying on outdated, reactive processes are already falling behind.

How do you assess the return on investment (ROI) for digital procurement tools?

ROI in digital procurement goes beyond simple cost savings—it’s about efficiency, risk reduction, and long-term value creation. The key is looking at tangible metrics: reduced cycle times, fewer procurement errors, better contract compliance, and enhanced supplier performance. But there’s also the strategic impact—improved agility, sustainability reporting, and the ability to predict supply chain disruptions before they happen. A strong digital procurement strategy pays for itself by delivering resilience, competitive advantage, and insights that drive smarter business decisions.

What technologies have had the biggest impact on streamlining procurement processes?

AI and machine learning have been game-changers, enabling predictive analytics, supplier risk assessments, and automated decision-making. Cloud-based procurement platforms have enhanced visibility and collaboration, breaking down silos between procurement, finance, and supply chain teams. Then there’s blockchain, which has huge potential for improving traceability and trust, particularly in complex global supply chains. And, of course, automation—whether it’s robotic process automation (RPA) or AI-driven contract management—has removed much of the manual workload, allowing procurement teams to focus on strategic priorities.

How do you approach the challenge of integrating new technologies with legacy systems?

Integrating new technologies with legacy systems is always a balancing act. The key is prioritising interoperability—choosing flexible, cloud-based solutions that can connect with existing infrastructure rather than trying to rip and replace everything at once. A phased approach works best, starting with quick-win integrations that demonstrate value early. Leadership buy-in is crucial, as is change management—people resist new systems when they don’t understand the benefits. Successful integration is less about the technology itself and more about ensuring the organisation is ready to embrace it.

How have you fostered a culture of innovation within procurement teams?

Innovation isn’t just about technology—it’s about mindset. Procurement teams need to feel empowered to challenge the status quo, experiment with new tools, and rethink traditional processes. That starts with leadership setting the tone: encouraging collaboration, rewarding forward-thinking initiatives, and providing the right training and resources. Cross-functional partnerships also play a huge role—bringing procurement closer to finance, IT, and supply chain teams fosters an environment where innovation thrives. And, crucially, we need to move away from a pure cost-cutting mentality and towards a value-driven approach that embraces agility, sustainability, and resilience.

With extensive experience in procurement and supply chain management, Dojo Esquivel, General Manager of Procurement & Supply Chain at Club Assist, plays a critical role in shaping the company’s approach to building resilient and agile supply chains. With a strong focus on collaboration, operational efficiency, and strategic partnerships, Dojo is dedicated to ensuring the company’s procurement processes are not only efficient but also flexible enough to adapt to disruptions in the global supply chain.

In this exclusive interview, Dojo shares insights on how he’s building resilience into supplier relationships at Club Assist. He discusses the importance of structured collaboration, supplier diversity, and the role of key performance indicators (KPIs) and business reviews in mitigating risks. He also highlights how leveraging strong partnerships, rather than transactional relationships, enables Club Assist to navigate challenges and disruptions with agility and confidence. From fostering supplier trust to focusing on operational adaptability, Dojo provides a comprehensive look at how procurement and supply chain strategies are evolving to create long-term value and ensure business continuity.

How do you approach identifying and mitigating risks in your procurement strategy?

I typically focus on product supply risk first. For any business, selling their core product is essential. While this may seem basic, it is also the number one risk to consider. Without a stable and reliable supply chain, even the most well-planned strategies cannot be executed. This makes supply continuity and resilience the first and most fundamental risks I assess in my procurement and category strategies.

To mitigate product supply risks, I focus on supplier diversification, contractual safeguards, inventory and demand planning, supplier relationship management, and risk contingency planning.

My second area of focus is team engagement. As a procurement leader, I want my team to be fully engaged and to believe in the strategic direction we are heading towards. Procurement is not just about securing goods and services; it’s about orchestrating a well-aligned team that believes in and effectively executes the strategy. A highly engaged team ensures that procurement strategies are not only well-conceived but also effectively implemented, reducing internal resistance and improving overall procurement performance.

These two risks are different in nature but integral to a well-executed procurement and supply chain strategy.

What lessons have you learned from past supply chain disruptions? 

Reliable partners are critical to your supply chain. It’s not just about the cost of goods (COGS) and services, it’s about the Total Cost of Ownership (TCO) and having a reliable partner to depend on, especially during periods of disruption. Reliable partners help your business with agility and resilience. In saying that, strong supplier relationships are built and strengthened through trust. How do we build trust? Time and a good track record. Our partner’s capacity to deliver is crucial for businesses that rely on international shipping and the uninterrupted flow of goods.

A reliable team and supply chain partners help us navigate disruptions. While artificial intelligence (AI) and the IoT will play a significant role, it’s people who navigate through disruptions, think outside the box, and execute business continuity planning (BCP).

How do you ensure that your procurement team is prepared to respond to unexpected challenges? 

Throughout my career, I’ve learned from previous and current leaders that there is no such thing as overcommunicating. We continue to be in a dynamic environment where data, information, and the insights generated from these are invaluable.

Teams often look to their leader. The best way to prepare your team is to tool up yourself. Continuous self-improvement and learning are key, and connecting with a like-minded network is equally important in preparing us for the future. In this way, continuous learning becomes part of their culture.

Nobody was prepared for COVID and its impact on manufacturing and shipping. We successfully navigated through COVID primarily because of strong collaboration with both internal and external stakeholders. It was definitely a challenge, but one I look back on with pride and lessons learned.

How do you balance risk management with maintaining agility in procurement decisions?

Managing risk and the ability to identify and mitigate it make the organisation agile in the long run. The key to balancing risk and agility is structured flexibility—having well-defined risk controls in place but ensuring they are dynamic enough to allow for rapid decision-making or adjustments. The company that excels in procurement isn’t the one that avoids risk altogether, but the one that understands and navigates it effectively to maintain operational speed and efficiency.

Last year, we encountered a Modern Slavery risk with a potential partner but were able to successfully rectify the situation immediately. We were agile in problem-solving the issue at hand while still achieving the required timelines and meeting customer expectations.

Can you share examples of how you’ve built resilience into your supplier relationships?

In my experience, building resilience requires efficient operations and good practices, such as having key performance indicators (KPIs) and regularly sharing performance updates and programs through business reviews.

Resilience in supplier relationships requires deliberate, structured collaboration, reinforced by operational redundancies, performance-driven accountability, and strategic alignment. The foundation of this resilience lies in clear KPIs, real-time performance tracking, and consistent engagement through structured business reviews and risk assessments.

Quarterly Business Reviews (QBR) are forums that are not just about reviewing past performance; they serve as early warning systems, allowing both procurement and suppliers to proactively identify risks, adjust strategies, and optimise processes before disruptions escalate. Without visibility into supplier performance, financial health, and operational risks, procurement is reacting to, rather than preventing, a crisis.

Beyond metrics, supplier diversity is the key to true resilience. A redundancy-based procurement strategy, which ensures multiple sourcing options across geographies, supply chain tiers, and business models, creates built-in adaptability, allowing operations to pivot seamlessly when disruptions occur.

Relying on a single supplier or region is a vulnerability. Instead, leveraging regional alternatives and co-investment opportunities fosters supply chain agility. Diversity in product sourcing is now my focus in our current business strategy.

By cultivating partnerships rather than just transactional relationships, we create an ecosystem where suppliers are invested in our success as much as we are in theirs (win-win), ensuring that when crises arise, we are not negotiating from a position of desperation, but from a position of strength, founded in mutual trust and preparedness. 

In an era where global supply chains face unprecedented challenges, Mohamed Fouad, International expert in logistics and supply chain management, is at the forefront of implementing resilient and agile procurement strategies. With extensive experience in managing high-stakes procurement operations, Mohamed emphasises the importance of risk mitigation, supplier collaboration, and leveraging technology to navigate disruptions and ensure business continuity.

In this insightful discussion, Mohamed shares how to integrate risk assessment frameworks, fosters long-term supplier partnerships, and builds a procurement ecosystem that is both agile and future-ready. He also reflects on key lessons learned from past disruptions and provides a glimpse into how the company is proactively shaping its procurement strategies for a more sustainable and efficient future.

How do you approach identifying and mitigating risks in your procurement strategy?

Our procurement strategy is built around several key pillars, including Strategic Procurement & Equipment, MEGA Projects for expansion and new investments, Critical Services, Supplies, and Outsourcing Management. Each of these pillars is directly linked to the organisation’s investment and business objectives. Any risk within these areas can have a significant impact, leading to financial losses, operational delays, or reputational damage.

To mitigate risks effectively, we focus on developing strong strategies and conducting detailed supply chain analyses across all pillars. We start with an annual risk mapping and assessment to identify potential risks in every activity. Single-source dependency is one of the most critical supply chain risks, so it must be carefully managed. Looking ahead, we rely on deep historical data analysis to identify patterns in market fluctuations, supplier and contractor performance, and production challenges. Technology plays a crucial role here—it is a key enabler of successful risk management.

Open communication and collaboration with suppliers are essential to staying informed about market challenges and best practices. However, risk management should extend beyond suppliers—it must involve internal teams and external stakeholders as well. This helps with early risk detection and enables proactive mitigation strategies.

Finally, we take a proactive approach by conducting detailed risk assessments that cover alternative sourcing strategies, inventory management, geopolitical challenges, and contingency planning. Continuous improvement is key, so we regularly review our strategies and analyse historical data to refine our risk management approach.

What lessons have you learned from past supply chain disruptions?

COVID-19 is the best example of a major crisis that had a widespread impact on supply chain operations. The key lessons learned from this disruption include the importance of building a flexible supply chain network and maintaining regular communication and evaluation to ensure suppliers’ continuous availability and accountability.

One of the most crucial factors is diversifying sourcing locations and logistics channels. If a crisis occurs in one region—such as the Far East—it is essential to have alternative sourcing options readily available. Strengthening supplier relationships and actively investing in supplier development also play a significant role in mitigating risks.

Technology has proven to be a game-changer. During COVID-19, businesses had to rapidly adapt by shifting meetings, workshops, training sessions, and even procurement systems to digital platforms. The ability to integrate advanced digital tools enabled organisations to maintain operations despite severe disruptions.

Cybersecurity must also be a high-priority consideration in risk management. Given the rise in global cyber threats and their direct impact on supply chains, businesses must invest in continuous innovation and updated technologies to safeguard their operations.

Additionally, workplace flexibility is a key takeaway. Companies that embraced flexible working models, automated processes, and supply chain digitalisation were able to reduce labour dependency while enhancing efficiency. Establishing multiple sourcing options for critical products and services, combined with maintaining a strong and engaged team, is vital to ensuring resilience in future disruptions.

How do you ensure that your procurement team is prepared to respond to unexpected challenges?

No one anticipated the Red Sea maritime crisis, which highlights the need for an updated and well-structured crisis management protocol within the procurement team. To ensure effective responses to unforeseen challenges, it is essential to invest in the team’s knowledge and expertise. This involves continuous training, participation in top-ranking technical seminars, and staying informed about global market changes and emerging risks.

Accountability plays a crucial role in preparedness. Each team member must actively assess and evaluate their area of responsibility, identifying potential risks and developing alternative scenarios to address unexpected challenges. Encouraging a proactive mindset ensures that mitigation strategies are already in place when disruptions occur.

Two critical competencies that every procurement team should develop are problem-solving capability and continuous improvement. These skills enable teams to analyse challenges effectively and implement adaptive solutions that strengthen overall supply chain resilience.

Leveraging technology is also key. Digital transformation through supply chain digitisation, process automation, and e-procurement systems enhances visibility and agility. Advanced analytics enable procurement teams to gain deeper insights into historical data, identify recurring challenges, uncover hidden costs, and optimise supplier performance.

By combining these elements—strategic training, proactive risk management, technological integration, and a strong understanding of organisational objectives—the procurement team can effectively navigate disruptions and maintain operational stability in the face of unexpected crises.

How do you balance risk management with maintaining agility in procurement decisions?

The first step in balancing risk management with agility in procurement is identifying risks across all procurement activities. This is achieved through in-depth analysis of historical procurement data and past crises, identifying recurring challenges, and pinpointing critical supply areas. Examining each stage of the procurement process enables us to define potential risks—whether internal, such as process inefficiencies, technological gaps, or workforce challenges, or external, such as market volatility, supplier reliability, and geopolitical disruptions. Once risks are prioritised, we implement proactive mitigation strategies and effective risk controls.

To maintain agility in decision-making, leveraging technology and process automation is crucial. Real-time data analysis, spend analytics, and digital procurement tools enhance visibility and responsiveness. Strong vendor management is equally essential—this involves continuous supplier communication, performance evaluations, and ensuring supplier diversity to mitigate dependency risks. Investing in talent development ensures that procurement professionals have the skills needed to adapt quickly to market fluctuations.

One of the most effective ways to maintain agility while managing risks is through an agile procurement committee. This cross-functional team, composed of representatives from procurement, legal, finance, operations, engineering, IT, and marketing, regularly reviews supply chain strategies and risk priorities. By fostering collaboration between departments, this approach ensures that procurement decisions align with organisational objectives, strategic initiatives, customer needs, and stakeholder expectations.

By integrating structured risk management with flexible and technology-driven procurement strategies, organisations can navigate uncertainties while maintaining the agility needed to drive growth and innovation.

Can you share examples of how you’ve built resilience into your supplier relationships?

To ensure resilience in our supplier relationships, we follow a structured approach. The first and most important step is centralising supplier data—this allows us to track vendor details, performance metrics, and risk profiles, with a particular focus on high-risk areas. Second, we identify and categorise critical suppliers, particularly those supporting strategic equipment, MEGA projects, and essential services. Finally, we emphasise continuous improvement in understanding supply chain risks and refining our mitigation strategies.

A strong example of resilience in action was during the Egyptian revolution in 2011, when the crisis escalated rapidly with little warning. The local market collapsed, suppliers halted services, and all communication channels—including mobile networks and internet access—were cut off. Despite these challenges, we had to maintain our 24-hour operations without disruption.

Fuel supply was identified as the highest risk factor. Leveraging the strong and flexible relationships we had built with our fuel supplier, we negotiated an emergency arrangement where they transferred a significant portion of their movable storage tanks to our facility. This ensured a continuous fuel supply without relying on standard procurement processes, allowing us to maintain operations despite the crisis.

The key to mitigating supply risk is fostering a WIN-WIN relationship with suppliers. Building mutually beneficial partnerships goes beyond price negotiations and cost reductions. It requires a focus on collaboration, shared objectives, and long-term value creation. This approach is not only critical for high-risk profiles but should be embedded across the entire vendor management strategy to ensure resilience and reliability in any situation.