ALPLA

Alpla North America Profile

Strategic Procurement for a Sustainable Future: Insights from Jason Gordon, Director of Procurement at ALPLA North America

Jason Gordon, Director of Procurement at ALPLA North America, has dedicated his career to advancing procurement strategies that drive operational success and support sustainability goals. With an impressive background in procurement and supply chain management, Jason has been instrumental in transforming ALPLA’s procurement function into a strategic enabler of the company’s ambitious objectives. In this interview, he shares his vision for the future of procurement at ALPLA, emphasising the importance of digital transformation, innovation, and sustainable practices. Jason discusses how procurement is evolving into a critical component of the company’s broader business strategy, and the role it plays in achieving ALPLA’s long-term goals of growth, sustainability, and operational excellence.

 

Click below to access the digital version

 

Career Journey and Role at ALPLA North America: Can you share your professional background and the path that led you to your current role as Director of Procurement at ALPLA North America?

I hold a BS in Mechanical Engineering from the University at Buffalo, where I also earned an MBA with a focus on Supply Chain and Marketing. I began my career as a purchasing agent for a medical device company, quickly discovering a passion for procurement. Over the years, I have taken on increasingly senior roles within various manufacturing organisations, transitioning from tactical to strategic responsibilities. After six years leading the procurement organisation for the Americas at a major folding carton converter, I embraced a new challenge at ALPLA. In this role, I am leading the transformation journey for the North American region, tasked with evolving an already successful organisation into a strategic business partner. My focus has been on developing and empowering the team to support the company’s growth ambitions.

 

Procurement’s Role in ALPLA’s Mission: How does the procurement function align with and support ALPLA’s mission to be a world leader in the development and production of innovative plastic packaging solutions?

Since joining ALPLA, the Procurement function has shifted its focus from simply targeting cost reductions to driving value across the organisation. By aligning with ALPLA’s growth objectives, Procurement supports new product development, market expansion, and customer satisfaction, reinforcing the company’s position as an industry leader. Through close partnerships with our commercial and technical teams and collaborative engagement with operations, we are fostering a culture of cross-functional collaboration. A key pillar of our global strategy is achieving top-line growth to $10 billion by 2035. To support this goal, we have aligned our procurement strategy and organisation to focus not only on bottom-line improvements through cost-saving initiatives but also on enabling top-line growth. This approach includes cultivating strong relationships with strategic suppliers to drive innovation and co-development, further cementing ALPLA’s market leadership. Additionally, Procurement plays a crucial role in advancing ALPLA’s sustainability goals by sourcing circular materials, prioritising recyclable solutions through supplier partnerships, and championing the use of renewable resources within the supply chain.

 

Sustainable Procurement Practices: Sustainability is a key focus for ALPLA. Could you elaborate on the initiatives your team has implemented to promote sustainability and ethical practices within the supply chain?

In 2021, I took on the leadership of ALPLA’s sustainability organisation in North America, recognising the natural synergy between sustainability and procurement. Since then, we have worked to establish a robust culture of sustainability within the region, building on the strong foundation already in place across the ALPLA group. A key focus area is ensuring that we operate as a responsible manufacturer at all production sites. This includes supporting our carbon reduction goals by introducing more renewable energy solutions and increasing the use of post-consumer recycled content. Procurement plays a vital role in driving these initiatives forward. We also extend our efforts upstream in the supply chain, ensuring that our supply partners operate ethically and are well-positioned to support our sustainability goals. Beyond reducing our carbon footprint, we emphasise foundational sustainability principles, such as implementing active recycling programs at every production site to continually reduce landfill contributions. Through these efforts, we aim to drive meaningful progress toward a more sustainable future.

Leveraging Technology in Procurement: With advancements in technology, how is ALPLA integrating digital tools and data analytics to enhance procurement processes and decision-making?

ALPLA is embracing digital tools and data analytics to transform its procurement processes and enhance decision-making. The benefits of this integration are clear: real-time insights and automated processes enable faster, more informed decisions, while improved visibility and analytics support smarter purchasing choices, reducing waste and costs. A key example of this transformation is the implementation of the Icertis Contract Intelligence platform, which streamlines contract management across procurement, sales, and legal operations.

Additionally, I firmly believe that accurate and reliable data is the cornerstone of any procurement organisation’s ability to make strategic sourcing decisions. To that end, we are partnering with Simfoni to integrate their spend analytics platform into our operations. This platform’s advanced algorithms will help us analyse spending patterns, uncover cost-saving opportunities, and minimise maverick spend. These initiatives are part of ALPLA’s larger digital transformation strategy aimed at modernising operations and driving greater efficiency. By leveraging these tools and insights, I am committed to advancing procurement from a cost-focused function to a strategic engine of value and innovation.

 

Managing Supplier Relationships and Compliance: What strategies does ALPLA employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

ALPLA implements a range of strategies to uphold strong, ethical relationships with suppliers while ensuring compliance with industry standards and regulations. Central to this is our comprehensive supplier code of conduct, which reflects our corporate social responsibility values. This code sets clear expectations for ethical practices, including adherence to labor rights, environmental stewardship, and anti-corruption measures.

We prioritise transparency through robust management processes, detailed self-assessment and risk analysis guidelines, and proactive engagement with key suppliers. A significant focus is our commitment to covering 100% of our key suppliers under our enhanced Supplier Relationship Management (SRM) program. This program includes regular assessments and monitoring to ensure suppliers meet ALPLA’s quality, regulatory, and ethical standards, among other benchmarks.

Fostering trust, promoting sustainability, and driving operational excellence are at the heart of maintaining these strong, ethical partnerships. These strategies ensure our supply chain aligns with ALPLA’s values and supports our long-term goals.

 

Strategic Collaboration with Simfoni: Can you elaborate on the strategic partnership between ALPLA North America and Simfoni? How has their technology and expertise enhanced spend visibility and streamlined procurement processes for your organisation?

Our partnership with Simfoni is still relatively new, but it has already proven to be an incredibly positive experience. The Simfoni team has been highly responsive, ensuring a smooth and refreshing onboarding process. Their commitment to data accuracy has been remarkable—at times, they’ve shown even more dedication than we would have expected from an external partner. It’s genuinely refreshing to see them fully deliver on their promises, embodying a service-first approach.

Their technology, particularly their spend management platforms, consolidates data from multiple sources into a single, comprehensive dashboard. This will significantly enhance the credibility of our data, empowering us to make more informed business decisions. I’m especially excited to begin utilising their AI-driven analytics tools, which will allow us to uncover trends, identify outliers, and pinpoint opportunities for cost savings.

Ultimately, this partnership is set to reduce manual effort for my team while enhancing the depth and precision of our spend analysis. I’m confident that things will continue to improve from here.

Data-Driven Decision-Making: How has Simfoni’s solutions empowered ALPLA North America to make more data-driven procurement decisions, and what measurable impact has this had on your overall operational efficiency and cost management?

 

We are still in the onboarding phase, so while I can’t yet speak to specific decisions made using the Simfoni solution, I’ve already seen enough to feel confident that it’s the right fit for us. Our engagement with their team has already helped us identify gaps and inaccuracies in our data, which has started to yield tangible benefits.

By addressing these inaccuracies, my team now feels more empowered to make data-driven procurement decisions and has gained a fresh perspective on how we view and utilise data. This shift has also fostered greater collaboration with other departments, as we can now leverage more credible data on spending habits to influence actions and drive alignment.

This is just the beginning. Once the spend management platform is fully live and integrated into our daily processes, we anticipate a significant boost in procurement efficiency and substantial cost improvements.

 

 

Optimising Tail Spend Management: Tail spend is often a challenge for organisations. How has your collaboration with Simfoni helped ALPLA North America tackle tail spend management, and what benefits have you observed in terms of cost savings and supplier relationships?

Effectively managing tail spend is a challenge that keeps even the most experienced procurement professionals up at night. Simfoni’s approach to addressing tail spend through their technology solution is what initially drew us to them. Their ability to consolidate and categorise tail spend data provides clear insights into spending patterns and supplier activity.

Tail spend reduction has been a key focus for us over the past three years, and with Simfoni’s platform, we’re confident this will finally help us streamline the number of suppliers for low-value transactions, while enabling us to negotiate better pricing and terms with preferred vendors. I’m particularly excited about our first opportunity assessment with the Simfoni team, which will focus on leveraging their solution to uncover cost-saving opportunities specifically in the area of tail spend.

There are several benefits I’m confident we can achieve. Chief among them is the ability to transform tail spend from a persistent challenge into a strategic opportunity. We anticipate this will lead to measurable cost savings, stronger supplier relationships, and improved operational efficiency.

 

 

Adapting to Market Volatility and Supply Chain Disruptions: The global market is subject to volatility. How does ALPLA’s procurement function adapt to changes in market conditions, such as fluctuations in commodity prices or supply chain disruptions?

Adapting to the volatility of today’s global market, including fluctuations in commodity prices and supply chain disruptions, requires a proactive and flexible approach within our procurement organisation. Prior to joining ALPLA, enforcing a force majeure clause in contractual agreements was uncommon. However, in this industry, our key material suppliers frequently experience qualifying force majeure events, necessitating a highly resilient supply chain.
From hurricanes and winter freezes in Houston to the challenges of COVID-19, I have navigated numerous disruptions and successfully ensured that our plants remained operational and our customers consistently supplied. To mitigate risks, we partner with multiple suppliers for critical raw materials, reducing reliance on any single source. We also balance global and local sourcing to minimise the impact of geopolitical or logistical challenges and collaborate closely with suppliers to strengthen their resilience and ability to adapt to evolving demands.

Looking ahead, I aim to harness the growing potential of AI technologies to enhance our capabilities in predictive analytics and scenario planning. These tools will further protect against price volatility and supply chain disruptions, ensuring continued success and reliability in our operations.

Supporting Innovation through Procurement: How does the procurement team collaborate with other departments to foster innovation and bring new solutions to enhance ALPLA’s product offerings?

ALPLA’s procurement team collaborates closely with other departments to foster innovation and enhance product offerings through several key strategies. We emphasise cross-functional collaboration. ALPLA forms cross-functional teams that include members from procurement, our tech center, commercial, and operations. These teams work together to identify market needs, develop new products, and improve existing ones.

Engaging our suppliers is another collaborative tool we employ. ALPLA organises events where suppliers can present their latest innovations and technologies. We have the ability to host these sessions at our technical center in McDonough or at our supply partners’ innovation centers. These events facilitate direct interaction between suppliers and various ALPLA departments, fostering collaborative innovation.

ALPLA’s commitment to sustainability also drives innovation in product development. The procurement team works with suppliers and other departments to source sustainable materials and develop eco-friendly packaging solutions. These collaborative efforts help ALPLA stay at the forefront of innovation in the packaging industry, ensuring that we can meet evolving market demands and maintain our competitive edge.


Developing Talent in Procurement: What initiatives does ALPLA have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

Training is a key focus for our procurement team as we strive to build strong, dependable professionals who can support our transformation journey and emerge as future leaders, whether within procurement or other areas of the business. We aim to equip our talent with the skills needed to thrive both inside and outside of the procurement organisation.

From workshops on negotiation and influencing strategies to sessions on change management, we regularly provide training that ensures our team stays up-to-date with the latest industry practices and technologies. Additionally, ALPLA is opening a new Learning & Development Hub in Iowa City. This state-of-the-art facility will feature workshops, offices, and training rooms designed to support comprehensive apprenticeship programs and serve as a career pipeline for future manufacturing and business professionals.

The L&D Hub will play a central role in fostering continuous improvement through proactive learning, collaboration, and innovation. I am consistently exploring training strategies to position procurement as a dynamic and attractive career path while cultivating an environment where innovation and excellence can thrive.


Navigating Regulatory Challenges: In light of evolving regulations in the packaging industry, how does ALPLA’s procurement strategy address compliance and mitigate associated risks?

ALPLA’s procurement strategy is designed to address compliance with evolving regulations and mitigate associated risks through several key initiatives. As I also oversee our Sustainability organisation in North America, aligning our procurement strategy with our sustainability goals is a priority. Given the rapidly changing regulatory landscape in the packaging industry, we focus on integrating rigorous policies, fostering supplier collaboration, and leveraging strategic foresight to stay ahead.

In every procurement strategy session, our Sustainability Manager is an essential participant, outlining current and anticipated regulations to ensure these are incorporated from the outset. This approach enables us to prioritise sustainable procurement practices and align with broader organisational goals.
A key focus for ALPLA is designing products for recycling, ensuring packaging remains within the materials cycle for as long as possible. This not only mitigates environmental risks but also aligns with regulatory demands for sustainable packaging solutions.

Looking ahead, we plan to implement a global system in 2025 to monitor changes in packaging regulations, such as bans on single-use plastics, recycled content mandates, and extended producer responsibility (EPR) requirements. These efforts position our procurement strategy to address compliance effectively while reinforcing ALPLA’s role as a leader in sustainability and innovation within the packaging industry.


Future Vision for Procurement at ALPLA North America: Looking ahead, what are your primary objectives for the growth and development of ALPLA’s procurement function in the next five years?

The primary objectives for the growth and development of ALPLA’s procurement function over the next five years center on transforming procurement into a strategic enabler of organisational success. My focus will be on fostering excellence within the procurement team by building competencies, upskilling talent, and driving consistency and efficiency through standardised processes. By leveraging advanced technology, we aim to enhance our effectiveness and instill confidence across the organisation.

The goal is to position procurement as a talent incubator for the business—developing skilled professionals who make impactful contributions across all areas and play a leading role in achieving ALPLA’s long-term strategic objectives. We will prioritise increasing the use of renewable, recyclable, and environmentally friendly materials, aligning with both regulatory requirements and ALPLA’s ambitious sustainability goals.

Our procurement team will champion and support the company’s digital transformation, adopting cutting-edge technologies to improve decision-making and operational efficiency. This includes implementing AI-driven tools for real-time analytics, demand forecasting, and supplier performance management. To foster innovation, I envision creating dedicated spaces or initiatives where we can collaborate with technical and commercial teams, as well as key supply partners, to experiment with new technologies, materials, and processes.

Ultimately, our procurement function will evolve from a traditionally operational role into a strategic powerhouse, driving innovation, sustainability, and resilience while delivering significant value to the organisation.

In Association With:

Simfoni, founded in 2007 and headquartered in San Francisco, California, is a leading provider of spend analytics, eSourcing, and tail spend management solutions for global enterprises. The company utilises machine learning and artificial intelligence to accelerate and automate key aspects of the procurement process, enabling clients to achieve significant cost savings and enhance supply chain sustainability. Simfoni’s modular, purpose-driven platform offers comprehensive tools to see, source, and manage procurement spend differently, catering to organisations of various sizes and industries. In 2023, Simfoni secured an $8 million investment in a Series A-2 funding round led by Kearney, a global management consultancy, to further advance its innovative procurement solutions.

www.simfoni.com

JAGGAER

JAGGAER Profile

Building Strategic Partnerships for the Future: An Exclusive Interview with Martin Hayles, SVP of Global Alliances at JAGGAER

In today’s fast-evolving technology landscape, strategic alliances are more important than ever. As Senior Vice President of Global Alliances at JAGGAER, Martin Hayles is at the forefront of shaping the company’s partnership strategy to drive growth and innovation. With a wealth of experience in procurement, supply chain, and alliance management, Martin has navigated a diverse career path that has led him to lead JAGGAER’s Amplify Global Alliance Partner Program, a key initiative that has transformed the company’s global presence and approach to collaboration. In this cover story, Martin shares his unique journey, insights on building and managing global alliances, and the importance of strong, value-driven partnerships in shaping the future of procurement technology. Discover how
JAGGAER is leveraging its alliance strategy to foster growth, innovation, and sustainability across
industries.


Click below to access the digital version

 

Professional Journey: Can you share your career path leading up to your current role as
Senior Vice President of Global Alliances at JAGGAER?

I’ve had five different careers to date, each of which has given me a unique set of diverse skills and experiences. I truly believe I wouldn’t be where I am today without each of these roles. Like many procurement professionals, I didn’t set out, or have a specific desire, to work in this field—it just happened organically. Perhaps, you could say, procurement found me.

My procurement journey started in sales management. With a medical background, I became very adept at strategy selling to the New Zealand and Australian health sectors. The successes in the role led to an opportunity to move into the government side and eventually back to the UK, where I joined the Government Central Procurement Services Centre, the precursor to the Crown Commercial Service.

Through the procurement community in the UK and the connections I’d made over the years, I was presented the opportunity to design a new procurement operating model for BAE Systems. As part of that project, I on boarded and implemented a platform from a relatively new startup at the time called Coupa. While deploying that software and collaborating closely with their leadership, I was asked to join the startup to design and build a new strategy and partner program. Fast forward nine years, and the strategy and alliances programs I’ve helped build for Coupa and Ariba are culminating in an incredible and unique program here at JAGGAER.


Amplify Global Alliance Partner Program: JAGGAER launched the Amplify Global Alliance
Partner Program to enhance collaboration and growth. Could you elaborate on the program’s
objectives and the impact it has had since its inception?

When I joined JAGGAER in 2021, the company had a few partner relationships, but these were primarily centred around services outsourcing. The board recognised that in order to scale and drive new business on a global level, as well as to achieve service excellence, they needed better partner collaboration. JAGGAER has an exceptional services function, and partners bring additional, dynamic skill sets to the value we provide, such as landscape design, change management, project governance, and, of course, customer reach.

I joined JAGGAER specifically to design, build, and scale a partner program from scratch. It’s not often you get the opportunity to create your own program in a greenfield environment. You can imagine the potential, the excitement, and the pride of building something so foundational to a growing organisation. The program has been hugely successful and has impacted every part of JAGGAER—from product, marketing, and sales to top-line strategy. We’ve grown to over 100 partners globally, experienced triple-digit percentage growth in sourced and co-sell activity, and in
2025, we’re launching some exciting partner programs in specific product areas to maximise both JAGGAER’s and our partners’ growth.


Right Partner – Right Deal: JAGGAER emphasises a “Right Partner, Right Deal” approach. How does this strategy influence your alliance-building efforts, and what benefits does it bring to both JAGGAER and its partners?

We maintain a strong balance between partners sourcing opportunities for JAGGAER and JAGGAER bringing in partners for value added opportunities. We recognise the significant impact that partners can have early in the sales cycle, as well as their contribution to project success. While it’s easy to add implementation partners to a deal cycle, not every partner fits every customer. So we need to take into account factors such as partner capacity, capability, sector knowledge, and customer preferences when deciding which partner to include on a specific opportunity.

To formalise this, my team created an internal multidisciplinary board that reviews every deal based on its merits, size, complexity, and sector. Together, we determine if a partner would add value to the customer, and if so, which partner would be the best fit. This approach allows us to identify gaps in our partner community, pinpoint where these gaps exist, and develop strategies to fill them—either by recruiting new partners or by expanding the experience within our existing partner community. This has been extremely effective in aligning our internal partner strategy with our stakeholders at JAGGAER.

Regional Partnerships in the USA: JAGGAER has a strong presence in the USA. How does the company tailor its alliance strategy to foster strong relationships within the US market, and what opportunities do you see for growth and innovation through these partnerships?

JAGGAER has a 30-year history of providing procurement tools to the US market, a presence that continues to grow today with JAGGAER One, our intelligent source-to-pay and supplier collaboration platform. Initially, JAGGAER focused heavily on serving Higher Education, and the early partnerships we had reflected this. However, over the past three years, we’ve expanded our partnerships to broader sectors, particularly in Manufacturing and other verticals with complex supply chains.

We’ve seen similar expansion in other regions, including Europe and MEA, where procurement organisations are increasingly growing into strategic value drivers for their companies. Our partners have strongly supported our growth and diversification in these markets, and as we’ve grown together, this approach has driven innovation across product development, marketing, and extended partnerships with adjacent technology providers. 

 

Adapting to Market Changes: In the face of evolving market dynamics, how does JAGGAER ensure its alliance strategies remain agile and responsive to industry shifts?

In this sector, there’s a high degree of movement and collaboration between partner leaders, alliances leaders, and sector experts. We form a tight-knit ecosystem, where professionals frequently collaborate between organisations. This constant strategising between partners and vendors keeps us well-attuned to industry changes and market shifts.

Working alongside our partners, rather than relying solely on direct sales, provides a faster and more effective feedback loop. We leverage these relationships to continuously monitor evolving agendas, buying trends, emerging technologies, and, in recent times, changes in compliance and regulations.

To ensure we stay ahead, we meet with all our top partners on a quarterly basis to review market dynamics and assess how we can respond to shifts. More importantly, we focus on emerging news and trends. Given that most sales cycles in this segment last at least six to nine months, it’s essential to identify and measure new opportunities well in advance to remain competitive and agile.

 

Technology Integration in Partnerships: How does JAGGAER collaborate with partners to integrate emerging technologies into your solutions, and what role do alliances play in driving innovation?

We are delivering a single platform augmented with best-of-breed 3rd-party technologies to meet the expanding needs of the procurement community. Over the past few years, I’ve observed a significant shift at conferences, with large single-solution booths being replaced by a host of smaller, API-connected solutions. From a customer standpoint, this evolution is a positive one, as it offers greater flexibility and choice.

However, this shift also makes it increasingly difficult to identify emerging solutions, choose the right partners, or even decide whether we should build something ourselves. The pace of innovation is so rapid and constantly changing that we need to review emerging technologies in groups, rather than individually, and assess their potential for integration. It’s essential that they connect seamlessly and deliver meaningful data or processes that solve customer problems while adding value to the JAGGAER One ecosystem.

Challenges in Alliance Management: What are some common challenges you’ve encountered in managing global alliances, and how have you addressed them to maintain strong partner relationships?

The two biggest challenges in alliance management are relationships and value. Strong partner relationships are crucial—after all, you collaborate with people you like, respect, and who show reciprocity. A partnership is much like a marriage: there are good times, bad times, and some difficult conversations. However, the key is to partner for the long-term. A significant driver for successful partnerships is the value we both derive from the relationship, particularly when it comes to customer satisfaction, market perception, acquisition costs, and long-term investment in the partnership. When reciprocity and respect are present, and when we have aligned joint goals, the outcomes are usually positive.

One of the biggest challenges with a global alliance structure is maintaining consistent, meaningful contact with key people across different regions. Each partner has its own structure, silos, and practices, which can vary from country to country, even within the same partner. To address this, it’s crucial to separate the structure and adopt a regional approach while maintaining global relations where possible.

Although vendors may have a unified structure, many global partners are, in fact, regional organiations that happen to share a joint logo. This requires additional consideration to be managed effectively. While vendors tend to operate globally, most of our partner relationships are regional. This requires a tailored market approach, where agreed upon goals and executive alignment are handled regionally on the partner side, but stay global on the vendor side. Balancing this is essential for ensuring that reciprocity and governance work effectively.

 

Advice for Aspiring Alliance Leaders: What advice would you offer to professionals aspiring to lead global alliances in the technology sector?

That’s a tough one, as I’m not sure many people intentionally choose this sector or aspire to work in it. Nearly everyone I’ve met has stumbled into it from other areas. If I were to pinpoint some specifics, I’d recommend gaining a varied set of experiences from roles in Sales, Marketing, Services, Procurement, or similar fields. Global Alliances is all about understanding relationships, strategy, value, and problem-solving. Learning these skills from different perspectives is essential when managing technology sector partnerships.

It’s less about the technical aspects of a technology. In fact, if you are particularly technical, I’d advise you to consider a different career path. What’s crucial is your ability to sell the vendor’s vision, articulate the value, and understand partner success. What value do you provide them? At the core, it’s all about relationships and value. I was recently discussing partners with our Global Head of Customer Success, and as we talked through our respective roles, I realised we are almost mirror images of each other. The way you manage, strategise, and deliver customer success mirrors how you manage partner success. While the values and drivers may differ, a Customer Success Manager (CSM) role closely matches an Alliance Director role. The main difference lies in the strategic side, which highlights the skills and attitude required for modern alliance roles.

 

Key Priorities and Investments for JAGGAER 2025: What are the key priorities and Investment for JAGGAER for in 2025?

JAGGAER is entering its 30th year of source-to-pay innovation and 2025 represents an opportunity for us to celebrate the achievements of our customers and partners. After all we are only as successful as these customers and partners, and our priorities for the year reflect a desire to showcase the incredible ways in which JAGGAER technologies help them accelerate business outcomes. For example, we’re excited to share the stories about the group of customers who have collectively saved hundreds of millions of dollars using JAGGAER’s Advance Sourcing Optimizer (ASO) to simplify highly complex sourcing events. REV2025, our annual customer experience that brings together source-to-pay experts, peers, partners and analysts—being held in Miami June 23-25—will showcase unique use cases like those of our ASO customers.

With regard to investment, I’ll highlight a particular focus in product. JAGGAER has been strategic about its implementation and embedding of AI-powered technologies with the purpose and intent of enhancing human decision making. In fact, the first AI-powered tools within the JAGGAER One platform date back to over ten years ago. Our investment priorities for 2025 will continue this tradition of innovation and help organisations to manage and automate complex processes while enabling their highly resilient, accountable, and integrated supplier base. We expect an exciting year ahead.

In Association with:

BearingPoint is an independent management and technology consulting firm with European roots and a global reach. Headquartered in Amsterdam, the firm operates in 24 countries with approximately 6,200 employees. Originally part of KPMG’s consulting division, BearingPoint became an independent partnership through a management buyout in 2009. The company provides business consulting, technology solutions, and managed services, helping organisations drive innovation, efficiency, and growth. With a strong focus on digital transformation and sustainability, BearingPoint collaborates with clients across industries to create measurable and lasting impact. In 2023, the firm reported revenues of €1.017 billion, reinforcing its commitment to delivering value-driven solutions worldwide.

www.bearingpoint.com

RiseNow, founded in 2010 and headquartered in Leawood, Kansas, is a professional services firm specialising in procurement and supply chain transformation. The company offers comprehensive services, including the design, build, and operation of next-generation procurement and supply chain functions, tailored to meet the unique needs of its clients. Serving a diverse range of industries such as healthcare, life sciences, manufacturing, consumer goods, education, financial services, and the public sector, RiseNow emphasises aligning operating models and talent to drive efficiency, innovation, and sustainable growth. The firm’s unique RiseTalent apprenticeship program addresses the talent gap in digital procurement and supply chain management by developing skilled professionals equipped to manage and optimise complex systems. With a commitment to delivering customised solutions, RiseNow partners with organisations to transform their procurement and supply chain operations into strategic assets that enhance competitiveness and resilience.

www.risenow.com

Carbmee, founded in 2021 and headquartered in Berlin, Germany, is a technology company specializing in carbon management solutions for industries with complex supply chains, such as automotive, logistics, and manufacturing. Their Environmental Intelligence System (EIS) enables businesses to measure, report, and reduce carbon emissions across Scope 1, 2, and 3, providing comprehensive insights into corporate, product, and supply chain emissions. By integrating advanced technologies, Carbmee empowers organizations to achieve carbon transparency, identify reduction opportunities, and ensure compliance with environmental regulations. In December 2024, the company secured a $21 million Series A funding round led by CommerzVentures and Fly Ventures, underscoring its commitment to driving sustainable transformation in industrial value chains.

www.carbmee.com

Bosnalijek JSC

Bosnalijek JSC Profile

Driving Strategic Sourcing and Sustainable Practices: An Interview with Edin Hodzic, Director of Procurement at Bosnalijek JSC

In this insightful interview, Edin Hodzic, the Director of Procurement at Bosnalijek JSC, shares his impressive career journey and strategic vision for procurement within the pharmaceutical sector. With nearly 15 years of experience in the industry, Edin has played a pivotal role in transforming Bosnalijek’s procurement function, ensuring a resilient and compliant supply chain. He discusses the importance of building long-term supplier relationships, navigating regulatory complexities, and leading the company’s sustainability efforts. From optimising sourcing strategies to embracing digital transformation, Edin provides a comprehensive look at how Bosnalijek is positioning itself for continued success in the dynamic pharmaceutical market.

 

Click below to access the digital version

Career Journey: Can you share your career journey and what led you to your role as Director of Procurement at Bosnalijek JSC? What key experiences have shaped your approach to procurement in the pharmaceutical industry?

Thank you for the opportunity to share insights into my career journey. My professional path began almost 15 years ago right here at Bosnalijek JSC as a Procurement Officer. In this initial role, I developed foundational skills in sourcing, contract negotiations, and supplier relationship management. This dynamic environment has been invaluable to my growth, offering daily challenges and opportunities to collaborate with industry experts, from whom I continue to learn. It has truly been a rewarding experience.

As I advanced into leadership roles, I gained experience in both direct and indirect procurement. This progression has been instrumental in deepening my expertise within the pharmaceutical sector, particularly in navigating complex supply chains, regulatory compliance, and ensuring quality assurance.

Currently, as Director of Procurement at Bosnalijek, I lead a team focused on strategic sourcing, supplier development, and cost management across various therapeutic areas. Key experiences that have shaped my approach include building strong, long-term supplier partnerships, collaborating closely with R&D and manufacturing teams to align procurement with the broader business needs, and implementing innovative solutions that drive efficiency and sustainability.

Procurement in the pharmaceutical industry requires more than just cost management; it demands strategic oversight, risk mitigation, and, above all, a focus on quality. My goal is to ensure a reliable, compliant supply chain that supports Bosnalijek’s long-term growth while navigating the complexities of this highly regulated industry.

Role of Procurement in Pharmaceutical Operations: Procurement plays a crucial role in pharmaceutical manufacturing. How does your team at Bosnalijek support the company’s mission to deliver high-quality healthcare products?

At Bosnalijek, procurement is a critical enabler of our mission to deliver high-quality healthcare products. Our dedicated team, of which I am extremely proud, plays an essential role in ensuring we source the best materials, components, and services needed for pharmaceutical manufacturing, all while adhering to the highest standards of quality, regulatory compliance, and cost-efficiency.

We ensure that all raw materials and suppliers meet stringent regulatory requirements and quality standards. Once a supplier is approved through our quality system, the Procurement department takes over to ensure consistent sourcing from reliable partners who align with our commitment to product integrity and patient safety.

In addition to ensuring compliance and quality, we prioritise building strategic supplier relationships. By fostering long-term partnerships with key suppliers, we ensure continuity of supply, mitigate risks, and encourage innovation within our sourcing practices. We also focus on cost optimisation, ensuring we can deliver high-quality products without compromising on pricing or availability.

Ultimately, our procurement strategy supports Bosnalijek’s broader mission by maintaining a resilient, compliant, and efficient supply chain. This alignment helps the company provide life-changing therapies to patients while upholding the standards of excellence that are essential to our work.

 

Sustainable Sourcing in Pharmaceuticals: Sustainability is becoming essential in pharmaceuticals. How does Bosnalijek integrate sustainable practices within procurement, particularly in sourcing and supply chain management?

Sustainability has become a key priority at Bosnalijek, and our procurement team plays a pivotal role in embedding sustainable practices across sourcing and supply chain management.

In 2024, Bosnalijek was honored with the Sustainable Development Business Leaders Award in Bosnia and Herzegovina (BiH). For years, we have integrated sustainable practices into our operations, emphasising not only our social responsibility toward the community but also our commitment to employee well-being. This includes education programs and fostering a healthy work environment while upholding human rights and prioritising environmental protection. Bosnalijek is proud to be a pioneer in BiH in raising awareness about the importance of sustainable practices.

Our sustainable sourcing strategy focuses on selecting suppliers with strong environmental, social, and governance (ESG) credentials. We prioritise ethical labor practices and aim to reduce the carbon footprint of our supply chain. Additionally, we collaborate with our suppliers to explore eco-friendly alternatives, such as sustainable packaging, raw materials like titanium-free capsules, fully recyclable closures, and products made entirely from green energy sources.

We also strive to optimise transportation and logistics to minimise emissions and waste. This includes consolidating shipments and selecting energy-efficient transportation options whenever possible. By integrating these sustainable practices into our procurement process, we are not only supporting Bosnalijek’s commitment to sustainability but also contributing to the long-term viability and resilience of our supply chain.

Supplier Relationships and Quality Assurance: What strategies does Bosnalijek use to maintain strong, transparent relationships with suppliers? How do you ensure that suppliers consistently meet the high standards required in the pharmaceutical sector?

At Bosnalijek, we place a strong emphasis on building long-term, transparent relationships with our suppliers, as these are essential to maintaining the high standards required in the pharmaceutical industry. We focus on creating mutually beneficial partnerships that prioritise quality, compliance, and continuous improvement.

Open communication is key to fostering strong partnerships. By ensuring alignment on quality expectations, regulatory requirements, and business objectives, we can engage in joint problem-solving and work closely with suppliers to address challenges. This collaborative approach paves the way for continuous improvement in both quality and service delivery.

To ensure that suppliers consistently meet the required standards, we implement a rigorous supplier qualification process. This includes thorough assessments of their capabilities, quality control measures, and adherence to Good Manufacturing Practices (GMP). Regular audits, quality checks, and performance reviews are integral to our ongoing commitment to ensuring that all suppliers meet the high standards necessary for the production of safe and effective pharmaceutical products.

By maintaining strong relationships and implementing a structured quality assurance framework, we ensure that Bosnalijek’s systems and products meet the highest quality standards.

 

Digital Transformation in Procurement: How is Bosnalijek leveraging digital technologies to streamline procurement processes, and what recent advancements have had a significant impact on efficiency and transparency?

Bosnalijek is embracing digital transformation across our procurement processes to enhance efficiency, transparency, and strategic decision-making. Having all operational capacities centralised at one location greatly facilitates the rapid implementation of new solutions. A key initiative in this transformation has been the integration of SAP S/4HANA, an advanced ERP software, along with Document Management Systems (DMS) and data analytics tools to automate routine tasks such as order processing, invoicing, and supplier management. This significantly reduces administrative overhead and minimises the potential for human error.

Additionally, we leverage real-time data analytics to gain deeper insights into supplier performance, inventory levels, and market trends. These insights empower us to make data-driven decisions, optimise costs, and refine our overall procurement strategy. However, sourcing raw materials remains a challenge, as data is not readily available on digital platforms for e-sourcing and tendering, which limits the efficiency of competitive sourcing through these channels. As a result, we rely on one-on-one interactions with suppliers to ensure we are securing the best possible value.

By incorporating these digital tools into our procurement function, we enhance our ability to collaborate with suppliers, monitor supply chain performance, and adapt swiftly to changing market conditions. This ultimately drives greater efficiency, cost-effectiveness, and supply chain resilience.

 

Cost Management and Quality Balance: In the pharmaceutical industry, balancing cost with stringent quality standards is crucial. How do you achieve this balance while ensuring that Bosnalijek’s products meet regulatory requirements?

Balancing cost with quality in pharmaceutical procurement is an ongoing challenge, especially considering the stringent regulatory standards that govern our industry. Since quality is paramount, we manage this balance through a multi-faceted strategy that focuses on cost optimisation while ensuring compliance.


First, we prioritise long-term relationships with suppliers who share our commitment to quality, efficiency, and regulatory compliance. This allows us to negotiate better pricing over time without compromising material quality. We also work closely with our suppliers to identify cost-effective alternatives that maintain product integrity, such as sustainable raw materials or efficient packaging solutions, which contribute to overall cost savings. Additionally, we ensure that we stay updated on global supply conditions and adjust our cost levels accordingly.


Another strength of Bosnalijek is our precise short- and long-term planning, which enables timely ordering. By continuously analysing production requirements, supplier performance, market trends, and demand forecasts, we can anticipate cost fluctuations and manage inventory more effectively. This approach helps us avoid overstocking, reduce warehousing and logistics costs, and maintain a consistent supply of high-quality ingredients.


Ultimately, regardless of the strategy we implement, we ensure that cost savings never come at the expense of quality, safety, or compliance with regulatory standards.

Risk Management in Global Pharmaceutical Sourcing: With global supply chains facing disruptions, how does Bosnalijek’s procurement team manage risks to maintain continuity and quality in its supply chain?

Global disruptions have shown us the significant impact they can have on securing materials and the ripple effects they create throughout the supply chain. Currently, geopolitical issues are the primary drivers of market volatility, making risk management even more critical.

At Bosnalijek, risk management is central to our procurement strategy, particularly in the context of a global supply chain. To manage these risks, we maintain a diversified supplier base, focusing on suppliers across the EU and Asia to reduce reliance on any single source. This flexibility enables us to pivot quickly to alternative suppliers when challenges arise. Additionally, we collaborate closely with key suppliers to assess their risk management capabilities, ensuring we take proactive steps to prevent shortages. By conducting joint risk assessments and continuously monitoring supplier performance, we are better able to anticipate disruptions and implement preventative measures.
Strong inventory management practices further support our risk mitigation strategy. We analyse market trends, track supply levels, and forecast demand daily to identify potential bottlenecks. This data-driven approach helps us adjust procurement strategies and order cycles, preventing stockouts while maintaining the high-quality standards we are known for.

To stay agile, we regularly review and update our risk management framework, integrating lessons learned from past disruptions and adapting to emerging global challenges.


Challenges in Pharmaceutical Procurement: What unique challenges do you encounter in procurement within the pharmaceutical industry, and how does Bosnalijek address these to stay competitive and ensure product integrity?

Procurement in the pharmaceutical industry presents several unique challenges, largely due to regulatory complexity, the need for high-quality standards, and ever-evolving market dynamics. At Bosnalijek, some of the key challenges we face include navigating strict compliance requirements, managing increasing supply chain risks, especially regarding materials sourced from India and China, and addressing vulnerabilities exposed during events like the COVID-19 pandemic.

To tackle these challenges, we diversify our supplier base and maintain strategic stock levels. We also work closely with suppliers to ensure they have contingency plans in place to mitigate risks. In cases where materials are sourced from limited suppliers, we monitor these relationships very closely to prevent disruptions in the supply chain.

Regulatory compliance is another constant challenge. The pharmaceutical industry is subject to a wide range of regulations—from EU GMP to local and international standards—that require careful management of every aspect of sourcing and supply chain operations. As a holder of the EU GMP certificate, Bosnalijek ensures rigorous supplier qualification processes, conducts regular audits, and sources only from suppliers who comply with international regulations.

Additionally, the competitive nature of the pharmaceutical market demands constant innovation while keeping costs in check. At Bosnalijek, we foster a culture of innovation and cost optimisation, collaborating with suppliers to explore alternative materials, new technologies, and sustainable sourcing options. This allows us to remain competitive without compromising on product quality.

By proactively addressing these challenges, Bosnalijek ensures the integrity of our products and continues to deliver safe and effective medicines to patients worldwide.


Future Trends in Pharmaceutical Procurement: What emerging trends do you see impacting procurement in the pharmaceutical industry, and how is Bosnalijek preparing to adapt to these changes?

Several emerging trends are reshaping procurement in the pharmaceutical industry, and Bosnalijek is actively preparing to adapt to these changes to remain competitive and resilient.

One significant trend is the increasing demand for digitalisation and data-driven decision-making. Technologies like AI and advanced analytics are revolutionising how procurement processes are managed, improving transparency, and enhancing supplier relationships. At Bosnalijek, we are investing in digital tools and platforms that automate routine procurement tasks, enhance supplier performance tracking, and improve forecasting accuracy. We are also integrating ERP systems with suppliers to streamline ordering processes, which will drive cost reduction and foster a more agile supply chain.

Another important trend is the growing emphasis on sustainability. With rising regulatory pressure, increased consumer demand, and heightened awareness of climate change, companies are under growing pressure to adopt greener practices. Bosnalijek is committed to sustainability by working with suppliers to source eco-friendly materials and improve the environmental footprint of our operations.

In response to recent supply chain disruptions caused by geopolitical circumstances, the pharmaceutical industry is placing more focus on localisation and building resilient supply chains. While localisation presents challenges—especially given the wide range of generic drugs Bosnalijek produces—many raw materials cannot be sourced locally. To address this, we remain committed to maintaining strong global partnerships to ensure the availability of critical materials while mitigating risks.


Advice for Aspiring Procurement Professionals: As a leader in pharmaceutical procurement, what advice would you offer to those pursuing a career in procurement within the healthcare sector?

To anyone aspiring to pursue a career in pharmaceutical procurement, my advice would be to focus on developing a deep understanding of both the technical and strategic aspects of procurement. In the pharmaceutical sector, procurement is not just about purchasing materials—it’s about building strong, compliant, and resilient supply chains that ensure patient safety and product efficacy.

A solid foundation in regulatory knowledge is crucial. Understanding the compliance requirements specific to the pharmaceutical industry, such as GMP, ICH, and ISO, is essential to ensure product quality and patient safety. A strong grasp of these standards will undoubtedly set you apart.

Regardless of the industry you are in, always focus on building strong supplier relationships. The ability to collaborate effectively with suppliers and internal stakeholders—such as R&D and quality control—drives innovation and helps maintain high standards.

Finally, stay adaptable and embrace digital tools. As the industry evolves, digital transformation will continue to drive efficiencies and innovations in procurement. Familiarity with data analytics, e-sourcing platforms, and supply chain management systems will not only be an asset to your career but will also keep you competitive in the ever-changing landscape.

Most importantly, whatever the challenge, always keep the end goal in mind: delivering safe, high-quality medicines to improve patient outcomes. This commitment to quality, patient safety, and regulatory excellence should be at the heart of every decision you make.

In Association with:

Bouwhuis Enthoven, a family-owned enterprise with over a century of history, specialises in producing high-quality egg products with distinctive functionality. As part of the Royal Van Beek Group, the company operates from its headquarters in Raalte, Netherlands, employing approximately 90 individuals. With a global reach, Bouwhuis Enthoven exports to more than 45 countries, processing around 3 million eggs daily through a fully traceable supply chain that sources eggs directly from farms to processing facilities.

The company’s product portfolio includes egg white for foaming, egg white for gelling and binding, egg protein, lysozyme, egg yolk, whole egg, boiled eggs, and customised solutions tailored to specific client needs. Bouwhuis Enthoven is committed to producing safe, competitive, and functional egg products, emphasizing sustainability and close collaboration with stakeholders throughout the supply chain.

By focusing on continuous quality improvement, functionality enhancement, and food safety assurance, Bouwhuis Enthoven plays a prominent role in meeting the growing global interest in healthy and delicious diets. The company’s mission is to make a difference as a sustainable partner through focused interaction with all stakeholders in the production of safe, competitive, and functional egg products.

www.bouwhuis-enthoven.com

 

F. & A. PHARMA-Handels-GmbH is a German-based pharmaceutical service company headquartered in Dorsten, with a GDP- and ISO-certified warehouse in Reken. The company specializes in the trade of well-documented active pharmaceutical ingredients (APIs), excipients, and drug intermediates.

Through global partnerships, F. & A. PHARMA provides products and services to selected partners within the pharmaceutical and generic industries, aiming to meet the demands of modern research, generics, and niche products. The company offers a secure platform for collaboration between API manufacturers and generic formulators, built on long-term perspectives, high ethical values, and transparency.

In addition to its core trading activities, F. & A. PHARMA offers services such as in-licensing and contract development. The company assists partners in new API development projects by providing analytical samples, working standards, impurity sets, stability studies, and complete Drug Master Files in European Format (CTD) or other appropriate documents for registration purposes.

F. & A. PHARMA is committed to delivering high-quality products and services to its clients in the pharmaceutical industry. The company’s mission is encapsulated in its motto: “Upgrade your pharma…”

www.fa-pharma.com

Discovery

Dicsovery Profile

Driving Procurement Innovation: A Conversation with Tamara Soondarjee, Head of Procurement Projects at Discovery Insure

Procurement plays a critical role in shaping the financial sustainability and operational efficiency of any organisation, and in the fast-paced world of insurance, strategic procurement is more important than ever. At Discovery Insure, Tamara Soondarjee, Head of Procurement Projects, has built a career defined by innovation, cost-saving initiatives, and driving efficiency.

With a journey that started in parts sourcing and cost reduction in motor claims, Tamara has expanded her expertise to lead procurement projects that directly impact Discovery’s bottom line. In this exclusive interview, she shares her insights into strategic sourcing, supplier relationship management, technology-driven procurement, and navigating the ever-evolving regulatory landscape. She also reflects on her passion for mentorship and fostering a culture of continuous learning in the procurement profession.
Join us as we delve into the challenges, successes, and future vision of procurement projects at Discovery Insure.

 

Click below to access the digital version

Career Journey in Procurement: Can you share your professional background and the path that led you to your current role as Head of Procurement Projects at Discovery Insure?


My journey into procurement was somewhat accidental. My career in the insurance industry began in 2006 at Telesure Group Services, where I started as a secretary and progressed through various positions. In 2009, I applied for a role in the Parts Sourcing Team. At the time, I knew nothing about cars or vehicle parts, but I was fortunate enough to be given the opportunity. This role primarily involved confirming part pricing on original vehicle parts to ensure we were paying the correct prices.


My manager at the time entrusted me with many of his tasks, which I gladly took on. This hands-on experience allowed me to learn along the way, so when he resigned the following year, the skills he had shared with me made me a strong contender for his position. I was promoted to Parts Sourcing Manager and led the team at Telesure for three years. Our main goal was cost saving—specifically, procuring motor parts for vehicles involved in accidents to reduce overall claims costs. Since motor parts make up a significant portion of motor claims costs, any reduction had a direct impact on savings.


In 2013, I was headhunted by the Head of Operations at Santam to create and execute a similar strategy. I successfully implemented it, saving the business a billion rand through various initiatives. At that point, I felt I had reached the peak of my career. Achieving such remarkable results at South Africa’s largest insurer made me realise that the growth potential in the business at that time was limited. The question then became: what next?


After nearly a decade at an industry-leading company like Santam, the only other option in my mind was Discovery. I craved a new challenge at an organisation as revolutionary and dynamic as Discovery is. My role has since focused on areas of the business where I can implement cost-saving measures to contribute to the bottom line. It’s been exciting to identify areas where I can make a positive impact and implement solutions. I’m looking forward to seeing what new challenges lie ahead.


Procurement Project’s Role in Discovery’s Operations: How does the procurement projects function align with and support Discovery’s overall business strategy, particularly in the healthcare and financial services sectors?

The projects we work on directly support the overall business strategy by identifying opportunities to save money or reduce costs. This is achieved by directing spend more efficiently, adding additional suppliers, enhancing existing processes, or even something as simple as obtaining a comparative quote for a claimed item. Each of these initiatives plays a role in ensuring that we continue to deliver excellent service to our clients while keeping insurance premiums affordable and sustainable.


Managing Supplier Relationships and Compliance: What strategies does Discovery employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

Procurement is all about relationships. While there is a lot of paperwork and contracting involved in supplier management, at the end of the day, we are dealing with people, and those relationships are crucial to the successful execution of strategies. What is particularly important is good governance, fair and ethical supplier selection, unambiguous contracts, and service level agreements. Setting specific and achievable goals that all parties agree to is also vital. These pillars are key to achieving results and maintaining strong, ethical relationships.

 

Adapting to Market Volatility and Supply Chain Disruptions: The global market is subject to volatility. How does Discovery’s procurement projects function adapt to changes in market conditions, such as fluctuations in commodity prices or supply chain disruptions?

The past five years have taught us all to expect the unexpected. While we may think we are prepared for everything, there are still challenges that we could never have anticipated. Having an agile business enables us to act quickly, even in the rarest situations. Quick decision-making, effective communication, and change management are key in managing market volatility and supply chain disruptions.

Supporting Innovation through Procurement: How does the procurement team collaborate with other departments, such as R&D and product development, to foster innovation and bring new solutions to market?

Our actuarial teams work closely with Procurement Projects, identifying areas for improvement, assisting in formulating solutions, and developing reports to measure progress and success after implementation. We also have various forums that evaluate the business overall to identify new projects and areas for improvement.

 

Developing Talent in Procurement: What initiatives does Discovery have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

Discovery has a very strong learning culture and encourages all employees to further their knowledge, even in the smallest ways. Having just completed my advanced diploma in Procurement with CIPS and currently working on my professional diploma, I, as a woman in procurement, try to encourage others interested in the field by sharing my personal story and experiences. Procurement has become an essential part of organisations, and the growth in the industry means there are far more opportunities available now than ever before.

 

Future Vision for Procurement Projects at Discovery: Looking ahead, what are your primary objectives for the growth and development of Discovery’s procurement projects function in the next five years?

My goal for the next few years is focused on continuous improvement. My primary objectives are to identify new opportunities more quickly and develop project plans that are interchangeable and easy to integrate into various solutions, enabling the most efficient implementations possible. On a personal note, after completing my professional diploma in procurement, I would like to dedicate more time to mentoring young procurement professionals and those interested in entering the procurement industry.

In a Association with:

Autoboys, established in 2010, is a leading South African company specialising in automotive parts and glass services. Headquartered in Randburg, the company operates 70 outlets nationwide and maintains a fleet of 169 fitment vehicles, serving both individual customers and the automotive insurance sector.

The company’s service offerings include automotive glass repair and replacement, spare parts supply, painting services, and vehicle inspections. Autoboys is recognised for its professionalism, high-quality parts, and excellence in glass fitting.

Autoboys has established partnerships with 90 insurance providers across South Africa, underscoring its reputation for reliability and quality in the automotive industry. Notably, it is the first South African auto glass and aftermarket parts supplier with a national network to achieve a Level 1 B-BBEE status, reflecting its commitment to empowerment and societal upliftment.

www.autoboys.co.za

Mid & West Wales Fire and Rescue Service

Mid West Fire Profile

Empowering Teams and Driving Excellence: A Conversation with the Head of Procurement at Mid & West Wales Fire and Rescue Service

In the high-pressure world of emergency services, effective procurement is critical to ensuring operational continuity and delivering value to the community. In this interview, we speak with the Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service, who shares her inspiring career journey, leadership philosophy, and insights into building a high-performing procurement team. She discusses how her team’s dedication and skills have led to significant achievements in procurement excellence, the diverse skill set required for success in public sector procurement, and how they continue to adapt to meet the challenges of an ever-changing landscape.

 

Click below to access the digital version

Career Journey: Can you share your career journey and what led you to your current role as Head of Procurement and Contracting at Mid & West Wales Fire and Rescue Service?

I started my career in banking back in 1987 but left the industry when my daughter was born in 1991. I had planned to return after maternity leave, but when my daughter developed long-term health problems, I made the decision to leave the bank and focus on caring for her. I then worked for Tesco doing night shifts stacking shelves while my ex-husband stayed home with our daughter.

In 1998, after going through a difficult time in my personal life, I left my husband and moved to Carmarthen with my daughter. It meant that I had to start my life again as a single parent to a 7-year-old daughter with health problems, living in a one-bedroom house where we had to share a bunk bed due to the small size of the bedroom. At that point, I decided I needed to find a better-paying job so I could afford a bigger house by the time my daughter started secondary school.

I decided to improve my computer skills before looking for a new job, so I went to college three days a week while still working nights. I was running on autopilot at that time, getting very little sleep but still making sure I was there for my daughter when I got home. After completing my studies and achieving City and Guilds qualifications in various aspects of computing, I felt confident enough to look for a better-paying role.

Within a few months, I had an interview for a Water Assistant role at Mid and West Wales Fire and Rescue Service and was lucky enough to be successful. In February 2001, I started the new role and, after just nine months, an opportunity to join the Stores department became available. This is where I had my first insight into procurement. At that time, Mid and West Wales Fire and Rescue Service did not have a dedicated procurement function, but some small elements of procurement were undertaken within the stores function.

After working in Stores for two years, my then line manager was tasked with setting up a procurement function, and I assisted. It was a difficult process as the organisation was not used to working with a dedicated procurement team, but we made steady progress. Now, we have a well-established, small but effective procurement team that achieves significant benefits for the organisation and the communities it serves.

During my time in the Fire Service, I was fortunate to receive support for my studies, ranging from a Foundation Degree in Business Management to my professional qualification from the Chartered Institute of Procurement and Supply. Without that support, I’m sure I wouldn’t have reached this point in my career.

In 2017, after my line manager retired, I became Head of Procurement and Contracting. Since then, I’ve been able to put my own stamp on the procurement function, ensuring that what we do adds value to the emergency services we provide daily.

Although I fell into the procurement profession by accident, it turned out to be the best career move I ever made. I now work in a profession I’m passionate about, where no two days are the same, and I can help my organisation give back to our communities. I reached what I see as the pinnacle of my career in the summer of 2024 when I was awarded Fellowship status by the Chartered Institute of Procurement and Supply for my work within procurement in Wales and the UK. This is the highest accolade a procurement professional can achieve, and it was certainly the proudest moment of my career.

 

Procurement Role in Emergency Services: Procurement in emergency services presents unique challenges. Can you describe how procurement supports the mission of the Fire and Rescue Service and ensures resources are available when needed?

Procurement within an emergency service is a crucial function, as the operational effectiveness of the organisation depends on it. We are responsible for procuring contracts for everything the Fire Service needs to keep communities in Mid and West Wales safe. This includes fire appliances, firefighting personal protective equipment (PPE), smoke alarms, operational equipment, training, as well as construction works and facilities management services to ensure fire stations remain fit for purpose at all times.

Procurement for an emergency service presents its own unique challenges due to the nature of what the organisation does. For example, there are limited markets for some of the items we buy, such as fire appliances, firefighting PPE, and certain critical operational equipment. This means longer lead times for these items, requiring us to prepare well in advance to ensure availability when needed.

It’s not unusual to have a lead time of 9 months for PPE and 12-18 months for fire appliances. These lead times can be extended even further by external factors beyond our control. For instance, during COVID, we experienced shortages of various items and even longer lead times than expected. In some cases, we had to consider alternatives to the products we typically used. For example, FFP3 respirators, which our firefighters wore for wildland fires, became scarce as demand increased for COVID protection. As a result, we opted to switch to personal respirators, which had sufficient stock in the supply chain at the time.

We also discovered during COVID that numerous unscrupulous suppliers were selling non-conforming products. However, in Wales, we were fortunate that the Welsh Government set up a team to conduct conformance checks on products within the supply chain, giving us confidence that the products we were purchasing met the necessary standards.

We faced similar issues when the war between Russia and Ukraine began, which impacted us with longer lead times and shortages of certain products. However, we were fortunate to have established strong relationships with key suppliers who ensured continued supply. Maintaining excellent relationships with suppliers is essential for ensuring supply chain continuity during unexpected crises.

 

Sustainability in Procurement: How is Mid & West Wales Fire and Rescue Service incorporating sustainable practices into its procurement processes, particularly in sourcing and supply chain management?

Procurement can play a significant role in this area, as the majority of an organisation’s carbon footprint is generated by its procurement and supply chain activities.

We always include sustainability as a tender award criterion, asking suppliers to share their sustainable practices that can help reduce the carbon footprint of delivering the contract to us. We also request that suppliers collaborate with us to identify any scope 3 emissions generated as part of the contract. We understand that we cannot achieve this alone, and getting our suppliers on board is crucial in enabling us to reduce our carbon footprint.

There is certainly more work to be done, as many suppliers are not yet in a position to identify their Scope 3 emissions. As procurement professionals, it is our responsibility to work with them to improve the information they provide, ensuring it is as streamlined as possible for them.

Risk Management and Resilience: Emergency services often require robust contingency plans. How do you manage risks within procurement to ensure resilience and operational continuity in critical situations?

The key to managing risks within procurement is building strong relationships with key suppliers, taking a partnership approach rather than the traditional “them and us” mentality. This ensures a mutually beneficial relationship for both parties. Building trust is essential; when you have strong working relationships with your suppliers, they will ensure that you are supported during times of crisis.

Following the Covid pandemic, we updated all contracts within our Contract Register to include the country of manufacture. This ensures that we have this crucial information readily available should a crisis arise in any of the countries where our products are manufactured.

We also ensure that potential risks are fed into the Service’s central risk register at the earliest opportunity and have a Plan B in place should it be needed.

 

Supplier Relationships and Ethical Sourcing: How do you approach building strong supplier relationships, and what role does ethical sourcing play in the Fire and Rescue Service’s procurement strategy?

The main focus of my work as a procurement professional is to develop suppliers so they are able to bid for any tenders that we advertise. Larger national companies often have dedicated tendering teams, but smaller suppliers, often working alone, find it difficult to manage the administrative tasks alongside their day-to-day work. Therefore, it is important to ensure these suppliers have an equal opportunity to win tenders, and I work to remove any barriers, whether perceived or actual.

This involves significant pre-tender engagement with potential suppliers, linking them with tendering support available to them free of charge, such as through the Welsh Government-funded Business Wales programme. At these pre-tender engagement events, I also educate potential suppliers on the drivers behind our procurement strategy. Here in Wales, we are guided by the Wellbeing of Future Generations (Wales) Act 2015, the Social Partnership Duty, and the forthcoming Public Procurement and Social Partnership Act, along with our focus on Net Zero and Wellbeing Benefits. By explaining the reasoning behind our tender process, suppliers gain a better understanding of why we ask certain questions and how our strategy is designed.

Ethical sourcing is a key priority for us as an organisation, as we aim to ensure that all our suppliers provide fair working conditions for their employees. This means ensuring workers are fairly rewarded, heard, and represented within the workplace, where they feel secure and have the opportunity to progress in a healthy, inclusive environment where everyone’s rights are respected.

 

Digital Transformation in Procurement: What role does digital technology play in streamlining procurement and contracting at the Fire and Rescue Service, and are there any recent advancements that have impacted efficiency?

Digital technology has played a significant role in streamlining procurement and contracting within the Service, but there is still progress to be made to achieve full efficiency.

We have been using Sell2Wales, provided by the Welsh Government, for all our tendering activities since it was implemented many years ago. This eliminated the manual tender register and the need for multiple people to open all tenders. We no longer accept paper tenders or those submitted by email, as Sell2Wales offers a secure, fully auditable electronic postbox. This system has eliminated the need to retain hard copies of tenders.

In 2007, we implemented the Purchase to Pay system, Agresso (now Unit4), which replaced the paper-based requisitioning system. This change had a huge impact, as it allowed end users to requisition goods, services, and works electronically for the first time. Electronic workflows were integrated into the system, providing a streamlined alternative to the previous manual process, resulting in quicker approvals, the generation of purchase orders, and real-time visibility of financial commitments.

In 2015, we digitised all procurement forms. Our department was the first within the Service to do this, which resulted in streamlined processes and an improved digital audit trail for all end users across the various departments.

We also established an electronic contract register many years ago, which has evolved to include additional fields such as country of manufacture, Welsh Language Act requirements, and risk management details. However, I believe this system has now reached its full potential. We are planning to explore the market in 2025 for a contract management system that will allow us to comply with the Procurement Act 2023 and Procurement Regulations 2024, while also future-proofing our procurement operations for any developments that may arise.

Cost Management and Efficiency: Public sector budgets are often tight. How do you balance cost management with quality and safety when procuring essential services and equipment?

While our budgets are tight, our procurement team works closely with budget managers to demonstrate that the cheapest product may not always be the best option. In most cases, we place greater emphasis on quality than cost because the adage “buy cheap, buy twice” has proven true over the years.

We educate our budget managers on the importance of procurement as a tool for adding value in key areas, such as wellbeing benefits and sustainability, rather than simply awarding tenders to the lowest-cost suppliers.

This approach has been highly effective in recent years. We recognize that significant savings have already been achieved, and further financial cuts are no longer feasible. Ultimately, we do not want to drive our suppliers into financial difficulties, especially considering the challenges they faced during the Covid pandemic. Instead, we collaborate with our suppliers to ensure that they help us provide benefits to both our organisation and the communities we serve, while also working to reduce the carbon footprint of service delivery.

This is especially critical as we work toward achieving the Welsh Government’s goal of zero carbon by 2030. It’s a considerable challenge, but we are committed to reaching this goal with the support of our key suppliers.

 

Challenges in Public Sector Procurement: What are the main challenges you face in public sector procurement for an emergency service, and how do you address these challenges?

The challenges in public sector procurement for an emergency service are similar to those faced across the wider public sector, although there are a few that are more specific to the emergency services sector.

Common challenges across the public sector include limited resources—both financial and human—bureaucratic procurement processes (which we hope will be streamlined with the implementation of the Procurement Act 2023 and the Procurement Regulations 2024 in February 2025), and the need to support local Small to Medium Enterprises (SMEs), Micro-businesses, and Voluntary, Community, and Social Enterprises (VCSEs) to develop their public sector tendering skills. Additionally, there is the ongoing challenge of attracting skilled professionals to public sector roles, given the higher wages offered outside the sector or across borders.

For emergency services specifically, we face the challenge of having a limited pool of suppliers for certain niche products, which results in most fire and rescue services relying on the same suppliers. This lack of competition drives up prices and creates a risk if these suppliers were to close, as we would struggle to find suitable replacements.

 

Future Procurement Trends in Emergency Services: What trends do you see shaping the future of procurement in the emergency services sector, and how is Mid & West Wales Fire and Rescue Service preparing to adapt?

Like many, I believe technology will play an even bigger role in the coming years. Mid & West Wales Fire and Rescue Service was an early adopter of a purchase-to-pay system, implementing Agresso (now Unit 4) in 2007, which was quite advanced at the time. However, there have been many digital developments and trends since then, and we need to keep pace with these changes.

I foresee AI becoming increasingly important in procurement, but as an emergency service, we must ensure that any AI we adopt in the future is accurate and reliable. In an emergency service, we cannot afford any inaccuracies, as they could negatively impact operational effectiveness and even cost lives.

We are open to change, but our priority is ensuring that any solution we implement is the right fit for our service. This means we will continue to engage with early adopters and learn from their experiences, both positive and negative.

 

Leadership and Team Development: As a leader in procurement, how do you encourage a high-performing team, and what qualities do you believe are essential for success in public sector procurement?

Personally, I believe that all leaders, whether in procurement or any other profession, should lead by example. It is important to treat your team as you would want to be treated yourself. Always be honest with team members and treat them with the respect and integrity they deserve.

With a small team of four, it is essential that my team members are able to perform to the best of their ability at all times. This is why I am keen on providing as much on-the-job training and professional development as possible, as well as coaching and mentoring to build their confidence and skills. I ensure they receive the necessary training not only to do their current job but also to help them advance within the organisation. This not only provides resilience to the Service but also motivates individuals within the team. I was very fortunate that the previous Head of Procurement did this for me, and that’s how I’ve managed to get to where I am today.

I am lucky to have a great team that shares my passion for the profession. Recently, we won the Highly Commended Award for Best Procurement Delivery at the Go Wales Procurement Excellence Awards for the second year running—no small achievement for such a small team! When you have a dedicated and motivated team, you can deliver above expectations and achieve great results.

To succeed in public sector procurement, you need a wide range of skills, including:

– Negotiation skills
– Commercial skills
– Empathy
– Resilience
– Patience
– Good communication
– Analytical skills
– Stakeholder management skills
– Project management skills
– Problem-solving skills
– Creativity
– Relationship management skills
– Presentation skills
– Ingenuity
– Contract and supplier management skills
– Facilitation skills
– Innovative mindset
– Financial management skills

Procurement truly is a profession where the skill set is diverse, and that’s why I love it so much!

In Association with:

Dräger is a global leader in medical and safety technology, dedicated to protecting, supporting, and saving lives. Founded in Lübeck, Germany, in 1889, Dräger has evolved into a publicly listed, family-run enterprise in its fifth generation. The company employs over 16,000 people worldwide and operates in approximately 50 countries. In 2023, Dräger reported net sales of EUR 3.4 billion.
DRAEGER.COM

Dräger’s product portfolio serves a diverse range of sectors, including hospitals, fire departments, emergency services, authorities, mining, and industry. Their innovative solutions are designed to enhance safety and improve patient outcomes across these critical fields.
DRAEGER.COM

The company’s commitment to “Technology for Life” reflects its mission to develop products that protect, support, and save lives. This dedication has established Dräger as a trusted partner for professionals worldwide who rely on their expertise and high-quality products.

www.draeger.com

IPL

IPL Profile

Driving Sustainable Procurement Practices: Insights from Jeffrey Van Gelderen, Procurement Director Europe at IPL

Jeffrey Van Gelderen’s extensive career in procurement has been marked by a dedication to operational excellence, sustainability, and strategic sourcing. Currently serving as the Procurement Director for Europe at IPL Plastics, Jeffrey plays a pivotal role in shaping the company’s procurement strategy to meet the evolving demands of the packaging industry. With a wealth of experience in sourcing, supplier management, and cross-functional collaboration, Jeffrey shares his journey, key insights on sustainable procurement practices, and his vision for the future of procurement at IPL. In this interview, he discusses the challenges and opportunities within the procurement landscape and how IPL is positioning itself to lead with innovation and sustainability in the years to come.

 

Click below to access the digital version

Career Journey in Procurement: Can you share your professional background and the path that led you to your current role as Procurement Director for Europe at IPL?

The career journey of the Procurement Director for Europe at IPL is a story of perseverance and strategic growth. After completing a degree in Business Administration with a specialisation in Supply Chain Management he began his career during the 2008 financial crisis working for a small construction firm, where he honed his leadership skills and learned the intricacies of small business operations. From there, he transitioned into the chemical industry, specifically in a plant producing TiO2, a raw material for a variety of industries.


His career took a significant turn when he was offered an opportunity to transform a warehouse at Philips in the Netherlands, marking the beginning of nearly a decade-long tenure at the company. Over the course of his time at Philips, he implemented LEAN principles, digitalised stock management, and optimised capacity, significantly reducing costs and workforce size. Eventually, he transitioned into strategic procurement, driving cost-down programs and contributing to the company’s factory relocation to Poland.

Further career milestones included a move to Eindhoven, where he took on the role of Procurement Manager for Philips’ Beauty division, where he played a pivotal role in the development of the Philips Lumea Prestige product. Following internal promotions, he led strategic decisions on the placement of production lines globally. His experience was further broadened when, due to Brexit, he led the relocation of a factory from the UK to third-party suppliers, managing the transition smoothly with minimal customer disruption.

In 2020, he was recruited to build and lead the procurement and supply chain department at Anteryon, a high-tech laser manufacturing company. The challenges of navigating supply disruptions during the COVID-19 pandemic were significant, but the business thrived under his leadership.

The next chapter of his career saw him joining IPL Plastics Lommel in Belgium, where he initially focused on warehouse operations and ERP implementation. When the VP of Procurement departed, he took on the additional responsibility of overseeing procurement and supply chain operations. Since January 2024, he has been fully dedicated to the Procurement Director role for Europe, where he is leading efforts to build a European team focused on dual sourcing, risk mitigation, spend insights, and cost-down roadmaps.

Through a series of transformative roles, he has become a key figure in procurement strategy and supply chain optimisation, and continues to lead efforts to drive efficiencies and innovation in his current position at IPL.

 

Procurement’s Role in IPL’s Operations: How does the procurement function contribute to IPL’s mission of delivering sustainable packaging solutions across various industries?

The IPL Procurement team plays a key role in driving sustainability by continually seeking opportunities to enhance efficiency and reduce environmental impact. This includes rationalising the supply base, leveraging our global scale to achieve cost efficiencies, and sourcing recycled materials to replace virgin materials where possible. By focusing on these areas, we are able to bring the best value to our customers while also contributing to our mission of providing sustainable packaging solutions across various industries.

Sustainable Sourcing Initiatives: Sustainability is a key focus for IPL. Could you elaborate on the initiatives your team has implemented to promote sustainability and ethical practices within the supply chain?

To promote sustainability and ethical practices within our supply chain, we have established a structured approach to sustainable sourcing. This includes the development of questionnaires, audit documentation, and gathering insights into where we source materials from, as well as conducting risk assessments. We send out self-assessment questionnaires to our suppliers, which require them to evaluate their practices and provide evidence in response to our inquiries. Additionally, we have conducted supplier visits and audits as part of our supplier quality assurance program, ensuring that they meet our sustainability and ethical standards.

Leveraging Technology in Procurement: With advancements in technology, how is IPL integrating digital tools and data analytics to enhance procurement processes and decision-making?

In 2024, we focused significantly on the roll-out of a global ERP system, unifying all our manufacturing sites under one platform. This has greatly streamlined reporting, spend insights, and the centralisation of purchase order (PO) creation and approval processes. Additionally, we have integrated Power BI, which automates dozens of repetitive reports, making them available at any time. This integration allows our team to shift focus towards more strategic activities, such as sourcing, negotiating, and supporting data-driven decision-making.

 

Managing Supplier Relationships and Compliance: What strategies does IPL employ to maintain strong, ethical relationships with suppliers and ensure compliance with industry standards and regulations?

At IPL, we maintain strong supplier relationships through regular discussions, including strategic review meetings, quarterly business reviews (BRMs), and online meetings, often combined with supplier visits. To ensure compliance with industry standards and regulatory requirements, we onboard new suppliers who preferably hold ISO accreditation. For certain suppliers, particularly those providing materials for food packaging, we request quality inspections both at the supplier’s site and upon receipt at our facilities. Additionally, we require Production Part Approval Process (PPAP) documentation and food migration testing to ensure product safety and quality.

 

Adapting to Market Volatility and Supply Chain Disruptions: The global market is subject to volatility. How does IPL’s procurement function adapt to changes in market conditions, such as fluctuations in commodity prices or supply chain disruptions?

At IPL, we aim to qualify three sources for our key products, with at least two different regions of origin, allowing us to mitigate potential supply chain disruptions. We apply safety stocks, either at IPL or with our suppliers, where possible and reasonable, to further ensure continuity. To manage commodity price volatility, we use hedging strategies (e.g., for energy costs), while raw material prices generally follow market indices, which we transparently pass on to customers.

 

Supporting Innovation through Procurement: How does the procurement team collaborate with other departments, such as R&D and product development, to foster innovation and bring new packaging solutions to market?

The procurement team works closely with R&D and product development teams to foster innovation. In Europe, biweekly meetings are held with each site to follow up on new material releases. Additionally, the product development teams involve procurement early on when a new product is being introduced at IPL, seeking input on the availability and suitability of materials in the market.

Our procurement team also supports value engineering exercises and Design-for-Excellence workshops, helping to ensure that new packaging solutions meet both cost and performance objectives.

 

Developing Talent in Procurement: What initiatives does IPL have in place to attract, develop, and retain top talent within the procurement function, and how do you foster a culture of continuous improvement?

At IPL, we prioritise developing talent from within the company. We take pride in the fact that the entire European central procurement team has been built through internal promotions. We recognise and reward the hard work of our team by empowering them with increased autonomy and exposure to larger parts of the business. This approach enables individuals to gain a broader understanding of IPL and encourages cross-learning between different sites.
We’ve found that this strategy has generated significant efficiencies within the division, as cross-learning from activities at various sites fosters new ideas and diverse perspectives, driving continuous improvement within the team.


Navigating Geopolitical Challenges: In light of global geopolitical tensions, how does IPL’s procurement strategy address risks associated with international trade and supply chain dependencies?

We strive to source as much as possible from local markets, but this approach is always considered in the context of Total Cost of Ownership (TCO) and our risk appetite. As part of our risk mitigation strategy, we enable sourcing from diverse global regions. For example, a key material we frequently use at IPL is produced in Europe, Saudi Arabia, and North America. This geographic diversification allows us to quickly pivot to other regions should any restrictions or risks arise in one area.

For components with exposure to regions outside of Europe, we ensure that we either have at least three qualified sources or are actively working to qualify additional sources. This approach helps us maintain flexibility and minimise disruption risks due to geopolitical challenges.

 

Future Vision for Procurement at IPL: Looking ahead, what are your primary objectives for the growth and development of IPL’s procurement function in the next five years?

In the next five years, our focus will be on leveraging our global scale, particularly by collaborating with our North American colleagues to identify commonalities in sourcing opportunities. We will continue to enhance our team’s expertise in value engineering and Design-for-Excellence, ensuring we stay at the forefront of innovative sourcing practices.

We also aim to further develop our sourcing strategies and the supporting software tools we use, ensuring full compliance with the latest sustainability standards. A key target for us is to achieve Platinum level at Ecovadis, although we recognise there is still significant work to be done to reach world-class status.

In Association with:

Ameresco, Inc. (NYSE:AMRC), founded in 2000 by George Sakellaris, is a leading cleantech integrator and renewable energy asset developer, owner, and operator. Headquartered in Framingham, Massachusetts, the company employs over 1,500 professionals across more than 60 regional offices in North America and Europe.

Ameresco’s comprehensive portfolio includes energy efficiency, infrastructure upgrades, asset sustainability, and renewable energy solutions. The company assists clients in reducing costs, enhancing resilience, and achieving net-zero carbon emissions by implementing smart energy efficiency measures, upgrading aging infrastructure, and developing, constructing, and operating distributed energy resources.

Serving a diverse clientele—including federal, state, and local governments; healthcare and educational institutions; housing authorities; and commercial and industrial customers—Ameresco is committed to environmental stewardship and sustainability. The company’s mission is to create value and provide energy-efficient and renewable solutions to the organizations it serves, relentlessly pursuing a sustainable future.

www.ameresco.com