Christopher OConner | The Procurement Ledger

FHL Kirakdis Group

Building on Tradition: Markos Poulios on Procurement Excellence and Innovation at FHL Group

With more than two decades of experience in procurement and supply chain management, Markos Poulios, Group Procurement Director at FHL Group, has played a key role in shaping one of Greece’s leading marble producers into a modern, technology-driven enterprise. Since joining FHL in 2019, he has led the centralisation of procurement across the group’s diverse portfolio, spanning quarries, processing plants, and international operations, while navigating global disruptions, driving sustainability, and embracing digital transformation. In this interview, Markos reflects on the milestones that have defined his career, the balance between tradition and innovation in the marble industry, and his belief that people remain the cornerstone of procurement success.

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Career Journey and Procurement Vision: You have led procurement at FHL for over three years, overseeing supply chain integration across the group. Could you share key experiences, both strategic and operational, that shaped your approach to centralised procurement and automation in the marble industry?

I have led procurement at FHL since 2019 and, since 2022, have been overseeing procurement for the entire group in a newly created position. FHL Group operates two marble processing factories, ten active marble quarries in Greece and abroad, a transportation company, production facilities for mortar and paints, as well as an elderly care facility. The group is also expanding into organic agriculture and solar energy.

Without a doubt, the opportunity to establish a new procurement department for the group was a milestone for me. It allowed me to shape the procurement strategy for one of the marble industry’s key players.

Another milestone, which had a profound impact on me and I believe on most supply chain professionals, was the COVID-19 pandemic and everything that followed, including the war in Ukraine. The disruption that began in 2020, and which we are still dealing with in many ways, marked a pivotal point in my career. It made clear, even to the most indifferent observer, the importance of having robust supply chains and the necessity of changing outdated practices. In many ways, the Greek market has not always been at the forefront of modern business practices, but the challenges of the past five years have pushed many previously reluctant players to adapt.

Harnessing Purchasing Power Across the Group: FHL has integrated supply chain and procurement functions across multiple subsidiaries. How have you leveraged the group’s collective purchasing power to improve efficiency, cost control, and procurement resilience across quarries and processing units?

Naturally, this was the main reason for creating a unified procurement department. With many overlapping suppliers, it soon became evident that by centralising our procurement operations, we could achieve significant advantages for the group.

I must admit that, at first, management was less than enthusiastic about changing processes that had been in place for decades. I can understand that, those very methods helped take the company from its beginnings to becoming one of the most significant players in the market. However, once the advantages were clearly presented and the returns became evident, it was not difficult to gain support.

Optimising Vertical Integration: FHL operates quarries and processing facilities across Greece and subsidiaries in other countries. How do you harmonise procurement policies and maintain consistency in quality, compliance, and delivery across such a diverse global footprint?

Our headquarters are in Drama, in northern Greece, one of the most significant marble-producing regions in the world. Our quarries and other facilities are spread across northern Greece, Bulgaria, and North Macedonia. Even though, to an outside observer, these three countries may seem similar due to their geographic proximity, the reality is quite different.

What we have achieved, however, is getting our people to speak a common “language.” We have integrated most procurement functions, which are managed centrally, while still allowing room for autonomous decision-making where it makes sense. We always aim to remain flexible and continuously adjust our procedures and policies to better suit the situation at hand.

Naturally, our profitability is non-negotiable, but there can often be more than one way to achieve the same outcome. We are always open to adapting. If I had to summarise our approach, it would be adaptability and listening to our people.

Balancing Cost, Quality and Heritage: FHL is renowned for high-quality white marbles such as Thassos, Prinos, and Volakas. How do you uphold this heritage and exacting quality standards in vendor sourcing, while balancing sustainability and cost pressures?

White marble is a natural product with a long and storied history, one that people have used in their most precious and cherished construction projects since time immemorial. As custodians of this tradition of white Greek marble, we strive daily not only to honour this heritage but to continually improve upon it.

FHL has invested significant resources in high technology and, together with our partners across the supply chain, we can proudly say that our products remain at the forefront of quality and timeless design. We select our partners very carefully to ensure they share our values of quality and customer service, allowing us to consistently offer the best to our clients.

Another key criterion is that our suppliers possess complementary capabilities. This allows us to leverage both our extensive experience in marble and our suppliers’ strengths in their respective sectors. One such example is our long-term partnership with Fantini, producers of highly advanced quarrying machinery. Through this collaboration, we have not only been able to extract the finest quality marble but also increase quarry output, significantly reducing waste and electricity consumption per ton of product.

Navigating Supply Chain Disruption: Global markets for marble and granite have experienced volatility, with fluctuating demand and logistic challenges. How have you structured procurement to absorb price shocks, supply chain disruptions, and fluctuations in raw material availability?

Ever since I started my career in procurement and supply chain management more than 20 years ago, my philosophy has been to always expect the unexpected. I am fortunate to have built a great team at FHL that shares this mindset and is willing to take things a step further.

By applying a dual strategy of maintaining long-term partnerships with reliable suppliers while also remaining open to new opportunities, we have successfully avoided stock-outs, even during the most severe disruptions of the past five years.

Our long-term partnerships allow us to structure contracts and purchases strategically, securing better pricing and ensuring continuity of essential supplies. At the same time, we remain open to working with new partners who bring innovation and efficiency, helping us continuously improve both our bottom line and the customer experience.

Additionally, my team and I maintain constant communication with our markets. This enables us not only to respond quickly to disruptions but, in many cases, to anticipate them. Through our ongoing dialogue with the market and strong relationships across our supply chain, we have managed to shield FHL from much of the inflation that has affected global markets over the past three years, delivering tangible benefits for both our customers and our financial performance.

Sustainability and Ethical Procurement: With large-scale quarrying and international exports, environmental and social responsibility are increasingly critical. How is FHL embedding sustainability, such as resource efficiency, environmental protection, or worker safety, into procurement decisions?

First and foremost, the safety of our colleagues is a top priority for everyone at FHL. We not only strictly adhere to all local regulations regarding workplace safety, but we also strive daily for continuous improvement. Every request for safety equipment is treated as an immediate priority. We work closely with both internal and external stakeholders to enhance safety standards, anticipate new regulations, and implement new policies and technologies to make our operations safer each day. Working in a quarry carries inherent risks, but with the right tools, policies, and attitudes, those risks can be effectively mitigated.

Sustainability is equally central to our strategy. We work with a natural product, and we respect not only the material itself but also the planet that provides it. FHL was the first company in Greece to pioneer technologies and techniques that significantly increase the recoverability of high-quality marble from the same quarried material. This means lower emissions, less environmental disruption, and reduced waste.

Moreover, we reuse a significant percentage of this waste to produce new products that would otherwise require additional quarrying. Our philosophy of “doing more with less” is not only an environmentally responsible approach but also lies at the heart of our operational efficiency and long-term success.

Technology and Data in Procurement: Longstanding operations and scale offer vast insight potential. Are there specific digital tools or data-driven approaches you have introduced, for example, demand forecasting, spend analytics, or supplier intelligence, that have transformed procurement effectiveness?

We are preparing to make significant changes in the way we work. We are currently setting up a new ERP system that will enable us to use data more effectively to gain insights into our markets, helping us adapt and anticipate developments with greater accuracy.

Even with the limited tools we currently use, we have already discovered that we can handle change and challenges far better than we once thought possible. The availability of more data, combined with improved ways to manage and interpret it, has allowed us to make better predictions and successfully navigate the turbulence of the past five years.

Our new ERP system will build on this foundation and, with the help of AI, will take us to a level we could not have imagined until recently. While there is plenty of hype surrounding AI, its ability to analyse data and provide meaningful insights is unmatched. We plan to harness this primarily in areas such as forecasting and spend analytics, where it can deliver real and measurable impact.

Leading and Empowering Your Team: You manage a team of six assistants and coordinate complex procurement efforts. How do you maintain team cohesion, morale, and performance in a demanding, operations-intensive environment while fostering long-term capability development?

Although technology, and AI in particular, has become the talk of the town lately, and with good reason, I remain steadfast in my belief that people are the absolutely essential cog in the machine. People can work with technology, but technology cannot work without people.

I place great emphasis on my team’s continuous development and training, always stretching our training budgets as far as possible. However, that is only the foundation. What truly makes the difference is the strong rapport we have built within our team. I am fortunate to work with fantastic colleagues who do an exceptional job under demanding circumstances, often with fewer resources than they deserve, yet still find time to share a laugh and support one another.

Working from different locations can be challenging, but we make a conscious effort to stay connected on a personal level. We care about each other’s lives outside of work and step in to help whenever needed, whether that means covering for a colleague, arranging flexible schedules, or working from home.

Future Trends and Advice: As global demand for marble continues across architectural and decorative applications, what trends, whether technological, market-driven, or logistical, do you see shaping the future of procurement in natural stone? What advice would you offer young procurement professionals looking to excel in capital-intensive, production-driven industries?

I’d have to start with automation and AI, you can’t pick up a stone these days without finding AI underneath it. We are beginning to see significant levels of automation entering the quarrying process, with new machines gradually coming to market that offer remote and automated control. This brings increased productivity and safety, but also new challenges for procurement. Maintenance will become more complex and potentially more expensive, and issues such as spare-part compatibility will only grow in importance.

If I were 25 years younger, with the knowledge and experience I have now, I would focus on becoming much more technologically savvy.

However, perhaps because of this rising automation, the human factor has also become more important than ever, not in terms of labour, but in empathy, intelligence, and the timeless ability to build genuine relationships. Yes, automation is transforming the landscape, but the procurement professional who can pick up the phone and say, “Hey Joe, can you help me with something?” will always make the difference between being good and being great.

In Association with:

Fantini SpA designs and manufactures precision industrial machinery, including stone-cutting systems, automation solutions and advanced mechanical equipment. With a century-long heritage, technical expertise and global collaborations in research and industry, we deliver tailored, high-quality solutions with engineering excellence, innovation and dependable after-sales support.

www.fantinispa.it

Chalhoub Group

Transforming Luxury Procurement: Vishal Noronha on Innovation, Sustainability, and the Future of Retail Excellence

With a career spanning global giants such as Halliburton and Unilever through to transformational leadership roles across MEERAS, ESAG, and Gargash Group, Vishal Noronha has built a reputation as a procurement leader who drives evolution, not maintenance. Now Senior Director of Procurement at Chalhoub Group, one of the Middle East’s most influential luxury retail organisations, he is steering a bold three-year maturity journey focused on innovation, sustainability, and operational excellence. In this interview, Vishal shares the philosophy behind his leadership, the role of procurement in delivering luxury experiences, and the trends shaping the future of retail supply chains across the region.

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Career Journey: Can you share your career journey and what led you to your role as Vice President of Group Procurement at Chalhoub Group? What experiences have most influenced your leadership style in procurement and strategic sourcing?

My career has been shaped by a belief that procurement is far more than a commercial function, it is a catalyst for transformation. I began at Halliburton, where I learned the importance of operational resilience and strategic partnerships in a fast-paced, high-risk environment. My time at Unilever strengthened this foundation, demonstrating the impact of innovation, sustainability, and purpose-led procurement on business performance.

I later moved into transformational leadership roles at MEERAS, ESAG, and GARGASH GROUP, where I rebuilt procurement functions, introduced digital capabilities, and championed value creation across diversified, complex organisations. These experiences deepened my conviction that procurement must evolve continuously and courageously.

Every organisation operates within a unique maturity lifecycle, and effective leadership lies in guiding that evolution. Today at Chalhoub Group, we are on an ambitious three-year maturity journey, one centred on innovation, sustainable impact, and operational excellence. This is the lens through which I lead.

Procurement’s Role in Retail Excellence: Chalhoub Group is a leading luxury retailer and distributor in the Middle East. How does your procurement team support the Group’s commitment to excellence across retail, distribution, and beauty sectors?

Luxury retail is an experience, an emotion, and procurement is one of the quiet forces enabling it. Whether it is a new store opening, a digital innovation project, a marketing activation, or a logistics initiative, procurement ensures that every operational touchpoint behind the scenes aligns with the Group’s promise of luxury excellence.

Through the Group Transform Program, we are elevating the way we operate, bringing more agility, transparency, and strategic value to the functions we support. The goal is simple: to empower teams to deliver exceptional experiences while ensuring the Group operates responsibly, sustainably, and efficiently.

Sustainability in Procurement and Supply Chain: Sustainability is a key focus for Chalhoub Group, particularly through initiatives like the Chalhoub Impact program. How is procurement driving sustainability across your supply chain, and what recent initiatives have shown the most promise?

Sustainability is no longer an aspiration; it is a responsibility. At Chalhoub Group, our procurement agenda is closely aligned with our broader sustainability ambitions through the Chalhoub Impact program.

From greener store-construction materials to lower-carbon logistics solutions and more responsible sourcing frameworks, procurement is uniquely positioned to shape a more ethical and resilient ecosystem. The initiatives that excite me most are those that shift mindsets, where suppliers innovate with us, where sustainability becomes a selection criterion, and where long-term impact outweighs short-term cost.

This is how we redefine responsible luxury.

Supplier Partnerships and Quality Standards: Given Chalhoub Group’s extensive portfolio of luxury brands, what strategies do you use to create strong, transparent supplier relationships while maintaining the high-quality standards required in the luxury retail space?

Luxury requires precision, consistency, and trust. Our approach to supplier partnerships reflects those same principles. We prioritise long-term relationships, shared values, and genuine collaboration, not just transactional engagement. By establishing transparent governance and inviting partners to co-create solutions, we elevate the quality and innovation behind our operations. When suppliers grow with us, our brands and customers ultimately benefit. Digital Transformation in Procurement: The future of procurement is intelligent, predictive, and seamlessly integrated with technology. Through the Group Transform Program, we are embedding advanced analytics, AI-driven insights, digital contracting, and automation across our operating model. AI is especially powerful, it enables procurement to anticipate opportunities, forecast risks, and uncover insights that were previously invisible. This shift allows our teams to spend less time on manual activities and more time shaping strategy, nurturing supplier-led innovation, and driving sustainable long-term value. We are not simply digitising procurement; we are fundamentally reimagining what it can achieve.

Demand Forecasting and Inventory Management: In an industry where customer demand can shift rapidly, how does your team approach inventory management and demand forecasting to balance product availability and cost efficiency?

In a fast-moving luxury retail environment, the operational rhythm must stay tightly aligned with business demand. Our focus is on building predictive visibility across the Group, anticipating retail activations, technology deployments, store development plans, and marketing initiatives before they materialise.

Through data-driven forecasting tools and close collaboration with stakeholders, we ensure that capacity, budgets, and supplier readiness are fully synchronised in advance. This combination of foresight and flexibility allows us to support the Group’s ambitions while acting as responsible stewards of resources.

Risk Management Across Global Supply Chains: As a major player with global operations, how does Chalhoub Group manage supply chain risks to ensure continuity and resilience, especially in light of recent geopolitical and logistical challenges?

Resilience has become one of the most defining differentiators in today’s global supply landscape. Whether dealing with geopolitical shifts, material shortages, logistics volatility, or sudden market disruptions, our responsibility is to anticipate risks early and engineer ecosystems that can adapt at speed.

At Chalhoub Group, we are strengthening our risk intelligence capabilities, diversifying our supplier base, enhancing governance frameworks, and leveraging digital monitoring tools to achieve real-time visibility across critical categories. The goal is clear: protect continuity, maintain agility, and ensure the business stays responsive, stable, and future-ready.

Challenges in Procurement for Luxury Retail: What are some of the unique procurement challenges faced in the luxury retail sector, and how does Chalhoub Group navigate these to maintain competitive advantage and brand integrity?

Luxury retail demands operational excellence at every touchpoint, with no margin for error. Timelines are tight, expectations are uncompromising, and every element, from store ambience to technology infrastructure, must embody the brand’s identity. We meet these challenges through close collaboration, agile supplier ecosystems, and a continuous improvement mindset driven by our maturity roadmap. Rather than viewing challenges as obstacles, we see them as opportunities to innovate, elevate, and differentiate the luxury experience we deliver.

Future Trends in Procurement and Retail Supply Chains: What trends do you see shaping the future of procurement in luxury retail, and how is Chalhoub Group positioning itself to adapt to these changes?

The future of procurement will be defined by AI, digital transparency, sustainability imperatives, and highly predictive supply ecosystems. Over the next decade, procurement will evolve from a value enabler to a true value architect, shaping strategy, driving innovation, and influencing long-term business outcomes far beyond cost optimisation. At Chalhoub Group, we are preparing for this shift through a clear and deliberate roadmap, one that integrates advanced technology with human capability, blends sustainability with operational excellence, and positions innovation as a catalyst for enduring value creation across the organisation.

Advice for Aspiring Leaders:As a procurement leader in one of the region’s most prominent retail groups, and some one with a clear passion for procurement transformations, what advice would you offer to aspiring professionals aiming to grow their careers in procurement and supply chain, particularly within the retail and luxury sectors?

Procurement today is a space for innovators, problem-solvers, and purpose-driven thinkers. My advice is to stay curious, embrace continuous learning, and seek roles that challenge and expand your capabilities. Master the fundamentals, but also develop the confidence to question established norms, because transformation is not a one-off initiative, it is a mindset.

The most impactful leaders combine passion with humility and recognise their ability to influence entire ecosystems through the decisions they make. If you approach procurement with intention, courage, and a desire to create meaningful value, you won’t just advance your career, you will help shape the future of the profession.

In Association with:

Mastercard is a global technology and payments company powering an inclusive digital economy across 210+ countries and territories. We connect consumers, businesses, governments, and financial institutions through secure, simple and innovative payment solutions, enabling safe transactions, smarter commerce and expanded financial opportunity for people and organisations everywhere.

https://mea.mastercard.com/

GL West Star Dubai is a leading freight forwarding and logistics partner in the UAE and Middle East. We deliver seamless global air, sea, and land freight, warehousing, customs brokerage and specialised logistics with a vast network, trusted expertise and customer-centric solutions that keep supply chains efficient and reliable.

www.glweststardubai.com/

Durrah Advanced Development Company

Procurement with Purpose: Mohamed Kheir on Resilience, Sustainability, and National Alignment

With two decades of experience across supply chain, engineering, and strategic sourcing, Mohamed Abdelrahman Mohamed Kheir, Procurement Director at Durrah Advanced Development Company, has cultivated a procurement leadership philosophy grounded in resilience, data-driven decision-making, and long-term value creation.

Beginning his career from a technical foundation in mechanical engineering, Mohamed transitioned early into supply chain operations, learning first-hand how procurement supports continuity, efficiency, and business performance. His experience navigating complex supply disruptions, including the regional impact of the avian flu outbreak, reinforced a belief in proactive sourcing, market intelligence, and continuous improvement.

Today at Durrah, Mohamed leads a procurement function that plays a strategic role in supporting the Kingdom’s food security objectives and industrial diversification under Saudi Vision 2030. His approach prioritises supplier partnerships, sustainability, digital enablement, and cross-functional collaboration, positioning procurement not just as a cost function, but as a strategic engine driving operational excellence and national value creation.

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Career Journey & Leadership Philosophy: Can you share your career journey and what led you to your role as Procurement Director at Durrah? Which experiences have most influenced your approach to procurement leadership in the food manufacturing sector?

My career in procurement began with a technical foundation as a Mechanical Engineer. My first role was in a heavy equipment company’s spare parts department, where managing inventory levels and coordinating with suppliers and logistics teams introduced me to the world of procurement and supply management.

A defining experience came during the avian flu outbreak of 2016-2017, when I was overseeing the import of frozen liquid egg products from Europe for a mayonnaise production operation. The disruption forced us to rethink our sourcing strategy and explore alternative regional suppliers. Through this shift, we were able to maintain quality while reducing costs, easing logistics constraints, and improving warehouse efficiency.

That period fundamentally shaped my leadership philosophy. It reinforced the importance of staying curious, questioning the status quo, and continuously seeking smarter, more resilient solutions. True procurement leadership goes beyond purchasing, it is about enabling business continuity, strengthening supply chains, and ensuring long-term value creation through strategic decision-making and collaborative supplier relationships.

Procurement’s Role in Manufacturing Excellence: Durrah’s sugar refinery in Yanbu is celebrated for its state-of-the-art technology and high production standards. How does your procurement strategy support manufacturing excellence, ensuring quality and reliability in production?

At Durrah, procurement plays a central role in sustaining manufacturing excellence and operational reliability. Our approach begins with a thorough understanding of production requirements, from raw sugar and process chemicals to packaging materials and critical spare parts. By working closely with operations, engineering, and quality teams, we ensure that every sourced material directly contributes to consistency, efficiency, and high performance across the refinery.

Supplier selection and evaluation are conducted with rigor. Beyond commercial terms, we assess suppliers based on technical capability, product traceability, adherence to international quality standards, and their commitment to continuous improvement. This ensures that all inputs are aligned with Durrah’s manufacturing specifications and the advanced technology that drives our production lines.

We also support resilience through long-term agreements, strategic inventory planning, and increased localisation where feasible to strengthen supply security and reduce exposure to global volatility. Ultimately, procurement at Durrah is not a transactional function, it is a strategic discipline that safeguards product integrity, ensures uninterrupted operations, and reinforces our competitive advantage in the market.

Aligning Procurement with Saudi Vision 2030: Established in partnership with Saudi developers and global agribusiness leaders, Durrah’s operation aligns with national goals for diversification and food security. How does your procurement approach reinforce these strategic objectives?

Durrah’s procurement strategy is closely aligned with the core pillars of Saudi Vision 2030, particularly in advancing food security, industrial localisation, and sustainable economic growth. We prioritise sourcing from local suppliers and manufacturers wherever feasible, actively contributing to the development of domestic capability and reducing reliance on external markets.

Through long-term partnerships, supplier performance programs, and collaborative development initiatives, we support the uplift of local industry standards and knowledge transfer. At the same time, we maintain global sourcing channels for critical raw materials and technologies to ensure access to international expertise and continuous innovation.

For a strategic sector such as food production, supply continuity is essential. Our approach combines localised procurement with informed global sourcing strategies to strengthen national resilience and ensure stable supply of key commodities. In doing so, procurement becomes not only a functional necessity, but a strategic contributor to the Kingdom’s vision for self-sufficiency, diversification, and long-term economic sustainability.

Supplier Relationships & Quality Assurance: With a supply chain that serves both industrial clients and households, how do you build trusted supplier relationships and ensure consistent product quality across various segments?

Building strong supplier relationships is essential to sustaining Durrah’s reputation for quality, safety, and reliability. We take a partnership-centered approach, engaging suppliers as long-term strategic collaborators rather than transactional vendors. This starts with clear communication of our expectations, quality standards, certification requirements, audit criteria, and performance benchmarks are defined from the very beginning.

We implement a structured supplier prequalification and audit process to ensure compliance with technical specifications, food safety systems, and ethical sourcing standards. Once onboarded, supplier performance is monitored continuously through KPIs and regular review meetings, with improvement plans developed jointly where needed. We also recognise and reward high-performing suppliers, reinforcing a culture of shared accountability and mutual growth.

Because our products serve both industrial clients and end consumers, consistency is non-negotiable. Whether delivering bulk shipments or household packaging, every batch must meet the same quality and safety thresholds. By cultivating open communication, encouraging innovation, and maintaining a proactive quality assurance framework, we ensure our suppliers uphold Durrah’s commitment to excellence, so that every product leaving our facility reflects the same reliability, purity, and trust.

Sustainable Procurement Practices: Durrah emphasises eco-friendly operations from water-saving measures to zero-discharge processes. How do these sustainability goals influence your procurement policies and supplier selection?

At Durrah, sustainability is embedded into the core of how we source, partner, and operate. Our commitment is reflected in our alignment with international initiatives such as the VIVE Sustainable Supply Programme, which reinforces our focus on responsible sourcing, environmental stewardship, and continuous improvement across the supply chain. For us, operational excellence and sustainability are not separate ambitions, they are interconnected and mutually reinforcing.

Within procurement, these principles are translated into clear expectations and requirements. Most of our supply contracts and framework agreements now include defined ESG clauses, ethical sourcing standards, and compliance obligations tied to environmental performance. We engage suppliers not only on product and service capability, but also on their willingness to adopt resource-efficient practices, reduce waste, and maintain transparency in their own operations.

While we have established a strong foundation, our sustainability journey is ongoing. The next phase is to formalise measurable sustainability KPIs within procurement scorecards and supplier evaluations. This will ensure that every procurement decision not only meets immediate business needs but also contributes to Durrah’s broader vision of supporting a sustainable, resilient, and future-ready food manufacturing ecosystem.

Innovation and Technology in Procurement: Operating a modern facility built recently, how are you incorporating digital tools or innovative practices such as automation, analytics, or supplier portals to enhance procurement efficiency?

Technology plays a central role in how we manage procurement and supply chain operations at Durrah. From the beginning, we implemented SAP S/4HANA as our core ERP platform, supported by an integrated eProcurement system designed specifically to streamline sourcing, approvals, and supplier interactions. These systems were not introduced as optional enhancements, they were strategic enablers of efficiency, accountability, and real-time visibility across the procurement cycle.

By automating routine and repetitive tasks, we shift our team’s focus to higher-value activities such as supplier collaboration, cost optimisation, and long-term planning. The digital workflow ensures full traceability and audit readiness, strengthening governance and improving the speed and consistency of decision-making.

We are also expanding the use of data analytics to monitor supplier performance, forecast material demand, and identify opportunities for continuous improvement. These insights support proactive planning rather than reactive problem-solving.

Beyond tools and systems, technology is reshaping how we collaborate internally and with suppliers. Our goal is to transition to a fully digital, paper-free procurement environment by 2027, reflecting Durrah’s broader commitment to innovation, sustainability, and operational excellence.

Governance and Compliance in Procurement: Procurement governance plays a key role in ensuring transparency, consistency, and ethical sourcing. How does Durrah Advanced Development Company ensure strong governance and compliance across its procurement activities, and what internal policies or frameworks help maintain these standards?

Strong governance is a core pillar of Durrah’s procurement philosophy and directly reflects our organisational value of integrity. It guides how decisions are made, how suppliers are selected, and how contracts are executed. To reinforce this, we have collaborated with leading consultancies and conducted internal alignment workshops to build policies and procedures that balance transparency, accountability, and operational agility.

All procurement transactions, from requisition to supplier award, are channelled through structured digital workflows that ensure fairness, consistency, and full traceability. Competitive tenders are managed through a secure e-bidding platform, protecting confidentiality and promoting equal opportunity among suppliers.

In cases where exceptions are needed, a clear, tiered approval framework ensures decisions remain justifiable and compliant with internal controls. This approach supports disciplined governance while enabling flexibility to meet operational realities.

Ultimately, governance at Durrah is not viewed as a constraint, it is a shared responsibility that strengthens trust, upholds ethical standards, and protects the company’s reputation while enabling sustainable business value.

Empowering the Procurement Function: You’ve mentioned that empowerment of the procurement function is something rarely seen in the private sector, yet Durrah has embraced it successfully. How has this empowerment been achieved within the organisation, and what impact has it had on your team’s ability to deliver strategic value beyond traditional cost management?

Creating an empowered procurement function has been one of Durrah’s most meaningful strategic shifts. The company recognises procurement not as a transactional support role, but as a core driver of value, efficiency, and innovation. With a direct reporting line to the Chief Executive Officer, the procurement team operates with clear authority and strong alignment to organisational objectives.

This structure ensures procurement is engaged early in decision-making and project planning, allowing us to influence specifications, optimise sourcing strategies, and anticipate risks rather than simply react to requests. It also reinforces cross-functional collaboration, enhances transparency, and accelerates execution while maintaining strict accountability and governance.

The impact has been tangible. Today, nearly 90 percent of company spend is strategically managed through the procurement function, significantly above what is typical in the private sector. This level of ownership reflects trust, operational maturity, and a shared understanding that procurement contributes to far more than cost savings.

By empowering procurement, Durrah has positioned the function as a true business partner—one that drives continuous improvement, strengthens supply chain resilience, and supports sustainable, long-term growth.

Talent, Capability Building & Culture: As procurement evolves, what skills and competencies are you cultivating within your team to meet emerging needs in analytics, supplier sustainability, or strategic sourcing?

The most important investment we have made in procurement at Durrah is in our people. Our capability-building journey began almost two years ago, sparked by a junior colleague who regularly approached me with questions on topics such as S&OP, demand planning, and make-or-buy analysis. After each discussion, I asked him to present what he had learned to the team. Those informal sessions soon evolved into structured knowledge-sharing workshops.

From there, we built the Procurement Internal Training Program, a tailored development framework covering core competencies such as contracting, sustainable procurement, demand forecasting, data analytics, and advanced Excel. Every course includes study materials, practical assignments, and internal certification to ensure learning is both applied and measurable.

We also integrate real case studies drawn from our day-to-day operational challenges, enabling the team to collaborate in small groups to solve practical problems. In addition, we invite colleagues from other departments to join certain sessions, strengthening cross-functional alignment and shared ownership of procurement outcomes.

The results have been transformative. Team members are more confident, analytical, and proactive. Curiosity has become part of our culture. Knowledge is shared, not siloed. Most importantly, the team now sees procurement not just as a role, but as a discipline that drives value, innovation, and organisational progress.

Future Trends & Procurement Vision: Looking ahead, what procurement trends or innovations do you foresee shaping the sugar and food manufacturing supply landscape? How is Durrah preparing to stay ahead of these changes?

The future of procurement in the food manufacturing industry will be shaped by how effectively organisations leverage data, technology, and market intelligence to navigate increasing volatility. Commodity price fluctuations, evolving trade dynamics, and supply chain disruptions are no longer exceptions, they are part of the operating environment. This makes forecasting accuracy, visibility, and scenario planning more critical than ever.

At Durrah, we are already exploring AI-enabled demand forecasting and advanced analytics to enhance our planning capabilities and enable faster, more informed decision-making. These tools will allow us to anticipate potential risks earlier, respond to market shifts with agility, and optimise our sourcing strategies in real time.

However, technology alone is not the full answer. The organisations that will lead in the future will be those that combine digital intelligence with human insight, strategic supplier collaboration, and a culture of continuous improvement.

Our vision is to maintain a procurement function that is intelligent, agile, and resilient, one that not only responds effectively to global market challenges but actively shapes value creation and strengthens Durrah’s competitive position for the years ahead.

In Association with:

FSF Infrastructure is a trusted industrial services and construction provider delivering comprehensive solutions including civil, mechanical, fabrication, erection of steel structures, thermal insulation, fire proofing and on-site repair. We combine engineering expertise and site-driven execution to support projects with safety, quality and reliability across sectors.

https://www.fsfinfrastructure.com/

TP

Elevating Procurement Excellence Across EMEA at TP With Gianfilippo Villa

As Director of Procurement Shared Services for EMEA, Gianfilippo Villa leads one of TP’s most strategically important functions, overseeing the harmonisation, management, and optimisation of procurement activities across Europe, the Middle East, and Africa. Since joining the company in 2014, first in the Italian branch and then in accross EMEA, he has been instrumental in building a unified, multilingual procurement organisation that operates seamlessly across borders. Today, he drives a centralised model that enhances efficiency, strengthens governance, and ensures every sourcing decision aligns with TP’s global standards and long-term business objectives.

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Procurement Transformation & Shared Services: TP emphasises a “high-touch, high-tech” procurement model via Shared Services. How does your team balance efficiency through automation with maintaining empathy in supplier relationships?

In our Group, striking the right balance between efficiency and empathy is fundamental to the transformation of procurement and shared services. Automation allows us to optimise processes, reduce lead times, and minimise errors, freeing our teams to focus on higher value activities such as negotiation, strategic planning, and continuous improvement.

However, the human component remains indispensable for building trusted and sustainable supplier relationships. This is why we maintain a “high-touch” approach centred on constant communication, active listening, and a genuine understanding of our partners’ needs. Technology supports us with data analysis, performance visibility, and operational consistency, but every strategic interaction is led directly by our teams to ensure personalisation, transparency, and mutual trust.

We consider our suppliers true strategic partners. Through shared KPIs, regular performance reviews, and co-innovation initiatives, we work collaboratively to enhance processes, improve outcomes, and generate long-term value. This model enables us to combine the efficiency of automation with the empathy of human connection, creating a procurement ecosystem rooted in collaboration, accountability, and shared growth.

Generative AI in Procurement: With TP GenAI now part of operations, how are you implementing generative AI in procurement processes such as demand forecasting, negotiation, and supplier risk assessment?

TP GenAI is TP’s interaction analytics platform, powered by Generative AI and Natural Language Processing, designed to enhance the performance of customer experience programs. Building on this foundation, we are integrating generative AI into our procurement function through several targeted applications that strengthen accuracy, agility, and decision-making.

In demand forecasting, generative AI models analyse historical data, market indicators, and external variables to generate more precise and adaptive predictions. This enables us to improve order accuracy, optimise inventory levels, and reduce the likelihood of both surplus stock and shortages.

In supplier negotiations, AI-driven tools support the creation of scenario analyses and propose data-backed negotiation strategies. These tools can even simulate negotiation dynamics based on past interactions and market benchmarks, allowing our teams to approach discussions with stronger insights and improved preparation.

For supplier risk assessment, generative AI plays a crucial role by analysing documents, news sources, performance data, and other structured and unstructured inputs. It helps identify early warning signals linked to compliance, financial health, operational delays, or geopolitical exposure. This proactive, data-driven capability strengthens our ability to mitigate risk and reinforce resilience across the supply chain.

Through these applications, generative AI is becoming a strategic enabler, enhancing the speed, precision, and intelligence of procurement activities while allowing our teams to remain focused on high-value, relationship-driven work.

Cloud & Marketplace Strategy: You recently consolidated software procurement through the Microsoft Commercial Marketplace. How has this impacted procurement agility, vendor management, and cost control?

Consolidating our software procurement through the Microsoft Commercial Marketplace has significantly strengthened agility, governance, and cost efficiency across our technology ecosystem.

From an agility standpoint, the Marketplace has streamlined the entire purchase cycle. Automated workflows, pre-validated vendors, and standardised contracting have substantially reduced approval and onboarding times. This allows us to adopt new digital solutions far more quickly and align our technology roadmap with evolving business needs.

Vendor management has also become more efficient. By centralising software engagements within a single platform, we gain clear visibility into performance, contract terms, renewals, and compliance. The broad and constantly updated catalogue makes it easier to compare solutions, identify alternatives, and strategically plan renewals with transparency and control.

Cost management is another major advantage. Enhanced reporting, consolidated spend visibility, and integrated budget monitoring tools help us avoid duplication, optimise licence utilisation, and negotiate more favourable commercial conditions. The result is a more disciplined, sustainable, and value-driven approach to software investment.

Overall, the Marketplace model has allowed us to elevate software procurement into a more strategic, data-driven capability, supporting innovation while ensuring robust cost and vendor governance.

Sustainability & Responsible Sourcing: TP is committed to UN SDGs, climate targets, and ethical sourcing. How do you embed environmental and social criteria into supplier selection and ongoing accountability?

TP embeds environmental and social responsibility into procurement through a rigorous, structured framework aligned with the UN Sustainable Development Goals and the Group’s broader ESG commitments. Every supplier is required to comply with the TP Supplier Code of Conduct, which covers critical areas including emissions reduction, energy efficiency, waste management, ethical labour practices, and human rights protections.

Sustainability performance is continuously monitored through assessments, audits, self-evaluations, and data-driven scorecards that provide transparency and accountability. This ensures suppliers not only meet our minimum standards but also demonstrate ongoing improvement. Collaboration is central to this approach, with suppliers encouraged to participate in joint initiatives such as low-impact technology adoption, renewable energy programs, and carbon-reduction efforts.

Training and awareness form another pillar of the strategy. Both internal teams and external partners engage in capability-building programmes that reinforce sustainability culture and ESG best practice across the supply chain.

From a social responsibility standpoint, TP actively promotes inclusion, diversity, and ethical compliance throughout all sourcing activities, encouraging partners to adopt these principles within their own operations.

Ultimately, sustainability is regarded as a shared responsibility across the organisation, with Procurement playing a pivotal role in ensuring that every sourcing decision supports TP’s commitment to ethical, transparent, and future-focused procurement.

Partnerships & Collaborations: TP has partnered with AI firms like Sanas and Carnegie Mellon. How does procurement evaluate and integrate strategic partnerships to enhance service delivery and innovation?

TP’s procurement function plays a central role in shaping the organisation’s innovation ecosystem by identifying, assessing, and integrating strategic partnerships with advanced technology leaders such as Sanas and Carnegie Mellon. The process begins with a clear understanding of business priorities, operational needs, and emerging opportunities, enabling the team to pinpoint partners capable of delivering measurable value and elevating service performance.

Potential partners are evaluated against a robust set of criteria, including technological maturity, co-innovation capability, sustainability credentials, scalability, and alignment with TP’s long-term strategic vision. Beyond technical compatibility, procurement also assesses cultural fit and the partner’s ability to collaborate within TP’s global ecosystem.

Once a partnership is formalised, integration is driven through structured pilot programmes, shared onboarding frameworks, and close collaboration between procurement, IT, and operations. This approach ensures that new technologies are tested rigorously, deployed efficiently, and aligned with both client expectations and operational realities.

Through these strategic partnerships, TP accelerates the adoption of AI-enabled solutions, enhances automation, strengthens analytics capabilities, and reinforces its position at the forefront of customer experience innovation. Procurement’s role in steering this ecosystem ensures that innovation is not only cutting-edge, but also scalable, sustainable, and strategically aligned.

Supplier Code & Governance: Your Supplier Code outlines zero-tolerance for corruption and strict data standards. How do you operationalise compliance, auditing, and conflict-of-interest policies across regions?

TP operationalises its global Supplier Code of Conduct through a structured governance framework that combines rigorous due diligence, continuous monitoring, and consistent enforcement across all regions. While global standards define the foundation, regional teams adapt implementation to local regulatory environments to ensure relevance and effectiveness.

Compliance begins at onboarding, where suppliers undergo integrity checks, data-security assessments, and verification against international benchmarks such as ISO 37001 for anti-bribery practices and GDPR-aligned privacy requirements. Only partners who meet these standards progress into TP’s supply base.

Ongoing governance is maintained through regular audits, documentation reviews, and digital risk-monitoring tools that provide real-time visibility into compliance performance. Should potential issues or conflicts of interest arise, established escalation protocols trigger independent investigations, with consequences ranging from corrective action plans to suspension or removal from the supplier ecosystem.

Training is another cornerstone of TP’s approach. Multilingual programmes ensure suppliers clearly understand ethical expectations, reporting procedures, and the company’s strict zero-tolerance stance on corruption and data breaches.

By combining proactive prevention, robust monitoring, and transparent enforcement, TP maintains a resilient, ethical, and accountable global supply chain.

Regional & Cultural Alignment: Leading procurement across EMEA involves navigating diverse markets and hubs. How do you tailor sourcing policies and supplier relationships across different countries?

Managing procurement across EMEA requires a framework that is globally consistent yet locally responsive. TP applies a unified strategic procurement model anchored in global policies, governance, ethics, sustainability, data management, and cost optimisation, while allowing thoughtful localisation to reflect the regulatory, economic, and cultural realities of each market.

This balance is enabled through close collaboration between PSS EMEA, Category Leaders, and local procurement teams. Global standards provide structure and transparency, while regional teams adapt processes, supplier engagement strategies, and negotiation approaches to align with local market dynamics and business practices.

Local procurement teams play a central role in identifying high-potential suppliers, building trust-based partnerships, and navigating cultural nuances. Their insights ensure that category strategies and sourcing decisions are both globally aligned and contextually effective.

Shared training programmes, cross-market workshops, and best-practice exchanges reinforce a common understanding of TP’s expectations across the region. Digital tools for category management, analytics, and forecasting further support coordinated decision-making while maintaining the agility needed to respond to shifting economic conditions.

By combining a unified governance framework with regional autonomy, TP strengthens supplier collaboration, enhances operational consistency, and builds a resilient procurement ecosystem across EMEA.

Verticalisation & Sector Expertise: TP’s procurement serves industries like finance, healthcare, telecom, and luxury. How do you build vertical-specific procurement strategies to meet unique market demands?

TP builds vertical-specific procurement strategies by combining global governance standards with deep sector insight, ensuring each industry’s unique regulatory, operational, and commercial requirements are met.

In the financial sector, procurement strategies centre on stringent data security, regulatory compliance, and partnerships with certified technology providers capable of supporting high-integrity environments.
In healthcare, priority is given to suppliers with proven capabilities in traceability, medical-grade quality standards, and strong data-protection practices.
Telecom procurement focuses on operational continuity, infrastructure resilience, and scalable solutions that support rapid technological evolution.
For luxury brands, the emphasis shifts to exceptional material quality, customisation, and ethically sourced, premium supply chains.

By tailoring sourcing frameworks to the specific needs of each vertical, TP strengthens risk management, enhances operational efficiency, and drives co-innovation with sector-aligned partners. This verticalised approach ensures procurement delivers precise, market-relevant value while supporting the organisation’s broader strategic ambitions.

Future Roadmap: Looking ahead to 2026+, what are the procurement team’s top priorities in areas like AI adoption, sustainability milestones, supplier diversity, or digital transformation?

Looking ahead to 2026 and beyond, TP’s procurement organisation is strengthening its roadmap around four core pillars: advanced AI adoption, sustainability, supplier diversity, and end-to-end digital transformation.

AI will continue to be a catalyst for procurement excellence. Building on the strategic supplier engagement programme launched in 2025, which focuses on co-innovation, artificial intelligence and long-term value creation, the team is accelerating the use of predictive analytics, automated insights, and intelligent decision-support tools. These capabilities enhance forecasting accuracy, improve supplier selection, and reduce operational risk across global markets.

Sustainability remains a fundamental priority. Procurement is embedding ESG milestones across every stage of the sourcing lifecycle, supported by measurable objectives linked to emissions reduction, responsible materials management, and circular economy principles. These actions align with TP’s broader climate commitments and reinforce responsible growth across all supply chains.

Supplier diversity also continues to evolve as a strategic lever, promoting stronger collaboration with local suppliers, small businesses, and underrepresented groups. This approach reflects TP’s commitment to inclusion and supports more resilient regional supply ecosystems.

Finally, digital transformation is enabling a more transparent, integrated, and data-driven procurement model. Automation, marketplace consolidation, and enhanced analytics are ensuring that procurement remains agile, efficient, and fully aligned with the organisation’s global strategic direction.

As part of this future-focused journey, TP values the contribution of strategic partners who share its vision. The partnership with Errebian SpA exemplifies this alignment, supporting TP through tailored, integrated solutions and ongoing collaboration in AI innovation and supply chain digitalisation. This partnership strengthens operational efficiency and reflects a mutual commitment to innovation, sustainability, and long-term performance.

In Association with:

Errebian Spa is a leading Italian distributor of workplace products and services, offering extensive office supplies, technology, safety equipment, furniture, hygiene and facility solutions. With over 50 years of experience, we support businesses nationwide with quality products, tailored services and a commitment to innovation, reliability and customer success.

https://www.errebian.it/

APEX

Building Strategic Value Through Innovation: Jonathan Jackson on Transforming Procurement at Apex Fintech

In the fast-moving world of financial technology, procurement is no longer just a back-office function, it’s a strategic engine driving efficiency, compliance, and innovation. At Apex Fintech Solutions, Jonathan Jackson has led the transformation of procurement from manual processes to a modern, AI-enhanced function that supports the company’s mission to democratise financial markets.

With a career spanning Fortune 35 firms, NGOs, and now a fintech pioneer, Jonathan shares how Apex is using technology, cross-functional alignment, and supplier collaboration to create lasting impact. In this exclusive interview, he reflects on building agile systems, fostering talent, managing risk in a highly regulated sector, and shaping the future of procurement with purpose.

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Professional Journey: You’re listed as Global Procurement Leader at Apex Fintech Solutions. Can you walk us through your career path and the key milestones that led you to this role?

My career began in Operations at the corporate office of ARAMARK Facilities Services. While leading the department, I found myself regularly meeting with vendors and developing scopes of work. At the time, I didn’t realise it, but I was already starting to dabble in procurement-related tasks.

Eventually, I transitioned into a role within ARAMARK’s Procurement department, focusing on categories related to Facilities and Technology. It was during this period that I began to truly understand the impact that supply chains can have on a company’s ability to serve its customers.

One of the things I love most about procurement is the variety, not only in the day-to-day work but also in the career opportunities it offers. I moved on to a global healthcare NGO, where I was tasked with creating the Procurement department from scratch. This involved everything from drafting policies to managing all procurement activity related to building and operating a health clinic and pharmacy.

From there, I joined Discover Financial Services, where I focused on the Professional Services category. Partnering with multiple internal departments helped me gain a deeper understanding of the business overall, and allowed me to leverage strategic vendor relationships to support new initiatives, generating real value and delivering millions of dollars in savings.

That success led me to a role at a Fortune 35 company, where I led Professional Services engagements across the US, EMEA, and LATAM regions.

Three years ago, I joined Apex Fintech Solutions to build and transform its Procurement department. We still have a long way to go, but I’m incredibly proud of our progress so far, evolving from email-based requests to a full source-to-pay platform, and recently implementing agentic AI within procurement.

Procurement’s Strategic Role at Apex Fintech: How does your procurement function support Apex’s mission to simplify and democratise access to financial markets?

Having worked across companies of different sizes and industries, I’ve seen what procurement looks like at various stages of maturity. For procurement to move beyond being viewed as a roadblock or a purely transactional function, it needs to demonstrate how it creates real value.

At Apex, we’re working hard to become a more strategic partner by aligning our work with some of the company’s core values. The two values we most closely connect with are: “Innovate for Lasting Impact” and “Be Collaborative, Respectful, and Inclusive.”

When I joined Apex, procurement engagement primarily happened via email and Slack. This was inefficient and required manual coordination with multiple departments for contract reviews and approvals. One of the challenges with rapidly evolving technology is knowing when to adopt it and how deeply to go. We took a phased approach, building foundational stability by implementing interconnected systems before advancing to a full Source-to-Pay platform.

We chose ZIP to help us automate workflows and increase transparency. More recently, we’ve implemented ZIP AI Agents, which are helping us automate manual tasks and significantly reduce end-to-end cycle times.

For me, innovation is intrinsically linked to collaboration. Every decision to innovate is ultimately about strengthening partnerships and creating value. When designing new systems, we collaborate closely with internal SMEs to ensure the solutions meet both our needs and theirs. By leveraging technology, we’re freeing up time to focus more on stakeholder engagement and strategic planning.

Someone recently asked me how AI agents will benefit procurement. While procurement is a function, it also represents a multi-departmental process. If these agents can improve user experience, enhance compliance, validate data, and reduce cycle times, then that’s a win, not just for procurement, but for the entire organisation.

Sustainable & Responsible Procurement: What initiatives or criteria has your team implemented to ensure ethical, sustainable, and compliant procurement practices, especially given the highly regulated fintech environment?

When designing procurement workflows and approval processes, we work in close partnership with leaders from Legal, Risk, Data Privacy, Finance, and various technology committees. Every workflow is built with intent, we guide employees through a structured series of questions and data fields designed to identify exactly which departments need to review and approve a request.

Procurement regularly collaborates with these stakeholders to review and update workflows, ensuring we remain aligned with evolving regulatory requirements and organisational policies. This is particularly critical in the context of emerging technologies, especially with the rapid evolution of AI and data privacy regulations.

By embedding compliance and governance into the foundation of our processes, we’re able to maintain control, reduce risk, and uphold ethical and sustainable procurement practices in an increasingly complex and regulated environment.

Supplier Relationship Management: In a market processing millions of transactions daily, what strategies do you use to select, onboard, and maintain strong relationships with suppliers, especially around quality, security, and scalability?

Whether internal or external, building relationships is something I invest significant time and effort into. Transactional relationships might deliver short-term wins, but they rarely support long-term strategic value. Throughout my career, I’ve seen procurement leaders approach vendors with a one-sided mindset, while it might help close a specific deal, it often backfires at renewal time.

I see suppliers as key partners in achieving our business goals. By cultivating strong relationships, I’ve seen vendors proactively support us, flagging issues like potential tariffs or inventory shortages before they become a problem. When we negotiate, we’re not only looking at pricing, we’re also looking for ways the vendor can help us solve broader challenges or add value in other areas.

One of my favourite examples of this comes from the early days of COVID. We had a critical project underway, and the vendor supporting us was facing potential layoffs. We were able to reallocate additional work to them, which helped them avoid staff reductions. In return, they offered us further discounts. That kind of mutual support builds trust, and ultimately leads to better, more resilient partnerships.

Technology Integration & Automation: How have you leveraged procurement technology, such as e‑procurement tools, RPA, or AI, to automate processes, reduce risk, and improve transparency? What systems are you most excited about?

As I touched on earlier, we implemented a Source-to-Pay (S2P) platform called ZIP, which has significantly reduced cycle times and improved transparency across our procurement process. Since adopting ZIP, we’ve reduced average cycle times by over 33%, even compared to our previous Procure-to-Pay system.

One of the key benefits is visibility, requestors can now see exactly where their request sits in real time, along with the remaining approval steps and estimated completion timelines. This level of transparency has had a big impact on stakeholder engagement and satisfaction.

What I’m most excited about right now is the launch of AI agents within ZIP. We recently implemented these agents to handle specific tasks within the procurement workflow, and they’re already helping us improve the user experience, enhance data accuracy, and further reduce cycle times. It’s another important step in our journey toward a smarter, more efficient procurement function.

Risk Management & Cybersecurity: Given the growing importance of cyber resilience in fintech, how does procurement collaborate with cybersecurity stakeholders (e.g., CISO, IT) to vet and manage supplier risk?

Procurement is often associated with cost savings, and while that’s certainly a key way we deliver value, risk and security are even more critical in today’s fintech environment. At Apex, our commitment to these areas is foundational to how we operate.

From the outset, our Risk and Cybersecurity teams were actively involved in designing our procurement tools and processes. They not only contributed to the development of our ZIP platform but also have built-in approval steps within the workflow. In addition, I serve on both the Risk Committee and the AI Committee within the firm, which ensures procurement remains closely aligned with evolving risk frameworks and priorities.

One of the ways we go beyond standard practice is by applying reviews and assessments not just at the vendor level, but at the individual request level, even for renewals. This is increasingly important as software vendors frequently update their terms, particularly around AI and data privacy. Every engagement, no matter how routine it may seem, goes through a rigorous vetting process to ensure ongoing compliance and security.

Agility & Market Response: With global supply chain volatility and rapid fintech evolution, how does your team stay agile and responsive in sourcing key services and technology?

We stay agile by actively networking with industry leaders and partnering with organisations such as Group Purchasing Organisations (GPOs) and market intelligence firms. These relationships help us stay ahead of trends, whether it’s anticipating pricing increases or identifying when companies are moving away from certain vendors in favour of better alternatives.

By working with partners who support procurement teams across a wide range of industries and geographies, we gain access to deep market insights. This broader perspective enables us to respond quickly, make informed decisions, and stay competitive in an environment that’s constantly evolving.

Talent & Team Development: What strategies are in place to develop procurement talent at Apex, through training, certifications, partnerships with educational bodies, or internal mentorship programs?

At Apex, learning and development are deeply valued across the organisation. One of the most exciting initiatives currently underway is our firm-wide effort to become an “AI First” company. This involves equipping all employees with the tools and training to effectively integrate AI into their daily workflows.

Within the Procurement team specifically, we budget for traditional professional development opportunities such as conferences and certifications. But we also take advantage of the capabilities offered by our strategic partners. Several of our key vendors provide customised training resources, including one-on-one coaching and tailored learning programmes. This hybrid approach, combining external partnerships with internal initiatives, helps us build a highly capable, future-ready procurement team.

Future Vision for Procurement: Looking ahead, what are your key objectives for advancing the procurement function at Apex over the next 2–3 years, particularly in areas like innovation, digital fit, and strategic sourcing?

It’s easy to get caught up in chasing the latest technology, but we continue to approach innovation through a focused lens: are we adopting new tools simply because they’re new, or because they genuinely create value and solve real challenges?

Over the next few years, we’ll continue to explore where AI can provide exponential value. AI will be used in partnership with our team, particularly in areas like automation and data validation, so that we can access better insights, faster. This enables the Procurement team to dedicate more time to strategic planning and execution.

Our work spans multiple systems and tools, many of which are owned by other departments. One of our key priorities will be leveraging the data and insights within those systems to drive smarter, faster decision-making. It’s not just about digital transformation for its own sake, it’s about enabling agility and long-term impact across the entire organisation.

In Association with:

Redesign Group is a global technology and cybersecurity firm dedicated to driving digital transformation. The company partners with organizations to design, deploy, and manage tailored strategies across modern data centers, cloud, managed services, and security. With deep expertise, an outcomes-driven approach, and a commitment to excellence, Redesign Group helps clients accelerate growth, reduce risk, and unlock innovation for a smarter, more secure future.

https://www.redesign-group.com/

Varisource is a technology buying and management platform that enables organizations to achieve greater cost efficiency across their vendor ecosystem. The company provides access to market data, discounts, rebates, and benchmarking insights across 100+ spend categories, helping procurement teams buy better and manage easier. As a strategic supplier to Apex, Varisource complements the platform’s capabilities by embedding cost-optimization and spend intelligence into the broader supplier lifecycle.

http://www.varisource.com

Verizon is a leading American telecommunications company that delivers industry-leading wireless, broadband, fiber, and Internet-of-Things solutions. It connects millions of businesses, consumers, and communities through its robust network and innovative technology. Driven by its purpose—“We power and empower how people live, work and play”—Verizon is committed to reliability, customer-centric innovation, and responsible growth.

https://www.verizon.com/

TEKsystems is a global leader in talent and technology solutions, partnering with organisations to accelerate transformation and deliver measurable impact. The company provides end-to-end services across consulting, cloud, data, and business operations, helping clients bridge the gap between people and technology. With deep industry expertise and a results-driven approach, TEKsystems empowers businesses to innovate, scale, and achieve their strategic goals.

https://www.teksystems.com/en/

Strategic Resilience: Mohamed Abdlattif Osman on Building Smarter Procurement for Tomorrow

With nearly two decades of experience across industrial manufacturing, telecoms, mining, FMCG, and real estate, Mohamed Abdlattif Osman brings a rare blend of regional insight and global strategy to procurement leadership. From managing critical fuel supply in crisis-hit Sudan to implementing Oracle Fusion, data centres, SAP S/4HANA, and AI-powered planning tools in the UAE, his career has been defined by adaptability, innovation, and measurable impact.

In this Executive Insight, he reflects on the evolving role of procurement across diverse sectors and markets, the importance of digital tools and ESG integration, and why cultural intelligence, curiosity, and consistent delivery remain the hallmarks of long-term procurement success.

Career Journey: Can you share your journey into procurement leadership and the key milestones that have shaped your approach across different industries and regions?

My procurement career began in Sudan’s industrial sector, managing the sourcing of machines, raw materials, and spare parts for steel manufacturing. I later moved into oil and gas with Petrodar, a joint venture between CNPC, Petronas, and the Sudanese government, during the country’s oil boom. This period taught me how to manage complex supply ecosystems under pressure.

I spent time in the FMCG sector with Coca-Cola, handling MRO supplies, followed by a pivotal role in the cement industry at ASEC Cement Group. I led procurement for a $400 million greenfield plant, one of only two in the region, where I built local vendor networks to reduce lead times, secured MRO and fuel during national shortages, and helped stabilise operations in a highly volatile environment.

At Alliance for Mining, a Gazprom subsidiary, I supported growth from inception to becoming one of the region’s largest gold producers. In telecoms, I led a procurement transformation at MTN Sudan, rolling out Oracle, introducing Sievo for spend analysis, and developing Power BI dashboards to improve decision-making. I also built a fuel distribution system for over 2,000 sites and delivered multimillion-dollar savings through OEM partnerships with Huawei, Ericsson, and Nokia.

Later, in the F&B sector, I oversaw regional supply chain operations across the MEA region, creating a UAE-based hub to enhance resilience. Across each role, I’ve carried forward the same principles: understand the market, tailor the strategy, and deliver measurable results.

Resilience Across Regions: How has your leadership contributed to overcoming regional challenges and building resilient procurement functions?

Resilience requires balancing local agility with global standards. In Sudan, I kept operations running through severe fuel shortages and currency devaluation by building a long-term fuel distribution programme backed by reliable African suppliers.

In telecoms, I developed redundancy across supply chains by diversifying vendors, leveraging OEM relationships, and using digital tools like Power BI for real-time stock visibility. At Julius Meinl, I built a UAE hub that capitalised on free-zone advantages to ensure steady inventory flow for the region.

Today, I rely heavily on SAP S/4HANA, Sievo, and other analytics platforms to drive compliance, performance monitoring, and supplier collaboration. My philosophy remains the same: qualify suppliers rigorously, plan proactively, and measure performance consistently.

Sustainability in Procurement: How are you integrating sustainable practices into procurement and what strategies have proven most effective?

Sustainability isn’t one-size-fits-all. In the cement industry, I partnered with FLSmidth on one of the few green cement plants in the MEA region, incorporating emissions controls and energy efficiency from the outset.

At MTN Group, I supported ESG initiatives to reduce fuel emissions and collaborated with local community organisations to repurpose warehouse waste sustainably.

While at Julius Meinl, a company with a 160-year legacy of sustainability, I supplied eco-friendly products to the MENA region. Supporting their food sustainability initiatives globally was both rewarding and aligned with my personal values.

My approach is to localise global sustainability frameworks, prioritising pragmatic solutions that align with the capabilities of the market while still driving real results.

Supplier Relationships and Quality Assurance: What strategies do you use to build long-term supplier partnerships and ensure quality delivery in complex environments?

In markets like Sudan, trust and loyalty are key. At ASEC Cement and MTN Sudan, close personal supplier relationships ensured consistency even under high-stakes conditions. I’ve always emphasised mutual value creation and cultural understanding.

At Alliance for Mining, I worked closely with international and local partners to rapidly expand MRO and fuel capacity. OEM partnerships helped us maintain consistent standards across telecom network expansions.

In the UAE, I combine SRM tools with performance metrics like KPIs, supplier scorecards, and regular reviews. Transparent communication and cultural respect are the cornerstones of every supplier relationship I manage.

Digital Transformation in Procurement: Which digital tools have had the most transformative impact on your procurement operations?

Digitalisation has been integral to every role. At MTN, I led a major Oracle rollout, standardising procurement across a challenging landscape. Sievo provided clarity on spend, and Power BI dashboards helped monitor warehouse performance, including spares and indirect inventory.

At Julius Meinl, I consolidated inventory visibility across the MEA region using a regional hub in the UAE, which enhanced responsiveness and control. Today, SAP S/4HANA and Power BI continue to support compliance, analytics, and supplier collaboration.

The key is adapting the level of digital transformation to the market maturity, technology must serve outcomes, not just processes.

Inventory and Forecasting: How do you balance cost optimisation and availability in dynamic markets?

At MTN, I expanded forecasting to cover indirect materials, partnering with 3PLs like Bolloré and Aramex, as well as developing a local distributor as a logistics partner, to maintain supply across over 2,000 telecom sites. Strategic buffer stocks and safety inventory ensured business continuity.

In FMCG, I leveraged warehousing in Jebel Ali and DWC, partnering with RSA Global to create a regional hub. This structure reduced lead times and improved stock rotation while controlling working capital. Today, AI-powered planning tools combined with real-time market intelligence ensure high availability and JIT delivery across complex project schedules.

Risk Management in Procurement? With global volatility increasing, how do you ensure procurement continuity through effective risk planning?

Risk planning has been at the heart of my career. In Sudan, I developed fuel contracts that safeguarded supply during currency collapses and political unrest. At MTN, I used Power BI to track warehouse stocks and secured local backup vendors.

In mining, I built procurement models from zero to full-scale operations, layering redundancy and contingency planning across every phase.

At Julius Meinl, I mapped compliance and logistics risks using structured matrices. Now, I apply SAP S/4HANA scenario modelling to navigate geopolitical shifts and supply disruptions with greater foresight.

Challenges in Procurement: What challenges have you faced across industries, and how have you adapted to stay competitive?

In Sudan, I had to build vendor ecosystems from scratch, deal with limited infrastructure, and work under restrictive import laws. Success required adaptability, local ingenuity, and global quality benchmarks.

In Africa more broadly, procurement systems are often fragmented, navigating these required flexible frameworks and cultural intelligence.

In the UAE, compliance expectations and performance metrics are far more stringent. I’ve adapted by deploying scalable systems, investing in data visibility, and focusing on stakeholder engagement to meet rising demands without compromising speed or quality.

Trends Shaping the Future: What trends are redefining procurement and supply chain management in your view?

Digital transformation and ESG integration are leading the charge. In Africa, mobile-first procurement and blockchain pilots are gaining traction to improve transparency and inclusion. In the GCC, AI tools, predictive analytics, and sustainability reporting are quickly becoming essential.

I’m exploring machine learning to score supplier risk, ESG dashboards for sourcing, and greater cross-border knowledge-sharing to build smarter, more integrated supply chains.

The future belongs to leaders who can bridge global systems with regional realities, adapting innovation to deliver sustainable value.

Advice to Aspiring Procurement Leaders: With nearly 20 years in the field, what guidance would you offer to the next generation of procurement professionals?

First, master cultural intelligence. Relationship-building has been as crucial in Africa as technical know-how is in the UAE. Second, pace your technology adoption. I’ve moved from spreadsheets to Oracle, to SAP S/4HANA, always aligning tech with maturity. Third, measure your impact. Track results, savings, efficiency gains, delivery improvements. Numbers speak louder than narratives. Fourth, network widely and seek mentors. Diverse connections will expose you to broader ideas and faster growth. Finally, stay curious. Every market has unique lessons. That mindset, of constant learning and adaptability, has been my greatest asset throughout this journey.

Author: Christopher OConner

Building on Tradition: Markos Poulios on Procurement Excellence and Innovation at FHL Group

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Optimising Vertical Integration: FHL operates quarries and processing facilities across Greece and subsidiaries in other countries. How do you harmonise procurement policies and maintain consistency in quality, compliance, and delivery across such a diverse global footprint?

Balancing Cost, Quality and Heritage: FHL is renowned for high-quality white marbles such as Thassos, Prinos, and Volakas. How do you uphold this heritage and exacting quality standards in vendor sourcing, while balancing sustainability and cost pressures?

Navigating Supply Chain Disruption: Global markets for marble and granite have experienced volatility, with fluctuating demand and logistic challenges. How have you structured procurement to absorb price shocks, supply chain disruptions, and fluctuations in raw material availability?

Sustainability and Ethical Procurement: With large-scale quarrying and international exports, environmental and social responsibility are increasingly critical. How is FHL embedding sustainability, such as resource efficiency, environmental protection, or worker safety, into procurement decisions?

Leading and Empowering Your Team: You manage a team of six assistants and coordinate complex procurement efforts. How do you maintain team cohesion, morale, and performance in a demanding, operations-intensive environment while fostering long-term capability development?

In Association with:

Transforming Luxury Procurement: Vishal Noronha on Innovation, Sustainability, and the Future of Retail Excellence

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Career Journey: Can you share your career journey and what led you to your role as Vice President of Group Procurement at Chalhoub Group? What experiences have most influenced your leadership style in procurement and strategic sourcing?

Procurement’s Role in Retail Excellence: Chalhoub Group is a leading luxury retailer and distributor in the Middle East. How does your procurement team support the Group’s commitment to excellence across retail, distribution, and beauty sectors?

Sustainability in Procurement and Supply Chain: Sustainability is a key focus for Chalhoub Group, particularly through initiatives like the Chalhoub Impact program. How is procurement driving sustainability across your supply chain, and what recent initiatives have shown the most promise?

Supplier Partnerships and Quality Standards: Given Chalhoub Group’s extensive portfolio of luxury brands, what strategies do you use to create strong, transparent supplier relationships while maintaining the high-quality standards required in the luxury retail space?

Demand Forecasting and Inventory Management: In an industry where customer demand can shift rapidly, how does your team approach inventory management and demand forecasting to balance product availability and cost efficiency?

Risk Management Across Global Supply Chains: As a major player with global operations, how does Chalhoub Group manage supply chain risks to ensure continuity and resilience, especially in light of recent geopolitical and logistical challenges?

Challenges in Procurement for Luxury Retail: What are some of the unique procurement challenges faced in the luxury retail sector, and how does Chalhoub Group navigate these to maintain competitive advantage and brand integrity?

Future Trends in Procurement and Retail Supply Chains: What trends do you see shaping the future of procurement in luxury retail, and how is Chalhoub Group positioning itself to adapt to these changes?

In Association with:

Procurement with Purpose: Mohamed Kheir on Resilience, Sustainability, and National Alignment

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Career Journey & Leadership Philosophy: Can you share your career journey and what led you to your role as Procurement Director at Durrah? Which experiences have most influenced your approach to procurement leadership in the food manufacturing sector?

Procurement’s Role in Manufacturing Excellence: Durrah’s sugar refinery in Yanbu is celebrated for its state-of-the-art technology and high production standards. How does your procurement strategy support manufacturing excellence, ensuring quality and reliability in production?

Aligning Procurement with Saudi Vision 2030: Established in partnership with Saudi developers and global agribusiness leaders, Durrah’s operation aligns with national goals for diversification and food security. How does your procurement approach reinforce these strategic objectives?

Supplier Relationships & Quality Assurance: With a supply chain that serves both industrial clients and households, how do you build trusted supplier relationships and ensure consistent product quality across various segments?

Sustainable Procurement Practices: Durrah emphasises eco-friendly operations from water-saving measures to zero-discharge processes. How do these sustainability goals influence your procurement policies and supplier selection?

Innovation and Technology in Procurement: Operating a modern facility built recently, how are you incorporating digital tools or innovative practices such as automation, analytics, or supplier portals to enhance procurement efficiency?

Talent, Capability Building & Culture: As procurement evolves, what skills and competencies are you cultivating within your team to meet emerging needs in analytics, supplier sustainability, or strategic sourcing?

Future Trends & Procurement Vision: Looking ahead, what procurement trends or innovations do you foresee shaping the sugar and food manufacturing supply landscape? How is Durrah preparing to stay ahead of these changes?

In Association with:

Elevating Procurement Excellence Across EMEA at TP With Gianfilippo Villa

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Procurement Transformation & Shared Services: TP emphasises a “high-touch, high-tech” procurement model via Shared Services. How does your team balance efficiency through automation with maintaining empathy in supplier relationships?

Generative AI in Procurement: With TP GenAI now part of operations, how are you implementing generative AI in procurement processes such as demand forecasting, negotiation, and supplier risk assessment?

Cloud & Marketplace Strategy: You recently consolidated software procurement through the Microsoft Commercial Marketplace. How has this impacted procurement agility, vendor management, and cost control?

Sustainability & Responsible Sourcing: TP is committed to UN SDGs, climate targets, and ethical sourcing. How do you embed environmental and social criteria into supplier selection and ongoing accountability?

Partnerships & Collaborations: TP has partnered with AI firms like Sanas and Carnegie Mellon. How does procurement evaluate and integrate strategic partnerships to enhance service delivery and innovation?

Supplier Code & Governance: Your Supplier Code outlines zero-tolerance for corruption and strict data standards. How do you operationalise compliance, auditing, and conflict-of-interest policies across regions?

Regional & Cultural Alignment: Leading procurement across EMEA involves navigating diverse markets and hubs. How do you tailor sourcing policies and supplier relationships across different countries?

Verticalisation & Sector Expertise: TP’s procurement serves industries like finance, healthcare, telecom, and luxury. How do you build vertical-specific procurement strategies to meet unique market demands?

Future Roadmap: Looking ahead to 2026+, what are the procurement team’s top priorities in areas like AI adoption, sustainability milestones, supplier diversity, or digital transformation?

In Association with:

Building Strategic Value Through Innovation: Jonathan Jackson on Transforming Procurement at Apex Fintech

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Professional Journey: You’re listed as Global Procurement Leader at Apex Fintech Solutions. Can you walk us through your career path and the key milestones that led you to this role?

Procurement’s Strategic Role at Apex Fintech: How does your procurement function support Apex’s mission to simplify and democratise access to financial markets?

Sustainable & Responsible Procurement: What initiatives or criteria has your team implemented to ensure ethical, sustainable, and compliant procurement practices, especially given the highly regulated fintech environment?

Supplier Relationship Management: In a market processing millions of transactions daily, what strategies do you use to select, onboard, and maintain strong relationships with suppliers, especially around quality, security, and scalability?

Technology Integration & Automation: How have you leveraged procurement technology, such as e‑procurement tools, RPA, or AI, to automate processes, reduce risk, and improve transparency? What systems are you most excited about?

Risk Management & Cybersecurity: Given the growing importance of cyber resilience in fintech, how does procurement collaborate with cybersecurity stakeholders (e.g., CISO, IT) to vet and manage supplier risk?

Agility & Market Response: With global supply chain volatility and rapid fintech evolution, how does your team stay agile and responsive in sourcing key services and technology?

Talent & Team Development: What strategies are in place to develop procurement talent at Apex, through training, certifications, partnerships with educational bodies, or internal mentorship programs?

Future Vision for Procurement: Looking ahead, what are your key objectives for advancing the procurement function at Apex over the next 2–3 years, particularly in areas like innovation, digital fit, and strategic sourcing?

In Association with:

Career Journey: Can you share your journey into procurement leadership and the key milestones that have shaped your approach across different industries and regions?

Resilience Across Regions: How has your leadership contributed to overcoming regional challenges and building resilient procurement functions?

Sustainability in Procurement: How are you integrating sustainable practices into procurement and what strategies have proven most effective?

Supplier Relationships and Quality Assurance: What strategies do you use to build long-term supplier partnerships and ensure quality delivery in complex environments?

Digital Transformation in Procurement: Which digital tools have had the most transformative impact on your procurement operations?

Inventory and Forecasting: How do you balance cost optimisation and availability in dynamic markets?

Risk Management in Procurement? With global volatility increasing, how do you ensure procurement continuity through effective risk planning?

Challenges in Procurement: What challenges have you faced across industries, and how have you adapted to stay competitive?

Trends Shaping the Future: What trends are redefining procurement and supply chain management in your view?

Advice to Aspiring Procurement Leaders: With nearly 20 years in the field, what guidance would you offer to the next generation of procurement professionals?

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