Christopher OConner | The Procurement Ledger

Auckland Transport

Solving Complexity with Clarity: Zoheb Shah on Procurement, Public Value, and the Future of Transport in Auckland

With a career spanning defence, telecommunications, and now public transport, Zoheb Shah has built a reputation as one of the region’s most forward-thinking procurement leaders. As Senior Manager, Procurement at Auckland Transport, his work sits at the intersection of commercial strategy, community outcomes, and operational excellence.

From leading award-winning procurement programmes, including the Bus Services Re-Tender, recognised as Public Procurement Project of the Year at the CIPS ANZ Excellence Award, to shaping technology partnerships, sustainability frameworks, and digital transformation initiatives, Zoheb brings a detective-like curiosity to every challenge.

In this feature, he reflects on his career journey, the critical role procurement plays in delivering reliable and sustainable transport, and the innovative mindset behind his upcoming book, The Procurement Detective.

Click below to access the digital version:

Auckland Transport Career Journey & Leadership: Can you share your career journey and what led you to your role as Senior Manager, Procurement at Auckland Transport? Which experiences have most shaped your approach to procurement leadership within public transport?

After working in the Justice sector, I unexpectedly found my way into procurement, a profession that felt part detective work, part strategist. My career has since spanned an energising mix of private and public sectors, including defence, telecommunications, and now transport. Each role strengthened my understanding of procurement as a strategic value driver rather than a compliance function.

In defence, I learned the importance of resilience, risk management, and tightly managed supplier partnerships across everything from catering services to critical systems. At Spark, I led one of Australasia’s most complex B2B relationships, balancing commercial outcomes with long-term partnership. At Vodafone, I supported a transformation that repositioned procurement as a digital-first enabler of business performance.

These experiences shape the lens I bring to Auckland Transport (AT), where public transport requires a balance of commercial acumen and community focus. At AT, I’ve had the privilege of leading award-winning procurement initiatives that modernised processes, embedded sustainability, and delivered meaningful impact for Aucklanders.

Procurement’s Role in Service Delivery: How does procurement contribute to delivering resilient, sustainable, and reliable transport services and projects at Auckland Transport?

Procurement underpins AT’s ability to deliver an effective, efficient, and safe land transport system for Auckland. Our role is to create the conditions for success by building strong supplier partnerships, ensuring transparency, and embedding resilience into every commercial arrangement. In complex service areas such as bus and ferry operations, this means bringing together commercial, operational, financial, and sustainability teams so that projects progress cohesively and deliver as one organisation.

Sustainability is a core priority, with low-emission fleets, greener infrastructure, and social outcomes integrated directly into our procurement frameworks. But procurement’s impact goes beyond process efficiency, it’s about scanning the market, anticipating risks, and providing strategic insight so the organisation can adapt early and confidently.

Ultimately, our focus is on public value. Reliability, safety, and service continuity are what Aucklanders experience every day, whether they are driving, walking, cycling, or using public transport. Procurement’s role is to safeguard that experience by ensuring our suppliers, contracts, and commercial strategies are aligned with AT’s mission to keep transport accessible, dependable, and trusted.

Recognition of Excellence: Congratulations on Auckland Transport’s Bus Services Re-Tender winning Public Procurement Project of the Year at the CIPS ANZ Excellence in Procurement Awards. Could you tell us more about the scale and impact of this project, and why the “whole-of-business movement” was so important to its success?

The Bus Services Re-Tender was one of Auckland Transport’s largest and most complex commercial undertakings, covering a multi-billion-dollar service portfolio. Winning Public Procurement Project of the Year at the CIPS ANZ Awards recognised not only the scale of the work but the way it was delivered. This was never a routine procurement exercise, it became a true whole-of-business movement involving finance, operations, commercial, sustainability, and procurement working as one integrated team. At its height, it felt less like a project and more like an ecosystem: dozens of interdependent workstreams, each critical to achieving the right outcome.

We developed evaluation criteria that balanced price, quality, sustainability, and social outcomes, rewarding operators that demonstrated proven reliability and a commitment to community value. Internally, we redesigned our processes to remove duplication, strengthen governance, and create clear evaluation templates that suppliers and evaluators could trust.

A project of this magnitude will always carry complexity. The goal is not to eliminate that complexity, but to harness it, to govern it, structure it, and turn it into transparent and defensible outcomes. This award reflects what is possible when collaboration, discipline, and purpose sit at the centre of public procurement, setting a new benchmark for the sector.

Balancing Value and Priorities: How does procurement balance cost management with the need to maintain quality and continuity across priority projects and services?

Balancing cost management with service continuity is one of the core challenges in public procurement. For us, it extends far beyond securing the lowest price, our focus is on maximising public value. Every dollar spent must ultimately contribute to outcomes Aucklanders experience daily: a transport system that is convenient, well-connected, accessible, and reliable.

To achieve this, we apply holistic evaluation methods that consider more than cost alone. A key mechanism is the Price Quality Methodology (PQM), which places a notional price on quality. This approach creates a quality premium, recognising that suppliers with stronger performance capabilities often deliver greater long-term value, particularly where reliability, sustainability, and social impact are critical.

At the same time, we understand that numbers alone cannot capture the full picture. That’s why we rely on experienced subject-matter experts across disciplines to interpret context, assess risk, and apply informed judgement. Procurement therefore becomes the balancing mechanism, safeguarding financial stewardship while ensuring the operational and community outcomes Auckland depends on remain uncompromised.

Digital Transformation & Transparency: How are you leveraging digital tools and procurement strategies to improve resilience, efficiency, and transparency for customers and stakeholders?

Digital tools only create value when they are orchestrated to serve customers and stakeholders. Procurement’s role is to ensure technology investments are not just “shiny objects” avoiding the shiny object syndrome, or a collection of disconnected systems creating the Frankenstein effect. In transport, digital transformation must translate into real public value: reliable disruption alerts, smoother journeys, clearer information, and greater trust in the network.

At Auckland Transport, we are continuing to build the orchestration required to fully connect our digital tools, platforms, and data flows. With AI, machine learning, and automation opening new possibilities, from predictive fleet maintenance to enhanced customer information systems, the priority is to ensure these technologies integrate seamlessly rather than operate in isolation. Procurement plays a critical role in scanning the market, filtering out noise, shaping commercial models, and securing supplier partnerships that add resilience rather than complexity.

A good example is our collaboration with Ansarada. Their secure data room platform has supported several of our major procurement programmes, including the Bus and Ferry RFPs, making evaluation more efficient, auditable, and collaborative. Combined with the rollout of a new contract management system, these digital partnerships are helping us create a more connected, transparent, and trusted procurement environment across AT.

Alongside this, I’ve been developing the C.O.R.E. Framework, designed to reimagine procurement’s role in digital transformation. C.O.R.E. stands for Collaboration, Orchestration, Resilience and Enablement, positioning procurement as the integrator of people, processes, and data. It acts as a control-tower lens, enabling organisations to make decisions that are coherent, future-focused, and genuinely value-creating.

Technology & Supplier Partnerships: From integrated ticketing systems to new digital platforms, how does procurement support the successful implementation of technology while managing supplier relationships and risks?

For organisations with traditionally cautious approaches to risk, procurement’s role is shifting from transactional buying to architecting connected, future-ready digital ecosystems. A foundational step is benchmarking global best practice. For example, I’ve been engaging with Dubai’s RTA to understand how their digital twin pilot, developed collaboratively with industry partners, accelerated innovation while reducing implementation risk. These insights are valuable as we consider targeted local pilots in Auckland.

Today, success isn’t just about mitigating supplier risk; it is about enabling co-innovation. Procurement must champion commercial frameworks that evolve beyond static SLAs, promoting data transparency and interoperability through open data platforms. This shift transforms supplier relationships from opaque, “black box” arrangements into transparent, accountable, and innovation-driven partnerships.

To progress safely and strategically, we use these partnerships to test and validate new technologies through controlled pilots, for example, developing a digital twin of a key transport corridor. These structured trials allow us to learn quickly, refine collaboratively, and prove value before scaling across the network.

This approach ensures that procurement not only manages risk but actively enables the innovation that will shape Auckland’s transport future.

Driving Sustainability Through Procurement: With growing demand for green and climate-resilient transport, how does procurement help embed environmental and sustainability outcomes in supplier selection, contracts, and performance frameworks?

Procurement is one of the strongest levers we have to deliver climate action, social impact, and community value. At Auckland Transport, sustainability is embedded into every major sourcing activity through our Sustainable Procurement Action Plan, which guides how procurement contributes to Auckland’s transition toward a regenerative, low-carbon economy.

In bus services, for example, contracts require operators to accelerate the shift toward low- and zero-emission fleets, directly supporting AT’s target of reducing emissions by 50% by 2031. We also embed waste-diversion KPIs, typically 65–75%, and require adherence to AT’s Supplier Code of Conduct and Sedex membership to uphold ethical, responsible business practices across supply chains.

Sustainability is also people-centred. Through the Kake Mai supplier diversity programme, we support Māori- and Pasifika-owned emerging suppliers by facilitating partnerships with head contractors on our Physical Works Supplier Panel. This creates genuine opportunities for capability building, participation, and long-term economic impact.

By setting clear criteria, deeply interrogating supplier responses, and monitoring delivery through the AT Sustainability Data Portal, procurement ensures that environmental and social outcomes are delivered alongside cost, quality, and reliability, strengthening Auckland’s transport system for the future.

Risk Management in Complex Environments: What role does procurement play in embedding risk management and resilience into Auckland’s transport projects and supplier partnerships?

Risk management sits at the heart of procurement’s contribution to infrastructure and service delivery at Auckland Transport, and it begins long before a contract is awarded. Early market engagement allows us to surface potential vulnerabilities, from supplier capacity constraints and market volatility to cost escalation and delivery risks, so mitigation strategies can be built into project design from the outset.

A core mechanism is our Value Risk Assessment (VRA), which evaluates projects on value, complexity, and risk, categorising them from low to very high. The VRA determines the level of governance required, including cross-functional sign-offs from procurement, finance, safety, and probity. This ensures that risks are formally identified, assessed, and endorsed before any sourcing activity begins.

We then carry these controls through the contracting phase by embedding clear performance measures, KPIs, and monitoring frameworks, while designing contracts with enough flexibility to adapt as conditions evolve. Procurement’s role is to make risk visible, governable, and actionable, strengthening resilience across supplier partnerships and giving AT the confidence to deliver essential transport outcomes for Aucklanders, even in complex or unpredictable environments.

Collaborative Partnerships: How does procurement at AT work with operators and industry partners to design contracts and partnerships that encourage accountability, innovation, and service quality?

Strong partnerships form the backbone of effective public transport delivery, and procurement’s role extends far beyond enforcing contract terms. At Auckland Transport, we focus on creating structured, value-driven relationships that incentivise accountability, foster innovation, and elevate service quality across the network.

Our aim is to position AT as a true ‘customer of choice’. To achieve this, we embed Supplier Relationship Management (SRM) practices aligned with the Ministry of Business, Innovation and Employment (MBIE) frameworks, strengthened through collaboration with State of Flux. Supplier segmentation enables us to identify our most strategic operators and partners, and for these priority suppliers, we are preparing to roll out Joint Business Plans (JBPs). These JBPs establish shared objectives, define governance mechanisms, and set clear metrics for performance, risk, and value creation.

Governance forums, performance scorecards, and ongoing dialogue ensure transparency and accountability for both AT and its partners. In specific contexts, open-book arrangements help deepen trust and reinforce joint responsibility for outcomes.

By balancing commercial discipline with collaboration, procurement acts as the connector between AT’s strategic objectives and supplier capability. The result is a partnership ecosystem designed to deliver reliable, safe, and sustainable services that Aucklanders can depend on every day.

Advice for Emerging Leaders: What advice would you give to professionals looking to build a career in public-sector procurement, especially in complex, multi-stakeholder environments like transport?

Public-sector procurement is both demanding and deeply meaningful, and my biggest encouragement is this: be relentlessly curious. Curiosity keeps you learning, about markets, suppliers, risk, technology, and the broader forces shaping public services. In a world where digital tools evolve at speed, professionals need to understand not just what a technology is, but how it strengthens the category they are procuring. Depth of understanding will always outperform trend-chasing.

Secondly, avoid narrowing your experience too early. The strongest procurement leaders are shaped by breadth just as much as depth. My own career has spanned defence, telecommunications, and transport, across both direct and indirect categories, and that diversity has been invaluable. In environments defined by volatility, uncertainty, complexity, and ambiguity (VUCA), adaptability becomes one of your greatest assets.

Lastly, remember that public procurement is fundamentally purpose-driven. It’s not only about contracts and commercial outcomes, it’s about delivering value to communities. Lead with integrity, balance commercial discipline with empathy, and keep sight of the fact that procurement, when done well, improves lives. That sense of purpose is what will sustain you, guide your decisions, and shape you into a leader who lifts both the profession and the communities you serve.

The Procurement Detective: Thought Leadership in Practice: You’re also writing a book, The Procurement Detective. Can you tell us about the concept behind it, and how it reflects your approach to procurement leadership and problem-solving?

I’ve always been a writer at heart, poetry, short stories, even a feature-length film script at school. Writing was my way of finding rhythm and narrative in complexity. When I discovered procurement, I realised it had the same creative DNA: intrigue, evidence, patterns, puzzles. It never felt like a linear process to me, it felt like a mystery waiting to be solved.

One of my earliest mentors in the Defence Force had previously worked as a private investigator. His method of dissecting problems, following unconventional leads, and piecing together evidence sparked something in me, the ‘procurement detective’ mindset. From then on, I saw procurement through a noir lens: part investigation, part strategy, part storytelling.

The Procurement Detective brings those worlds together. It blends practical tools with narrative, using classic detective archetypes, Sherlock Holmes included, to make procurement engaging, human, and accessible. It isn’t a theoretical manual, but a practitioner’s guide written with curiosity, clarity, and a touch of intrigue.

My goal is simple: to bring procurement alive on the page, practical, memorable, and genuinely useful for anyone leading, learning, or transforming in this profession.

In Association with:

Ansarada is a global provider of AI-powered virtual data rooms and deal management solutions, supporting organisations through critical transactions and projects. Trusted by leading enterprises, advisors, and governments, Ansarada helps teams manage mergers and acquisitions, capital raising, procurement, and strategic initiatives with confidence by combining secure technology, intelligent insights, and proven best-practice playbooks.

www.ansarada.com

At Lite Civil, we are proud to be a 100% Māori-owned company. Our roots are deeply embedded in our community, and our projects reflect our commitment to enhancing the infrastructure and sacred spaces of our people. From vital upgrades to marae to significant developments in Māori infrastructure, each venture is more than a construction project; it’s a step towards communal well-being and cultural preservation.

www.litecivil.co.nz/

Dubai World Trade Centre

Driving Procurement Excellence at Dubai World Trade Centre: Zyad Khan on Governance, Innovation and Event-Ready Supply Chains.

As Associate Director -Procurement, Contracts & ESG at Dubai World Trade Centre (DWTC), Zyad Khan plays a central role in enabling one of the world’s most high-profile events and venue organisations to operate with speed, integrity, and strategic foresight. With a career shaped across aviation, government, retail, private office operations, and more than a decade at DWTC, his leadership brings together deep governance, ethical procurement, complex category management, and an acute understanding of the operational pressures unique to the global events and MICE sector.

Khan today oversees procurement for major exhibitions, venue expansions, and internationally recognised mega-events, including Expo 2020 and COP28. Under his leadership, DWTC has strengthened its ethical and responsible sourcing framework through CIPS Ethical Procurement certification, embedded sustainability into contracting, and advanced digital transformation across the procurement function.

His approach reflects DWTC’s broader ambition to elevate procurement from a transactional function to a strategic enabler of resilience, innovation, and ESG-aligned value creation. Through supplier development, localisation initiatives, digitalised governance, and a strong focus on stakeholder trust, Khan continues to shape a procurement organisation built for speed, transparency, and long-term impact across one of the region’s most dynamic event ecosystems.

Click below to access the digital version:

Career Journey: You’ve risen through Procurement & Contracts into leadership at DWTC. Can you walk us through your path, what drew you into this role, and which experiences have shaped the way you lead procurement at a high-profile events & venue organisation?

My career journey has been defined by resilience and reinvention. What began as a shift from professional cricket due to injury accidentally led me into procurement where my curiosity for how things work behind the scenes found a fresh purpose. Early roles in retail and aviation at Emirates expanded my exposure to global supply networks, risk management through contracts and compliance-heavy considerations. At the Private Office of the Ruler, I had to maintain a fine balance between procurement success and sensitivity, speed and trust.

Over the last decade at DWTC, leading procurement for mega-events like Expo 2020 and COP28 has reinforced procurement as a strategic enabler of resilience and innovation and not just a support function (especially when category ring-fencing is a challenge due to content/spend diversity). My leadership style has been shaped by adaptability, foresight and a strong belief in mentorship and stakeholder trust. Stakeholders/relationships create the bridge that complements your competence and experience to deliver high impact outcomes.

Ethical Procurement & Contracts Certifications: DWTC’s procurement & contracts team was certified by CIPS for Ethical Procurement, with all members holding the CIPS Ethics Certificate and Kitemark. How has that certification influenced supplier selection, contract negotiations, and operational practices?

Achieving the CIPS Ethical Procurement certification with the Kitemark elevated how we approach procurement at DWTC. It gave us a common ethical framework and CIPS-backed credibility. Our supplier selection prioritises transparency and integrity, filtering out risks tied to unethical practices (extending into maximum supply chain tiers/visibility). In negotiations, the certificate strengthens our stance on responsible business conduct, making clear that compliance, fairness and accountability are non-negotiables backed by a grievance committee to reassure vendors on process integrity. Operationally, it fosters a culture where the team actively challenges shortcuts, insists on supplier due diligence and promotes responsible sourcing. This is a great foundation which will enable us to continue building strategic partnerships as we work to new ESG mandates. .

This certification is not just a badge; it’s a mindset shift that underpins every decision we make ensuring procurement remains a driver of trust, accountability and sustainable partnerships. Hopefully in coming years, ESG will be embedded into the CIPS excellence program .

Sustainability in Events & Venue Operations: With DWTC’s strong sustainability pillars and Green Globe / LEED certifications (especially for the Dubai Exhibition Centre), how is your procurement strategy adapting to source more sustainable materials, local suppliers, and reduce carbon/waste? What challenges do you face balancing cost, scale, and sustainability in event supply chains?

Sustainability is central to DWTC’s strategy reflected in Green Globe, GBAC Star and LEED certifications at our designated venues across Dubai.

Procurement plays a pivotal role to work alongside specifications that embed circular economy principles to reduce waste. We actively partner with suppliers who share these values, aligning sourcing practices with the UAE’s sustainability agenda. The challenge is balancing sustainability with cost and scalability especially given the fast-paced, short span and high-volume (foot fall) nature of events. For example, single-use plastics reduction requires supplier innovation while maintaining affordability and it took some time for bottled water companies to make Recyclable-Pet (rPet) as an affordable alternate to single use PET bottles. The path isn’t without trade-offs and requires patience, however, economies of scale (to counter cost risk) shall prevail when ESG mandates will gradually transform cultures, mindsets and operating models. Embedding sustainability KPIs into contracts ensures suppliers co-own this journey which is a key review/negotiation element to identify your long-term partners (Remember, there is a customer at the other end where their choices have evolved and they do look out for green/responsible options).

Procurement is evolving from cost control to impact creation by delivering experiences that are not only spectacular, but responsible too.

Procurement & Digital Transformation: DWTC recently overhauled its digital infrastructure . How is digitisation reshaping your procurement/contracting process, contract tracking, supplier performance, automation, etc.?

Digitisation has reshaped procurement at DWTC by embedding agility, visibility and accountability into every process. With IoT-driven building energy systems and a headless CMS powering our digital infrastructure, Procurement now integrates seamlessly into the wider organisational transformation. In the coming few months, we plan to introduce automation in contract lifecycle management (including template standardisation/AI drafting abilities) improving accuracy, timelines and compliance monitoring (diligence applied off Policy manual). Digitisation isn’t replacing procurement judgment, instead it is enhancing decision-making with actionable data. Ultimately, technology has helped procurement shift from reactive to proactive, making us more resilient and responsive in supporting DWTC’s global event portfolio which carries sourcing/availability challenges (in high season) against tight timelines and an expectation of “close to perfect” commercial decisions.

Transaction/approval and delivery tracking has also become data-driven, moving beyond anecdotal feedback to real-time dashboards and eased out workflows. This allows us to anticipate risks, measure performance and hold suppliers accountable with clarity, which in turn helps to shape the right governance frameworks under formal contracts.

Supplier Relationships & Localisation: Given DWTC’s scale, especially with mega-events like GITEX, how do you build trust and capability in local suppliers and integrate them into high-performance contracts typically dominated by global vendors?

DWTC’s scale demands a balance of suppliers with global expertise and local capability, especially when it comes to time challenges. There’s a need for building stronger local/supply networks to accelerate the economy, strengthen the UAE’s supplier ecosystem and reduce over-reliance on international players.

For mega-events like GITEX, the key is to treat local vendors not as backup but as strategic partners, aligning them with global standards while retaining their agility. It’s about localisation with ambition to develop capacity that can eventually compete globally, hence one area of our recent focus/inputs has been data-backed projections/committed spend threshold (Local produce farming/yields – Farm to Fork). This enables local vendors to plan and improve their respective supply chain deliverables, which eventually builds into the cost/quality performance of the eventual show.

A transparent support system for SMEs/local vendors is mapped through transparent contracting, capability-building workshops, including open briefs on what is expected from supply chain partners (including ESG-related aspects). Local suppliers are often agile and collaborative but may lack the scale/ and innovation of global vendors, which is why integrating them into structured frameworks, phased contracts and performance benchmarks helps them to mature and succeed.

Risk Management & Operational Resilience in MICE: Events are often unpredictable.What procurement & contract clauses or practices do you insist on to ensure reliability, safety, contingency planning, and quality in large-scale events and construction/venue buildouts?

Events do carry inherent unpredictability, to manage these, we embed robust contractual safeguards that include contingency planning, penalty-linked SLAs, safety compliance mandates and mandatory insurance. We insist on supplier readiness through redundancy plans, emergency logistics and multi-vendor sourcing where critical.

Contracts now extend beyond cost and delivery timelines to include resilience metrics such as crisis response, health & safety protocols and ESG compliance. At DWTC, procurement’s role in resilience is clear: anticipate disruptions, build flexibility into agreements and ensure suppliers are not just delivering a service but are also taking co-ownership for safety, quality and continuity at scale ).

The most satisfying aspect of the above is that no two days are the same in our industry. The procurement domain keeps challenging you and monotony doesn’t creep in.

Contract Innovation & Governance: Can you share examples of how DWTC has innovated in its contract terms (e.g. sustainability KPIs, value-based criteria, ethical clauses, local content, green supply chain requirements) to align with UAE government policy and DWTC’s strategic goals?

Contracts at DWTC have evolved into tools for transformation and execution and not just compliance. We embed performance and sustainability KPIs covering waste reduction, carbon footprint and local sourcing targets (indirect inclusion of SME’s) into agreements ensuring accountability and a visible metric to persist with a culture of continuous improvement. Ethical clauses/Vendor Code of Conduct/Grievance Committee mandate anti-bribery, staff welfare standards and transparency aligned with the UAE’s broader guidelines and policy mandates. Value-based evaluation criteria reward innovation not just against the lowest cost but with long-term benefit (clean/green future) over short-term savings.

We also integrate local content requirements to stimulate the UAE economy, while clauses on green supply chain practices accelerate alignment with global ESG trends. Governance frameworks ensure these terms are monitored, enforced and responsibly reported by making contracts strategic levers for resilience, sustainability and competitive differentiation.

We will vet contracts further with the introduction of independent supply chain rating agencies (from due diligence/surveys to findings for client). This will create visibility and access to reporting elements that are instrumental for stakeholders to identify areas of focus/enforced measures and remain aligned towards the relevant frameworks.

Forecasting, Demand Planning & Cost Discipline: During high-velocity periods (e.g. ahead of major events like GITEX), how does your team forecast demand, manage inventory of services/materials, and ensure cost discipline without compromising speed or quality?

In high-velocity cycles such as the one in the lead up to GITEX, procurement must balance agility with commercial discipline which is why the SRM element is so crucial in events industry.

DWTC’s history of delivering events and exhibitions has a great track record of holding events and completing build-up as per calendar timelines. We are expected to achieve this through predictive forecasting using historical event data, supplier insights and digital demand planning tools but these have all been greatly complemented by the category teams and their strategic partnerships with key vendors.

This combination allows us to scale at speed while protecting budgets and maintaining quality with a transparent framework of order/deliveries/ratification and post-event reconciliation to address any significant spikes.

Procurement becomes a conductor orchestrating multiple moving parts into a seamless yet cost-effective delivery medium, which as a core competence is the most valued element in the events industry and amongst wider stakeholders. Even if we “fail to prepare” at times due to last-minute urgencies, the team is always ahead of the curve to manage and mitigate associated risks and are able to execute plans without compromising standards and timelines.

Advice for Procurement Leaders in the Events / Venues / MICE Sector: For those looking to lead procurement in large-scale event / venue operations, what skills, mindset, and exposure do you believe are essential, especially in areas like sustainability, ethics, digital capabilities, and supplier development?

Leading procurement in the events sector demands a unique blend of skills which are not very difficult to adopt. Agility is key as events operate on compressed timelines where adaptability outweighs rigid processes. Building trusted supplier relationships and mentoring teams for resilience is equally critical.

Exposure to a diverse supply base helps broaden perspective as procurement in events touches every domain from temporary build to catering and tech activations. My own personal growth has had a lot to do with the fact that I have never said no or been too busy to meet or network with any supplier .

It’s also important to focus on purpose, not just process or knowledge. View procurement as a value creator, and not as a cost centre, as we have demonstrated cross-selling revenues (adverts/sponsorships/visibility-based airtime/barters, etc) in the past which has transformed our identity as a strategic powerhouse.

The leaders who thrive will be those who combine strategic foresight with empathy, collaboration and the courage to innovate under pressure. Commitment to excellence and knowing there is indefinite value on offer (not just a transaction to close) is something to be mindful of everyday to keep abreast of the momentum and the unique learnings at the end of every event cycle.

In Association with:

EIS Technologies is a leading specialized system integrator in the UAE, delivering advanced ICT, cybersecurity, and AI-driven networking. We provide end-to-end technology and professional services that simplify complex infrastructure, strengthen security, enhance operational efficiency, and enable digital transformation for enterprise and government organizations.

https://www.eisme.ae/

SANKYU Saudi Arabia

Building Resilient Supply Chains Through Strategic Procurement Leadership With Abdullah Makhashin

With more than a decade of experience in procurement, contract management and supply chain operations across the industrial and engineering sectors, Abdullah Bin Makhashin has built his leadership on a foundation of operational discipline, supplier partnership and strategic foresight. His journey includes critical roles supporting major oil and gas players, including Saudi Aramco Base Oil Luberef and leading EPC organisations, where he developed a strong focus on safety, compliance and sustainable sourcing.

Today, as Head of Procurement at SANKYU Saudi Arabia, Abdullah leads a procurement function that supports diverse service lines across logistics, plant engineering and operations. His approach centers on aligning sourcing strategy with business continuity, developing long-term supplier relationships and enabling local talent growth in line with national localisation and sustainability objectives.

Click below to access the digital version:

Career Journey: Can you share your path to becoming Head of Procurement at Sankyu Saudi Arabia? What past roles or experiences have influenced how you manage procurement and sourcing for heavy logistics, plant engineering, and operational support?

My journey to becoming Head of Procurement at SANKYU Saudi Arabia has been shaped by over a decade of experience in supply chain and contract management across the industrial and engineering sectors. I began in hands-on procurement roles at project sites and later moved into leading large-scale bidding operations, where I learned how to balance strategic planning with the agility required in fast-moving environments.

Each stage of my career, from coordinating critical logistics to managing multimillion-dollar contracts, reinforced that procurement is not just about purchasing; it is about enabling business continuity. At SANKYU, I apply these lessons every day by driving compliance, building strong and transparent supplier partnerships, and ensuring procurement remains aligned with operational and project objectives.

My experience working alongside Saudi Aramco Base Oil Luberef and major EPC contractors also deeply influenced my approach, shaping my commitment to safety, ethical standards, transparency, and sustainable supplier development across the supply chain.

Procurement’s Role in Diverse Service Lines: Sankyu Saudi Arabia operates across business support, plant engineering, and logistics. From your perspective, how do you adapt procurement strategies differently for services vs. heavy equipment vs. maintenance?

SANKYU operates across several highly specialised service lines, logistics, plant engineering, and operations, each of which requires a distinct procurement approach. In heavy logistics, we prioritise reliability, safety compliance, and alignment with mobility regulations. In plant engineering, the focus is on technical accuracy, specification integrity, and long-lead planning to avoid project delays. For maintenance and operations, the priority shifts toward responsiveness, material availability, and cost control to ensure continuous support.

The key to managing these diverse needs is flexibility with governance. Our procurement team engages early with each division to understand operational requirements, risk exposure, and commercial sensitivities. This allows us to tailor sourcing strategies to the specific service model while maintaining consistent standards for quality, compliance, and value. By adapting where needed and standardising where it counts, we are able to support SANKYU’s business lines effectively and sustainably.

Local Talent & Maintenance Center Development: You’ve recently established a Maintenance & Human Resources Development Center in Jubail. What procurement decisions and supplier relationships have been critical in setting up this facility, especially when it comes to sourcing specialist materials, tools, and services?

The Jubail Maintenance and Human Resources Development Center was a significant milestone for SANKYU. From a procurement perspective, it required establishing strong partnerships with local manufacturers and service providers, particularly for specialised tools, lifting equipment, and training simulators. We adopted a local-first sourcing approach to ensure alignment with IKTVA and national local content objectives.

Equally important was selecting partners who shared our commitment to knowledge transfer and workforce upskilling. Many of the suppliers involved in the setup phase have since become long-term collaborators, contributing not only to operational readiness but also to the establishment of technical training programs. These programs are now helping develop the next generation of Saudi talent and form a core foundation for our ongoing workforce development strategy.

Sustainability & Environmental Initiatives: On a global level, Sankyu has environmental initiatives, green logistics, eco-warehouses, modal shifts etc. How are you embedding sustainability into procurement at the Saudi level? What supplier or material choices are you making to support greener operations?

Sustainability in procurement begins with awareness and intentional decision-making. At SANKYU Saudi Arabia, we are aligning our operations with the company’s broader commitment to green logistics and environmental stewardship. In practice, this means prioritising energy efficient equipment, reducing packaging waste, and partnering with suppliers who actively demonstrate responsible environmental practices. We also emphasise preventive maintenance and equipment lifecycle optimisation to reduce carbon impact and extend asset value.

For us, sustainability is not a checkbox, it is a mindset. Every sourcing decision has an environmental consequence. Our aim is to ensure that “green” becomes the default choice, delivered in a way that maintains reliability, performance, and long-term value.

Risk Management & Operational Continuity: Given Sankyu provides support to critical industries (oil & gas, petrochemicals, refineries), what processes do you have in place to manage procurement risks, supplier failure, equipment downtime, supply delays, quality issues?

Operating in critical industrial sectors means procurement must be precise, proactive, and highly controlled. We manage risk through a layered framework that includes supplier prequalification, insurance and compliance checks, structured performance guarantees, and routine audit cycles. For key material and service categories, we also maintain contingency suppliers to ensure continuity under any disruption.

The real focus is on foresight. Using ERP-driven data and close coordination with operations, we monitor capacity, lead times, and supplier performance trends to detect early signs of strain before they impact execution. Equally, strong supplier relationships play an essential role, regular communication enables transparency and fast problem solving when challenges arise.

At SANKYU, we are not only managing procurement risks; we are embedding resilience across the entire supply chain to ensure continuity without compromise.

Vendor & Supplier Relationships: What has been your approach to cultivating strong relationships with vendors / suppliers for heavy machinery, engineering services, and maintenance contractors? How do you ensure quality, safety compliance, and performance over time?

Our supplier relationships are rooted in trust, transparency, and shared growth. We see our vendors as strategic partners rather than transactional providers. In areas like heavy machinery, technical services, and maintenance support, long-term collaboration is essential. That means clear communication, fair evaluation, and continuous improvement built into the relationship from day one.

Quality and safety remain non-negotiable. To uphold these standards, we conduct regular performance reviews and on-site audits, while also using vendor scorecards to measure delivery accuracy, service responsiveness, compliance, and innovation contribution. This structured approach increases accountability and gives suppliers a clear roadmap for how to elevate their performance.

When suppliers feel invested in your mission, they contribute more than products, they contribute reliability, loyalty, and operational resilience. At SANKYU, these partnerships are fundamental to sustaining consistent service and supporting long-term business continuity.

Digital & Data-Driven Procurement Tools: Are you using or planning to use digital procurement tools (e.g., ERP, supplier performance dashboards, predictive analytics) to improve decision making, forecasting, or cost control? If so, can you share examples?

We are advancing procurement digitalisation at SANKYU through the integration of Microsoft Dynamics 365, which now connects purchase requests, purchase orders, and cost centers in real time. This has significantly improved visibility, traceability, and financial control across our operations.

In parallel, we are developing data dashboards to monitor key performance indicators such as RFQ cycle times, vendor performance trends, and cost-saving achievements. The objective is to shift from reactive decision-making to predictive planning, using analytics to anticipate supply delays, forecast demand patterns, and optimise sourcing decisions before challenges arise.

Our next phase includes supplier scorecard analytics and automated approval workflows to further streamline processes. For us, technology does not replace human judgment; it elevates it. By reducing administrative burden and enhancing transparency, digital tools allow the procurement team to focus on strategic value creation rather than transactional tasks.

Strategic Challenges in Procurement in Saudi / GCC: What are some of the biggest procurement challenges you face in the Saudi or broader GCC market (e.g. import/export restrictions, local content requirements, vendor capability, cost of capital)? How do you navigate them?

Procurement in the GCC is both dynamic and complex. We operate in markets where import dependency, fluctuating logistics costs, and evolving local content requirements can significantly impact sourcing strategies. Supplier capabilities vary widely, especially in highly specialised technical segments, which means we must balance speed with rigorous qualification and risk control.

To navigate this landscape, we place strong emphasis on supplier development, early engagement, and continuous market intelligence. We work closely with local vendors to strengthen their technical and operational capacity, supporting the broader national agenda for industrial growth and supply chain resilience.

We are also mindful of the financial pressure smaller suppliers face, from cost of capital to extended payment terms. While commercial discipline is essential, it must be balanced with fairness and partnership to ensure long-term stability in the value chain.

Saudi Arabia’s localisation and sustainability goals present both challenge and opportunity. The future of procurement in the region will be shaped by collaboration, adaptability, and the ability to innovate sourcing models. At SANKYU, we see procurement not only as a function that responds to market conditions, but as one that helps shape a stronger, more resilient local supply ecosystem.

Advice for Aspiring Procurement Leaders: For those looking to grow in procurement, especially in heavy industry, logistics, and plant maintenance, what qualities, skills, or experiences do you believe are most valuable?

Procurement leadership goes far beyond negotiation, it’s about influence, integrity, and strategic alignment. For those who want to build a strong career in this field, my core advice is to understand the business before you focus on buying. Learn how procurement decisions impact operations, finance, timelines, and the people on the ground.

It’s important to develop both analytical and interpersonal skills. Data and systems help inform decisions, but relationships are what enable execution and trust. Stay curious, stay ethical, and stay adaptable, procurement evolves quickly, and so should your mindset. Professional certifications such as CIPS or EIPM provide a helpful foundation, but real growth comes from solving challenges in real environments.

Ultimately, great procurement leaders don’t just reduce cost, they create value, build resilience, and support the organisation’s long-term mission.

Coca-Cola

Strategic Procurement at Scale: Mehmet Erengul on Innovation, Sustainability and Future Ready Juice Sourcing

With one of the most geographically diverse portfolios in the business, the Juice category at The Coca Cola Company operates across a landscape shaped by agricultural risk, fluctuating markets, and shifting consumer expectations. Leading this complexity is Mehmet Erengul, Regional Juice Senior Procurement Director, whose remit spans Eurasia, the Middle East, India, Greater China, Japan, ASEAN and the South Pacific.

Built on a foundation of engineering, operational discipline and global supply insight, Mehmet’s career reflects a commitment to building resilient ecosystems rather than simply managing transactions. His leadership philosophy centres on value creation, supplier partnership, sustainability, and the use of technology to anticipate challenges rather than react to them.

In this interview, he shares how global procurement is evolving, the future of agricultural sourcing, and the capabilities procurement leaders must develop to navigate a world defined by risk, innovation, and constant change.

Click below to access the digital version:

Career Journey & Regional Leadership: Can you walk us through your career path and what led you to your current role as Regional Juice Senior Procurement Director at Coca-Cola, overseeing such a diverse and geographically complex region? What experiences have shaped your leadership in global procurement?

My career in procurement began with a strong foundation in engineering and supply chain, but what truly shaped my path was the gradual progression from operational roles into broader, strategic responsibilities. Joining Coca-Cola more than a decade ago was a defining moment. It opened the door to leading sourcing initiatives across multiple regions, industries, and cultures, each one adding a new layer of insight and capability.

Today, as Regional Juice Senior Procurement Director, I oversee one of the company’s most dynamic and challenging categories. Juice procurement demands agility and resilience, shaped by the volatility of agriculture, evolving consumer preferences, and the need to balance global strategies with diverse local realities.

What has influenced my leadership most is working with cross-functional teams and guiding them through transformation. I’ve had the privilege of championing sustainable sourcing, strengthening supplier ecosystems, and building teams that are proactive rather than reactive. Over time, I’ve learned that procurement leadership goes far beyond cost, it’s about creativity, collaboration, and delivering value that extends well beyond the organisation itself.

Sourcing Strategy Across Regions: Given your remit spans Eurasia, Middle East, India, Greater China, Japan, ASEAN, and the South Pacific, how do you tailor Juice sourcing strategies to account for varying regional supply risks, climate conditions, and market dynamics?

Sourcing juice across such a diverse footprint requires a strategy that is both globally aligned and locally intelligent. There is no single template that works everywhere. This is why I place enormous value on strong in-market teams, people who understand regional nuances better than anyone, from climate shifts and farming cycles to regulatory changes and consumer preferences.

Our sourcing model is built on adaptability. We continuously rebalance global and local sourcing depending on market needs, risk exposure, and supply availability. Strategic partnerships with both global and regional suppliers are a cornerstone of this approach. We work with partners who share a long-term mindset and a commitment to mutual growth.

Risk resilience is a major driver. We use multi-sourcing strategies across regions to avoid over-dependence on any one geography. At the same time, we lean into common platform juices to reduce complexity and increase interchangeability across SKUs. Standardised specifications and global packaging harmonisation further allow us to unlock efficiency and scale.

Ultimately, our approach goes beyond securing supply. It’s about building a flexible, risk-resilient network that delivers consistent value to all markets, no matter the conditions.

Agricultural Commodity Challenges: What are some of the most unique challenges you face in sourcing juice across such a diverse region, and how does Coca-Cola address them to ensure competitiveness and reliability?

Across many of our regions, fruit markets are heavily influenced by merchants who supply both domestic consumers and export channels. Traditionally, industries such as juice, jam, and canning have served as stabilisers, absorbing surplus fruit when crops are abundant. However, in emerging markets where agriculture is highly fragmented and dominated by small farms, processors often depend on traders and brokers to secure fruit.

This structure creates intense competition among processors, especially during short harvests or poor crop seasons, which puts upward pressure on prices and increases overall market volatility. Compounding this is a broader structural issue: urbanisation and labour migration continue to shrink the farming population, weakening long-term supply resilience across several key origins.

To address these realities, we focus on building strong, long-term partnerships with our suppliers. Through multi-year agreements and collaborative frameworks, we encourage them to invest in farming infrastructure and capability. We also support structured farming programs that incentivise growers, promote responsible agriculture, and help stabilise supply for both processors and farmers.

Our aim is clear: create a more predictable, competitive, and resilient sourcing ecosystem, one that benefits suppliers, growers, and ultimately the consumers we serve.

Quality & Traceability: What systems and supplier governance practices do you put in place, especially for Juice suppliers to ensure consistent quality and traceability?

Consistent quality and full traceability are absolute priorities in our juice sourcing strategy. We enforce a robust supplier governance framework that includes regular audits, comprehensive performance scorecards, and strict compliance checks covering quality, service, sustainability, and traceability standards. Every supplier is required to document raw material origins, processing methods, and maintain transparent, end-to-end traceability systems that meet our global requirements.

Quality assurance extends well beyond documentation. Before any shipment is released, we require product samples to be tested in our designated laboratories. This independent verification ensures alignment on specifications, validates product integrity, and provides an additional safeguard against any variation or oversight.

Ultimately, our approach is built on long-term partnerships with suppliers who view quality and transparency not merely as obligations, but as core shared values. This shared mindset is what protects consistency, builds trust, and secures mutual success across all markets we serve.

Digital & Data-Driven Procurement: How is technology, data analytics, digital traceability, or supplier performance dashboards, being used to improve visibility, decision-making, and responsiveness in global juice procurement?

Technology is playing a transformative role in how we manage global juice procurement. We’re leveraging digital platforms to increase transparency, enhance governance, and demonstrate the strategic value procurement brings to the business. With advanced contract management systems and sourcing analytics, we can track performance, value delivery, and compliance in real time, enabling faster, more informed decision-making.

Supplier performance dashboards have also become a powerful tool. By monitoring quality, service, sustainability, and compliance metrics, these dashboards create a shared view of performance and foster healthier, more transparent conversations with our partners. This data-driven clarity strengthens relationships and supports a culture of continuous improvement.

Looking ahead, we see significant potential in predictive technologies. Crop yield forecasting tools, for example, could revolutionise our ability to anticipate supply shifts and strengthen our sourcing strategies. While these technologies still need time to mature, particularly given the variability of global agricultural data, we are optimistic about their long-term value.

Ultimately, our goal is to evolve from reactive management to predictive, insight-driven sourcing. By embracing digital capability, we’re building a more agile, resilient, and future-ready procurement function.

Innovation in Juice & Ingredients Procurement: How is procurement helping Coca-Cola stay ahead by securing innovative ingredients or working with suppliers to support product development?

Innovation is essential in a fast-evolving beverage landscape, and procurement plays a central role in helping the business stay ahead. We work closely with R&D and our supplier network to spot emerging trends early and secure breakthrough ingredients that reflect changing consumer preferences across our diverse markets.

This goes far beyond traditional sourcing. We actively invest in supplier development programs that strengthen capabilities, encourage experimentation, and support new ingredient or processing innovations. These collaborative partnerships enable rapid testing, scaling, and adaptation, ensuring a seamless bridge between concept and commercialisation.

At its core, procurement becomes a co-creator in innovation. By combining market intelligence, strong supplier ecosystems, and close alignment with R&D, we help keep the portfolio fresh, competitive, and future-ready, no matter how quickly consumer expectations evolve.

Supplier Collaboration & Continuous Improvement: How do you build long-term supplier relationships built on continuous improvement, innovation, and shared sustainability objectives, especially in emerging markets where infrastructure and supplier maturity may vary?

Long-term supplier relationships are essential to building a resilient and sustainable procurement ecosystem. At Coca-Cola, we focus on partnerships rather than transactions, working collaboratively with suppliers to drive continuous improvement, innovation, and shared sustainability outcomes.

In emerging markets where capabilities or infrastructure may vary, we prioritise development. Through regular business reviews, structured feedback, and open communication, we maintain a proactive dialogue that helps us identify challenges early, address gaps, and strengthen performance. This approach supports not just short-term fixes, but long-term capability building across the value chain.

Sustainability is a core pillar of these relationships. Whether it involves reducing environmental impact, improving agricultural practices, or advancing ethical sourcing, we work closely with partners to design solutions that are practical, scalable, and future-fit. These initiatives create meaningful progress while aligning global expectations with local market realities.

Ultimately, our strategy balances Coca-Cola’s global standards with the unique needs of each region, helping to elevate supplier maturity, strengthen reliability, and unlock innovation in every market we serve.

Risk Management & Future Resilience: Considering geopolitical instability, crop variability, and inflationary pressures, how are you building resiliency into juice procurement through diversification, risk mapping, and alternative sourcing partnerships?

In a category as sensitive and climate-dependent as juice, resilience is not a supporting element, it is the core of our procurement strategy. The landscape is shaped by geopolitical shifts, crop volatility, and inflationary pressure, so our approach to risk management is both proactive and multi-layered.

We strengthen resilience by diversifying sourcing origins and technical specifications. Relying too heavily on one geography, one crop condition, or one specification exposes the business to unnecessary risk. By spreading our sourcing footprint and broadening specifications where feasible, we increase flexibility and maintain supply continuity during challenging seasons.

Robust risk mapping tools give us upstream and downstream visibility, allowing us to assess vulnerabilities from farm to production and logistics. Scenario planning is another key element—helping us anticipate the potential impacts of economic shifts, climatic events, or supply disruptions before they occur.

We are also expanding alternative sourcing options, including regional and local supply partners, to create more agility and reduce dependency on any single market. Alongside our strategic suppliers, we are investing in sustainable agricultural practices and long-term agreements that strengthen resilience for all parties involved.

Ultimately, our goal is to build a procurement model that is agile, transparent, and future-ready, one capable of navigating today’s uncertainties while preparing for the dynamic challenges of tomorrow’s global agricultural landscape.

Future of Procurement Role: How do you see the role of Procurement leaders evolving in shaping the future of sustainable and resilient supply chains, particularly in the Food and Beverages Industry?

I strongly believe the role of Procurement is evolving far beyond transactional buying, it’s becoming about shaping resilient ecosystems rather than simply managing efficient pipelines. In the Food and Beverages industry, where agricultural volatility, climate risks, and shifting consumer expectations converge, procurement leaders must think more broadly and act more proactively.

Procurement is no longer a back-office support function; it is emerging as a front-line driver of long-term value and positive impact. This means enabling local sourcing ecosystems, developing supplier capabilities, embedding sustainability into every decision, and fostering deep collaboration across the value chain.

Technology is accelerating this shift. AI-enabled forecasting, data-driven risk modelling, and end-to-end digital visibility are helping us become more predictive, agile, and transparent. These tools support better decisions and give us the foresight needed to navigate complexity.

Looking ahead, the real future of procurement lies in connecting global ambition with local action, creating supply systems that are cost-effective, sustainable, inclusive, and prepared for future disruptions. Procurement leaders have a unique opportunity, and responsibility, to help shape the future of the Food and Beverages industry in a way that benefits businesses, communities, and the planet.

Advice for Aspiring Procurement Leaders: What advice would you offer to procurement professionals aspiring to take on regional or global roles in strategic sourcing? What leadership qualities and capabilities do you consider essential?

For procurement professionals aiming to step into regional or global roles, my strongest advice is to cultivate a strategic mindset and expand your perspective beyond local priorities. At a global level, success is not only about cost, it’s about creating value, anticipating risk, driving innovation, and shaping a resilient ecosystem with your suppliers.

Cultural intelligence becomes crucial when operating across multiple regions. Each market has its own business rhythms, communication styles, and expectations, and the ability to adapt while building trust makes a significant difference. Strong, genuine relationships, built on respect and understanding, become one of your greatest assets.

Leadership in procurement today extends well beyond technical excellence. Emotional intelligence, adaptability, and the ability to inspire and guide cross-functional, multinational teams are essential capabilities. Equally important is the ability to influence, aligning stakeholders across geographies, functions, and priorities often becomes the real differentiator in global roles.

Finally, stay curious. Be proactive in learning about emerging technologies, new business models, and the macro trends reshaping global supply chains. The most impactful leaders are those who continue to evolve, challenge assumptions, and turn complexity into opportunity.

ACE Hardware Philippines Inc

Driving Operational Excellence Nationwide: Arnel Gamboa on Transforming Logistics at ACE Hardware Philippines

Arnel Gamboa is the former Vice President of Logistics at ACE Hardware Philippines, where he oversees one of the country’s most extensive and fast-paced supply chain and distribution networks. His remit covers nationwide warehousing, distribution operations, inbound logistics, e-commerce support, and 3PL partnerships, ensuring consistent and reliable service to hundreds of ACE Hardware stores across Luzon, Visayas, and Mindanao.

With more than twenty-five years of leadership experience across FMCG, agribusiness, cold chain, retail distribution, and multi-sector logistics, he has held senior roles at Swiftfoods, Benby Enterprises, National Book Store, and in advisory capacities supporting SMEs across the supply chain. His long-standing involvement with professional organisations including SCMAP, PISM, SOFSM, and CIPS PAN-ASEAN reflects a broader commitment to industry development and continuous capability building.

Gamboa’s leadership is grounded in systems thinking, innovation, and operational excellence. Through digital modernisation, network expansion, and strong governance, he continues to drive ACE Hardware’s transformation while championing education, mentorship, and the development of future supply chain leaders across the region.

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Career Journey: You’ve built an impressive career in logistics and retail operations. Can you share your professional journey and what led you to your current role as Vice President of Logistics at ACE Hardware? What key experiences or milestones have most shaped your leadership philosophy?

My career in procurement, logistics, supply chain, and retail operations has been shaped by more than two decades of leading end-to-end supply chain functions across diverse industries, from agribusiness and cold-chain operations to FMCG, retail distribution, and integrated 3PL/4PL networks. I began in production operations and inventory management, where I learned the fundamentals of accuracy, process discipline, and customer-centricity. These early years formed the foundation for later leadership roles at Swiftfoods, Benby Enterprises, National Book Store, and advisory work with various SMEs. Each position strengthened my ability to transform supply chains through systems thinking, technology adoption, and robust governance frameworks.

Joining ACE Hardware as Vice President for Logistics has allowed me to bring these cumulative lessons together. Managing a nationwide logistics network, leading major distribution centre transitions, modernising systems through JDA-WMS/Blue Yonder, and driving a comprehensive supply chain transformation roadmap have been defining milestones. These experiences have sharpened my leadership philosophy, which is anchored in innovation, operational excellence, and people development.

Equally influential has been my engagement with professional organisations such as SCMAP, PISM, SOFSM, and CIPS PAN-ASEAN. Advocating for sustainability, digital adoption, and industry education has reinforced my belief that leadership is both a responsibility and an opportunity to uplift the profession and create broader impact.

ACE Hardware’s Supply Chain Strength: ACE Hardware Philippines operates within a vast and well-coordinated supply chain network. How does your logistics division specifically support the company’s mission of delivering exceptional service and value to hundreds of ACE Hardware stores across the Philippines?

ACE Hardware’s logistics division plays a central role in enabling the company’s mission to deliver exceptional service and value to hundreds of stores nationwide, anchored on being the “helpful place”. Our strength lies in operating a fully integrated supply chain that ensures products move with speed, accuracy, and reliability across Luzon, Visayas, and Mindanao. By managing a well-structured nationwide logistics network, including warehousing, distribution, importation, e-commerce fulfilment, and 3PL operations, we ensure that every store, regardless of location, receives the right products at the right time.

A major part of this mission is continuous transformation. We transitioned multiple distribution centres, migrated from MMS-WMS to JDA-WMS (Blue Yonder), strengthened inventory accuracy to 100%, and improved replenishment lead times by at least 30%. These initiatives directly enhance stock availability, operational efficiency, and customer service at store level.

We also ensure our logistics strategies support ACE Hardware’s core value proposition by building a strong regional hub-and-spoke network, optimising cost-to-serve through route-to-market planning, and maintaining strict quality, safety, and regulatory compliance. Beyond operational execution, strong supplier collaboration, data-driven planning, and a culture of accountability enable us to consistently support sales and service goals.

Ultimately, the logistics division serves as the backbone of ACE Hardware’s promise, delivering value, dependability, and an exceptional customer experience across all stores nationwide.

Distribution Network and Operational Excellence: ACE Hardware Philippines manages a wide network of retail support centres and nationwide store operations. How do you ensure operational efficiency and consistency across this distribution network while maintaining service excellence for your stores and retail partners across the country?

Ensuring operational efficiency and consistency across ACE Hardware’s nationwide distribution network begins with strong systems, disciplined processes, and a culture of accountability. By overseeing multiple distribution centres, including major transitions such as DC6 Asinan and DC7 Silangan, we standardised operating procedures, optimised warehouse workflows, and strengthened end-to-end visibility across the entire logistics ecosystem. These initiatives ensure that every retail support centre operates with the same precision, safety, and service quality.

Our migration from MMS-WMS to JDA-WMS (Blue Yonder), combined with improvements that elevated inventory record accuracy to 100 percent, has been pivotal. It enables real-time decision-making, reduces errors, and ensures consistency in store replenishment. Network modelling, capacity planning, and the expansion of regional hubs further enhance speed-to-market while optimising cost-to-serve.

This system foundation is complemented by a robust performance management framework. Nationwide KPIs, including DIFOT, IRA, CSL, and replenishment lead times, are monitored closely to ensure operational excellence and early issue resolution. Collaboration with store teams, suppliers, and 3PL partners ensures alignment, transparency, and service reliability across all touchpoints.

Ultimately, our approach integrates technology, process discipline, and people development, enabling ACE Hardware to consistently deliver high-quality service to stores and retail partners across the Philippines. These collective initiatives culminated in the RACE2PLACE programme, which showcased best-in-class practices and earned multiple awards and industry recognition.

Technology and Digital Transformation in Logistics: ACE Hardware has been investing in automation, data analytics, and digital tools to improve logistics. How is the current business transformation going in the region? Are there any specific technologies transforming ACE’s supply chain operations in the Philippines, and what recent innovations have had the biggest impact on performance and visibility?

ACE Hardware’s logistics transformation is progressing at pace, driven by investments that enhance visibility, speed, accuracy, and decision-making across our nationwide network. One of the most significant milestones has been the migration from the legacy MMS-WMS to the advanced JDA-WMS (Blue Yonder) platform. This upgrade has enabled real-time inventory visibility, streamlined warehouse processes, and more accurate order management, directly contributing to a 100 percent inventory record accuracy and improving replenishment lead times by more than 30 percent.

We are also leveraging data analytics and KPI dashboards to strengthen forecasting, network planning, and performance monitoring. These tools allow us to proactively manage supply risks, optimise routing and storage strategies, and ensure logistics performance remains tightly aligned with business requirements.

Beyond core systems, our transformation roadmap includes regional hub expansion, targeted process automation, and deeper integration with SM Logistics, initiatives designed to elevate scalability, agility, and cost efficiency across our store network.

Recent innovations, including enhanced WMS configurations, upgraded barcode mobility solutions, and improved digital collaboration with suppliers and 3PL partners, have significantly boosted operational visibility and accuracy, as highlighted through our RACE2PLACE programme. Collectively, these advancements are making ACE Hardware’s logistics organisation more data-driven, resilient, and responsive, strengthening our ability to deliver exceptional service and value nationwide.

Sustainability and Green Logistics: Sustainability is a growing priority in logistics. How is ACE Hardware incorporating environmentally responsible practices, such as energy-efficient facilities, optimized transport routes, or packaging innovation, into its logistics and supply chain operations?

Sustainability is an increasingly important pillar of ACE Hardware’s logistics strategy, and we have embedded environmentally responsible practices across our network to support long-term efficiency and operational resilience. Our roadmap focuses on developing smarter, greener operations, beginning with optimised warehouse processes, enhanced inventory accuracy, and waste reduction through improved forecasting and replenishment systems. Shorter lead times and a stronger shift toward direct vendor shipments to stores have also reduced excess handling, minimised obsolescence, and eliminated unnecessary, carbon-intensive rework movements.

We are further strengthening sustainability through advanced network modelling and capacity planning to optimise transport routes for load efficiency, fuel savings, and fewer empty miles. The expansion of regional store hubs enables more efficient product flows, reducing travel distances to stores and lowering our overall environmental footprint.

Within our distribution facilities, improvements in warehouse layouts, safety standards, and modernised material-handling equipment are helping promote energy-efficient operations and better resource utilisation. Additionally, close collaboration with suppliers supports packaging innovation, product standardisation, and reduced material waste, initiatives aligned with global best practices in green logistics.

Overall, ACE Hardware is embedding sustainability into both daily execution and long-term strategy, ensuring that responsible logistics strengthens operational excellence while advancing environmental stewardship across the Philippines.

Supplier Collaboration and Strategic Partnerships: Strong supplier and carrier partnerships are essential to ACE’s reliability. What approach does your team take to managing supplier relationships, and how do you foster collaboration to ensure timely, cost-effective, and quality-driven logistics outcomes?

Strong supplier and carrier partnerships are critical to ACE Hardware’s nationwide logistics performance, and our approach is built on clear standards, measurable expectations, and structured collaboration. We begin by defining robust KPIs across service levels, lead times, fill rates, product quality, and compliance. Strengthened vendor management practices, including close monitoring of fill rates, on-time delivery, and adherence to product specifications, create a data-driven environment that promotes transparency, accountability, and continuous improvement.

Collaboration is equally central to our strategy. We regularly bring together suppliers and logistics partners for alignment sessions, operational reviews, and capability-building initiatives, ensuring that objectives, constraints, and opportunities are fully understood across the value chain. Through structured S&OP routines, enhanced forecast sharing, and tighter integration of inbound logistics, we minimise variability, reduce inefficiencies, and protect stock availability across all stores.

Our relationships with 3PL providers and carrier networks are built on mutual accountability and long-term value creation. By engaging them early in planning cycles, optimising rate structures, and driving innovations such as route optimisation, digital tracking, and performance dashboards, we create a collaborative ecosystem that reinforces ACE Hardware’s commitment to operational excellence.

In essence, our supplier strategy is a balance of governance, trust, and shared performance goals, ensuring reliable, timely, and quality-driven logistics outcomes that consistently support our stores and customers nationwide.

Customer-Centric Supply Chain: ACE Hardware prides itself on being “The Helpful Place.” How does this customer-first philosophy influence logistics decision-making, from warehouse management to last-mile delivery?

ACE Hardware’s identity as “The Helpful Place” is deeply reflected in how we design and execute our logistics strategies. A customer-first philosophy means every logistics decision, from warehouse processes to last-mile delivery, must support product availability, delivery reliability, and a consistently positive in-store experience.

This begins within our distribution centres, where achieving 100% inventory record accuracy and significantly improving replenishment lead times ensure that stores receive the right products at exactly the right moment. These enhancements directly safeguard customer satisfaction by preventing stockouts, delays, and service disruptions.

Our migration to JDA-WMS (Blue Yonder) and the ongoing modernisation of our distribution network have further elevated service quality through enhanced visibility, faster processing, and more accurate order fulfilment, all of which translate into dependable store replenishment across the country.

For last-mile delivery, we prioritise DIFOT, network optimisation, and strong collaboration with 3PL partners, supported by efficient utilisation of the ACE distribution fleet. By streamlining transport routes, enhancing communication with store teams, and maintaining high-performance re

lationships with carriers, we ensure that every shipment reinforces ACE Hardware’s commitment to helpfulness.

Ultimately, our customer-first approach drives us to build a supply chain that is responsive, reliable, and service-driven, enabling ACE Hardware stores to consistently offer the convenience, quality, and availability customers expect.

The retail and home improvement sectors are rapidly evolving. What trends do you see shaping the future of logistics, such as automation, omnichannel distribution, or predictive analytics, and how is ACE preparing to stay ahead?

The future of retail logistics will be defined by automation, data-driven planning, and seamless omnichannel integration. As customer expectations continue to move toward faster, more convenient, and more reliable fulfilment, logistics organisations must transform at the same pace. Key trends shaping this shift include advanced warehouse automation, predictive analytics for demand planning, and integrated supply chain platforms that offer real-time visibility across the end-to-end network.

ACE Hardware is proactively preparing for these changes. Our migration to JDA-WMS has laid a strong foundation for automation-ready operations by enhancing accuracy, speed, and data availability across all distribution centres. This, combined with achieving 100% inventory record accuracy and significantly improving replenishment lead times, positions us well for future digital enhancements.

We are also strengthening our analytics capabilities through KPI dashboards, network modelling, and improved forecast alignment to support predictive planning and increased supply chain resilience. As omnichannel retail continues to expand, our logistics roadmap includes the development of additional regional store hubs, ongoing process modernisation, and more advanced support for e-commerce and omnichannel fulfilment.

Ultimately, ACE Hardware’s strategy is to build a logistics organisation that is agile, technology-enabled, and future-read, ensuring we stay ahead of industry trends while consistently delivering value and service excellence to customers nationwide.

Developing the next generation of supply chain professionals is vital to the industry’s future. How do ACE Hardware Philippines, and you personally, invest in education, training, and mentorship to nurture future leaders across the entire supply chain spectrum, from procurement and planning to warehousing, distribution, and logistics?

Developing future supply chain leaders is both a responsibility and an advocacy that I take seriously, and it is an area where ACE Hardware Philippines continues to invest significantly. Within our organisation, we build talent through structured training programmes, cross-functional exposure, and capability-building initiatives that cover procurement, planning, warehousing, distribution, and logistics. We cultivate high-potential employees by institutionalising KPI dashboards, mentoring routines, and continuous improvement practices, ensuring teams have not only the tools but also the forward-thinking mindset required to excel in a modern supply chain environment.

I personally champion education and mentorship by actively guiding emerging leaders within ACE, as well as supporting MSMEs and professionals across the wider industry. My long-standing involvement with SCMAP, SOFSM, CIPS PAN-ASEAN, CILT UK, and other professional councils enables me to share global best practices, advocate for enhanced supply chain education, and promote sustainability and digital transformation, all essential competencies for the next generation of leaders.

Through speaking engagements, capability-building workshops, and hands-on mentorship, I help young supply chain professionals strengthen both their technical expertise and leadership capabilities. At ACE, we reinforce this commitment by promoting a culture of learning, encouraging professional certifications, and supporting continuous skills development.

Ultimately, our goal is to equip the next generation with the expertise, confidence, and strategic acumen needed to lead resilient, innovative, and future-ready supply chains.

As a supply chain leader with responsibility across Asia and ASEAN, and an active contributor within CIPS, what advice would you offer to aspiring supply chain and logistics professionals in the region who want to make a meaningful impact in today’s fast-evolving industry landscape?

My advice to aspiring supply chain and logistics professionals in Asia and the ASEAN region is to embrace the industry’s increasing complexity with curiosity, discipline, and a commitment to continuous learning. The supply chain landscape is evolving rapidly, shaped by digital transformation, sustainability imperatives, geopolitical shifts, and rising customer expectations. To make a meaningful impact, young professionals need to build strong foundations in end-to-end supply chain principles while also developing agility and strategic thinking.

From my own journey across FMCG, retail, cold chain, and 3PL/4PL operations, I’ve learned that operational excellence must always be paired with innovation. Mastery of tools such as forecasting, project management, network modelling, and WMS platforms is essential, but so is the ability to lead teams, communicate effectively, and apply a systems-thinking approach to problem-solving.

I also encourage emerging leaders to invest in their professional development through certifications, fellowships, and active participation in organisations such as CIPS, PISM, and SCMAP, platforms that helped shape my own leadership philosophy and broadened my global perspective.

Most importantly, cultivate integrity, resilience, and a genuine passion for service. Supply chain is the backbone of every organisation, and those who combine competence with purpose will become the region’s most influential future leaders. And finally, remember to pay it forward. CIPS expresses this perfectly in three words: Give, Gain, Grow.

Cnergyico Pk Limited

Powering Pakistan’s Energy Future: Saad Riaz Khamisani on Strategic Procurement, Resilience, and Transformation at Cnergyico Pk Limited

As Pakistan’s largest vertically integrated refinery and one of the few energy companies with a nationwide retail footprint, Cnergyico Pk Limited sits at the centre of the country’s fuel supply, energy security, and industrial modernisation. Behind this complex ecosystem is a procurement function that not only supports operations, but actively shapes the company’s ability to remain agile, competitive, and future-ready.

In this Executive Insight,Saad Khamisani, Head of Procurement at Cnergyico Pk Limited, reflects on nearly two decades spent navigating the full spectrum of Pakistan’s energy supply chain, from upstream operations to refining, logistics, and retail distribution. He shares how strategic sourcing, supplier diversification, regulatory alignment, and digital transformation are driving operational excellence across the refinery and its vast network.

From managing the import of U.S. crude and expanding fuel oil exports, to strengthening local supplier capability and embedding sustainability into sourcing decisions, his perspective offers a comprehensive look at how procurement is transforming into a strategic engine behind Cnergyico’s growth and long-term resilience.

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Career Journey & Procurement in Energy: Can you share your personal journey into procurement, and what led you to take on the role of Head of Procurement at Cnergyico Pk Limited? Which experiences have most shaped your leadership style in the energy and oil refining sectors?

My journey into procurement began almost two decades ago with a fascination for how strategic sourcing can shape the efficiency and profitability of an entire enterprise. Over the years, I’ve had the privilege of working across upstream, midstream, and downstream operations in Pakistan’s energy sector, experiences that gave me a deep understanding of both the technical and commercial sides of the business. Joining Cnergyico Pk Limited was a natural progression. The company’s scale and ambition, especially its focus on modernisation and integration, aligned perfectly with my passion for transforming procurement from a transactional function into a strategic enabler. My leadership style has been shaped by lessons learned during high-value negotiations, complex EPCC projects, and international collaborations, where resilience, transparency, and relationship management became the foundation of successful outcomes.

Procurement’s Role in Operational Excellence: Given Cnergyico is a vertically integrated refinery with a large retail footprint, how does your procurement strategy contribute to ensuring operational efficiency, safety, and high reliability across both refining and distribution?

At Cnergyico, procurement is not merely about acquiring goods and services, it’s about ensuring operational continuity, safety, and reliability across our refining, logistics, and retail operations. We’ve built a procurement model that integrates tightly with our production and maintenance planning functions. This ensures every sourcing decision contributes directly to uptime and efficiency. Our focus is on preemptive planning, supplier risk mapping, and contract governance so that materials and services are available when needed, without compromising on safety or compliance. By embedding procurement within the company’s core operational strategy, we’ve created a system that supports both refinery optimisation and network reliability, making procurement a key driver of operational excellence rather than just a cost center.

Supply Chain Resilience & Diversification: Cnergyico has recently begun importing US crude and expanding exports of fuel oil due to domestic demand challenges. How are you managing the risks of supply chain disruptions, and what role does supplier diversification play in your strategy?

Recent shifts in global energy dynamics, such as the import of U.S. crude and the export of fuel oil, have made supply chain resilience a top priority. At Cnergyico, we’ve diversified our supplier and logistics base to ensure flexibility against geopolitical and market disruptions. We evaluate multiple sourcing corridors, including GCC, U.S., and East Asian suppliers, to manage risk exposure. In parallel, we emphasise long-term relationships with key partners who can adapt with us through market cycles. Technology also plays a major role, real-time data visibility and forecasting tools help us anticipate bottlenecks and make proactive adjustments. The goal is to ensure that despite volatility, Cnergyico’s operations remain steady, reliable, and agile.

Regulatory & Policy Influences: With the evolving Brownfield Oil Refining Policy and regulatory reforms in Pakistan, how does government policy affect your procurement decisions, especially for upgrades, capacity expansion, and environmental compliance?

Government policies, particularly the evolving Brownfield Oil Refining Policy, have a direct impact on procurement strategies. These policies influence how we structure long-term contracts, plan upgrade projects, and align with environmental standards. At Cnergyico, our approach is proactive: we engage with regulators early, interpret policy changes quickly, and align our sourcing strategy to take advantage of incentives while maintaining compliance. For example, in capacity expansion and energy efficiency projects, we work closely with suppliers who understand Pakistan’s regulatory framework and can ensure that imported technologies meet both national and international environmental benchmarks. The result is a procurement function that not only follows policy but helps the company stay ahead of it.

Sustainability and Cleaner Fuels: Cnergyico is investing in producing cleaner fuels and reducing environmental impact. How do you ensure your supplier and vendor base aligns with your sustainability goals? What criteria or certifications are most important in partner selection?

Sustainability has become integral to every procurement decision we make. Cnergyico’s drive toward producing cleaner fuels means our vendor base must share our commitment to environmental stewardship. We evaluate partners not just on cost and capability, but also on their ESG performance, certifications such as ISO 14001, and adherence to responsible sourcing practices. We actively prefer suppliers who invest in cleaner technologies and have transparent emissions reporting. Beyond compliance, we encourage collaboration, engaging suppliers in co-developing more energy-efficient and environmentally friendly solutions. The goal is to create a responsible supply chain that reflects our vision of a more sustainable refining ecosystem.

Technology & Innovation in Procurement: How is Cnergyico leveraging technology, such as digital systems, analytics, or supply chain visibility tools, to improve procurement efficiency, supplier performance, or forecasting accuracy?

Digital transformation has redefined how procurement operates at Cnergyico. We’ve integrated digital procurement platforms and analytics tools that provide visibility into spend, supplier performance, and lead times. By leveraging data, we can identify trends, anticipate shortages, and improve forecast accuracy. Automation has streamlined approval processes and contract lifecycle management, freeing our teams to focus on strategic initiatives. We are also exploring AI-driven analytics for supplier risk assessment and benchmarking. The combination of technology and data-driven decision-making has made procurement faster, smarter, and more accountable, turning it into a core driver of innovation within the company.

Cost Pressures & Margin Management: The company has experienced volatile refining margins, rising costs of sales, and inflation. How do you balance cost pressures with maintaining quality and supply continuity in your procurement operations?

Volatile refining margins are a constant reality in our industry. To manage cost pressures while maintaining quality and continuity, we focus on total cost of ownership rather than just purchase price. Strategic negotiations, long-term supplier partnerships, and framework agreements allow us to secure better value and pricing stability. We also leverage data to identify cost-saving opportunities through demand optimisation, improved inventory turns, and local sourcing where feasible. At the same time, we maintain a zero-compromise policy on safety and quality, because in refining operations, cost efficiency is meaningless without reliability. The balance lies in smart sourcing decisions supported by transparency and long-term thinking.

Inventory, Storage & Terminal Strategy: With your refining integration and growing retail network, how do you approach inventory management, storage terminal optimisation, and logistics to ensure product availability and minimise losses?

Managing inventory in an integrated refinery-retail network is about precision and agility. We utilise demand forecasting and consumption analytics to maintain optimal stock levels across terminals, depots, and the refinery. Our strategy combines centralised visibility with local responsiveness, ensuring that supply flows smoothly to the retail end without overstocking or product loss. We also focus on minimising demurrages and optimising storage utilisation by aligning import schedules with production and distribution cycles. The ultimate goal is to ensure product availability across the network, even during supply fluctuations, while keeping working capital efficient.

Supplier Relationships & Localisation: In Pakistan, local supplier capacity and regulatory compliance are key considerations. How do you manage supplier development, quality assurance, and collaboration, especially between local and international partners?

Pakistan’s supplier ecosystem is evolving rapidly, and at Cnergyico we see ourselves as partners in that journey. We invest time in supplier development, mentoring local vendors on compliance, safety, and quality standards so they can meet international expectations. At the same time, we maintain close collaboration with global suppliers to bring advanced technologies and expertise into the country. This hybrid model, fostering local capacity while leveraging international partnerships, helps strengthen the national supply base and ensures that Cnergyico’s procurement aligns with both local content goals and global best practices.

Future Trends & Strategic Sourcing: Looking ahead, what trends, such as cleaner technology, energy transition, emissions standards, or renewable inputs, do you see most impacting procurement in the refining sector over the next decade? How is Cnergyico preparing to adapt?

The next decade will redefine procurement in refining. Cleaner fuels, digital transformation, emissions standards, and the integration of renewables will dominate the landscape. We’re already seeing procurement evolve toward lifecycle thinking, where supplier partnerships, technology adoption, and sustainability go hand in hand. At Cnergyico, we’re preparing by aligning sourcing strategies with future regulatory trends and exploring materials and technologies that support decarbonisation. My belief is that procurement will increasingly become the bridge between innovation and implementation, where every sourcing decision contributes to a cleaner, more efficient energy ecosystem.

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Author: Christopher OConner

Solving Complexity with Clarity: Zoheb Shah on Procurement, Public Value, and the Future of Transport in Auckland

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Auckland Transport Career Journey & Leadership: Can you share your career journey and what led you to your role as Senior Manager, Procurement at Auckland Transport? Which experiences have most shaped your approach to procurement leadership within public transport?

Procurement’s Role in Service Delivery: How does procurement contribute to delivering resilient, sustainable, and reliable transport services and projects at Auckland Transport?

Balancing Value and Priorities: How does procurement balance cost management with the need to maintain quality and continuity across priority projects and services?

Digital Transformation & Transparency: How are you leveraging digital tools and procurement strategies to improve resilience, efficiency, and transparency for customers and stakeholders?

Technology & Supplier Partnerships: From integrated ticketing systems to new digital platforms, how does procurement support the successful implementation of technology while managing supplier relationships and risks?

Driving Sustainability Through Procurement: With growing demand for green and climate-resilient transport, how does procurement help embed environmental and sustainability outcomes in supplier selection, contracts, and performance frameworks?

Risk Management in Complex Environments: What role does procurement play in embedding risk management and resilience into Auckland’s transport projects and supplier partnerships?

Collaborative Partnerships: How does procurement at AT work with operators and industry partners to design contracts and partnerships that encourage accountability, innovation, and service quality?

Advice for Emerging Leaders: What advice would you give to professionals looking to build a career in public-sector procurement, especially in complex, multi-stakeholder environments like transport?

The Procurement Detective: Thought Leadership in Practice: You’re also writing a book, The Procurement Detective. Can you tell us about the concept behind it, and how it reflects your approach to procurement leadership and problem-solving?

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Driving Procurement Excellence at Dubai World Trade Centre: Zyad Khan on Governance, Innovation and Event-Ready Supply Chains.

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Career Journey: You’ve risen through Procurement & Contracts into leadership at DWTC. Can you walk us through your path, what drew you into this role, and which experiences have shaped the way you lead procurement at a high-profile events & venue organisation?

Procurement & Digital Transformation: DWTC recently overhauled its digital infrastructure . How is digitisation reshaping your procurement/contracting process, contract tracking, supplier performance, automation, etc.?

Supplier Relationships & Localisation: Given DWTC’s scale, especially with mega-events like GITEX, how do you build trust and capability in local suppliers and integrate them into high-performance contracts typically dominated by global vendors?

Risk Management & Operational Resilience in MICE: Events are often unpredictable.What procurement & contract clauses or practices do you insist on to ensure reliability, safety, contingency planning, and quality in large-scale events and construction/venue buildouts?

Contract Innovation & Governance: Can you share examples of how DWTC has innovated in its contract terms (e.g. sustainability KPIs, value-based criteria, ethical clauses, local content, green supply chain requirements) to align with UAE government policy and DWTC’s strategic goals?

Forecasting, Demand Planning & Cost Discipline: During high-velocity periods (e.g. ahead of major events like GITEX), how does your team forecast demand, manage inventory of services/materials, and ensure cost discipline without compromising speed or quality?

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Building Resilient Supply Chains Through Strategic Procurement Leadership With Abdullah Makhashin

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Career Journey: Can you share your path to becoming Head of Procurement at Sankyu Saudi Arabia? What past roles or experiences have influenced how you manage procurement and sourcing for heavy logistics, plant engineering, and operational support?

Procurement’s Role in Diverse Service Lines: Sankyu Saudi Arabia operates across business support, plant engineering, and logistics. From your perspective, how do you adapt procurement strategies differently for services vs. heavy equipment vs. maintenance?

Risk Management & Operational Continuity: Given Sankyu provides support to critical industries (oil & gas, petrochemicals, refineries), what processes do you have in place to manage procurement risks, supplier failure, equipment downtime, supply delays, quality issues?

Vendor & Supplier Relationships: What has been your approach to cultivating strong relationships with vendors / suppliers for heavy machinery, engineering services, and maintenance contractors? How do you ensure quality, safety compliance, and performance over time?

Digital & Data-Driven Procurement Tools: Are you using or planning to use digital procurement tools (e.g., ERP, supplier performance dashboards, predictive analytics) to improve decision making, forecasting, or cost control? If so, can you share examples?

Strategic Challenges in Procurement in Saudi / GCC: What are some of the biggest procurement challenges you face in the Saudi or broader GCC market (e.g. import/export restrictions, local content requirements, vendor capability, cost of capital)? How do you navigate them?

Advice for Aspiring Procurement Leaders: For those looking to grow in procurement, especially in heavy industry, logistics, and plant maintenance, what qualities, skills, or experiences do you believe are most valuable?

Strategic Procurement at Scale: Mehmet Erengul on Innovation, Sustainability and Future Ready Juice Sourcing

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Sourcing Strategy Across Regions: Given your remit spans Eurasia, Middle East, India, Greater China, Japan, ASEAN, and the South Pacific, how do you tailor Juice sourcing strategies to account for varying regional supply risks, climate conditions, and market dynamics?

Agricultural Commodity Challenges: What are some of the most unique challenges you face in sourcing juice across such a diverse region, and how does Coca-Cola address them to ensure competitiveness and reliability?

Quality & Traceability: What systems and supplier governance practices do you put in place, especially for Juice suppliers to ensure consistent quality and traceability?

Digital & Data-Driven Procurement: How is technology, data analytics, digital traceability, or supplier performance dashboards, being used to improve visibility, decision-making, and responsiveness in global juice procurement?

Innovation in Juice & Ingredients Procurement: How is procurement helping Coca-Cola stay ahead by securing innovative ingredients or working with suppliers to support product development?

Supplier Collaboration & Continuous Improvement: How do you build long-term supplier relationships built on continuous improvement, innovation, and shared sustainability objectives, especially in emerging markets where infrastructure and supplier maturity may vary?

Risk Management & Future Resilience: Considering geopolitical instability, crop variability, and inflationary pressures, how are you building resiliency into juice procurement through diversification, risk mapping, and alternative sourcing partnerships?

Future of Procurement Role: How do you see the role of Procurement leaders evolving in shaping the future of sustainable and resilient supply chains, particularly in the Food and Beverages Industry?

Advice for Aspiring Procurement Leaders: What advice would you offer to procurement professionals aspiring to take on regional or global roles in strategic sourcing? What leadership qualities and capabilities do you consider essential?

Driving Operational Excellence Nationwide: Arnel Gamboa on Transforming Logistics at ACE Hardware Philippines

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Career Journey: You’ve built an impressive career in logistics and retail operations. Can you share your professional journey and what led you to your current role as Vice President of Logistics at ACE Hardware? What key experiences or milestones have most shaped your leadership philosophy?

Sustainability and Green Logistics: Sustainability is a growing priority in logistics. How is ACE Hardware incorporating environmentally responsible practices, such as energy-efficient facilities, optimized transport routes, or packaging innovation, into its logistics and supply chain operations?

Customer-Centric Supply Chain: ACE Hardware prides itself on being “The Helpful Place.” How does this customer-first philosophy influence logistics decision-making, from warehouse management to last-mile delivery?

The retail and home improvement sectors are rapidly evolving. What trends do you see shaping the future of logistics, such as automation, omnichannel distribution, or predictive analytics, and how is ACE preparing to stay ahead?

As a supply chain leader with responsibility across Asia and ASEAN, and an active contributor within CIPS, what advice would you offer to aspiring supply chain and logistics professionals in the region who want to make a meaningful impact in today’s fast-evolving industry landscape?

Powering Pakistan’s Energy Future: Saad Riaz Khamisani on Strategic Procurement, Resilience, and Transformation at Cnergyico Pk Limited

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Career Journey & Procurement in Energy: Can you share your personal journey into procurement, and what led you to take on the role of Head of Procurement at Cnergyico Pk Limited? Which experiences have most shaped your leadership style in the energy and oil refining sectors?

Procurement’s Role in Operational Excellence: Given Cnergyico is a vertically integrated refinery with a large retail footprint, how does your procurement strategy contribute to ensuring operational efficiency, safety, and high reliability across both refining and distribution?

Supply Chain Resilience & Diversification: Cnergyico has recently begun importing US crude and expanding exports of fuel oil due to domestic demand challenges. How are you managing the risks of supply chain disruptions, and what role does supplier diversification play in your strategy?

Regulatory & Policy Influences: With the evolving Brownfield Oil Refining Policy and regulatory reforms in Pakistan, how does government policy affect your procurement decisions, especially for upgrades, capacity expansion, and environmental compliance?

Sustainability and Cleaner Fuels: Cnergyico is investing in producing cleaner fuels and reducing environmental impact. How do you ensure your supplier and vendor base aligns with your sustainability goals? What criteria or certifications are most important in partner selection?

Technology & Innovation in Procurement: How is Cnergyico leveraging technology, such as digital systems, analytics, or supply chain visibility tools, to improve procurement efficiency, supplier performance, or forecasting accuracy?

Cost Pressures & Margin Management: The company has experienced volatile refining margins, rising costs of sales, and inflation. How do you balance cost pressures with maintaining quality and supply continuity in your procurement operations?

Inventory, Storage & Terminal Strategy: With your refining integration and growing retail network, how do you approach inventory management, storage terminal optimisation, and logistics to ensure product availability and minimise losses?

Supplier Relationships & Localisation: In Pakistan, local supplier capacity and regulatory compliance are key considerations. How do you manage supplier development, quality assurance, and collaboration, especially between local and international partners?

Future Trends & Strategic Sourcing: Looking ahead, what trends, such as cleaner technology, energy transition, emissions standards, or renewable inputs, do you see most impacting procurement in the refining sector over the next decade? How is Cnergyico preparing to adapt?

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