GE Appliances to Invest $3 Billion in U.S. Manufacturing Expansion and Reshoring

GE Appliances has unveiled plans for a landmark $3 billion investment over the next five years, focused on expanding and modernising its U.S. manufacturing footprint. The initiative is designed to reinforce domestic production capabilities, create new jobs, and support a broader strategy to localise supply chains and mitigate exposure to global trade risks. This reshoring effort continues GE Appliances’ commitment to its “zero-distance” manufacturing model, bringing operations closer to consumers and decision-makers.

A Nationwide Investment in Capacity and Innovation

The company’s investment will be spread across its facilities in Kentucky, Alabama, Georgia, Tennessee, and South Carolina. This represents GE Appliances’ largest U.S. expansion since the opening of Appliance Park in the 1950s. The investment will support the production of key appliance categories such as air conditioners, water heaters, and gas ranges, helping to shift manufacturing away from overseas facilities.

Since being acquired by Haier in 2016, GE Appliances has invested $2.5 billion into U.S. operations. With this new announcement, the total commitment will reach $6.5 billion, reflecting the brand’s long-term vision to strengthen its domestic supply chain.

Reshoring and Job Growth

The reshoring initiative will create more than 1,000 new jobs, adding to the company’s 15,000-person workforce across the U.S. Earlier this year, GE Appliances announced a separate $490 million investment at its headquarters in Louisville, Kentucky. That project involves relocating production of front-load washers and combo units from China to the U.S., adding 800 new jobs. The redesigned laundry facility will incorporate automation and robotics, including automated guided vehicles (AGVs) and autonomous mobile robots (AMRs), with full deployment expected by 2027.

Responding to Economic and Policy Pressures

The move aligns with a growing reshoring trend in U.S. industry. Tariff pressures, evolving global trade policies, and lessons learned from the COVID-19 pandemic have all contributed to a renewed focus on domestic production. GE Appliances is among a wave of companies alongside sectors like semiconductors and pharmaceuticals making bold moves to regain control over their supply chains.

Beyond the manufacturing benefits, GE Appliances estimates that its broader U.S. operations contribute over $30 billion in economic impact annually, supporting more than 113,000 jobs through its network of suppliers, partners, and distributors.

What This Means for Procurement Leaders

For procurement professionals, GE Appliances’ expansion sends a clear message: resilient, localised supply chains are no longer optional—they are a competitive advantage. The company’s focus on smart manufacturing will require suppliers to evolve, offering higher levels of flexibility, digital integration, and sustainability. The shift also signals a greater emphasis on long-term value and supplier collaboration rather than just cost reduction.

With new production hubs being established and automation on the rise, procurement teams must be ready to meet demands for speed, innovation, and digital capability. Workforce development, data visibility, and strategic supplier relationships will become critical levers in supporting GE Appliances’ transformation and similar moves across the manufacturing sector.

Closing Insights

GE Appliances’ $3 billion investment represents more than a financial commitment; it’s a strategic pivot that reflects the evolving priorities of modern manufacturing. As the company brings production closer to home, procurement leaders must adapt to this new reality where resilience, automation, and partnership define success.

About GE Appliances

GE Appliances, a Haier company, is headquartered in Louisville, Kentucky, and produces appliances under brands including GE, GE Profile™, Café™, Monogram™, Haier™, and Hotpoint™. With manufacturing plants and distribution centres across the U.S., GE Appliances has been a leader in reshoring efforts and innovation in smart manufacturing since its acquisition by Haier in 2016.

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Embedding Purpose into Procurement: Sam Achampong on ESG, Ethics, and Sustainable Leadership

As global expectations rise around ethical sourcing, environmental stewardship, and responsible supply chains, procurement has emerged as a critical lever for delivering meaningful ESG outcomes. Sam Achampong, Regional Director for the Chartered Institute of Procurement & Supply (CIPS) across the Middle East, Africa, and Asia Pacific, has been at the forefront of this transformation.

In this Executive Insight, Sam shares how CIPS is helping governments, multinationals, and procurement professionals embed sustainability into their strategies, not just through policy, but through measurable action. From deploying frameworks like ISO 20400 and the CIPS Procurement Excellence Standard, to advancing third-party ESG assurance, Sam highlights why procurement must be both principled and pragmatic to meet the demands of today’s complex global landscape.

Sustainability in Procurement Leadership: CIPS is a global advocate for ethical and sustainable procurement. In your leadership role across the Middle East, Africa, and Asia Pacific, how are sustainability metrics being integrated into procurement strategies, and what frameworks does CIPS recommend for embedding them effectively?

 

In my leadership role across the Middle East, Africa, and Asia Pacific, sustainability metrics are increasingly being embedded into procurement strategies through clear alignment with established frameworks such as ISO 20400 (Sustainable Procurement). This allows organisations to set measurable targets around carbon reduction, ethical sourcing, and circular economy practices.

We’re actively working with a wide range of stakeholders, including governments, multinationals, and public-sector organisations, to implement the CIPS Procurement Excellence ESG programme. This initiative is specifically designed to promote continuous improvement and best practice across procurement, supply chain, and ESG functions. To support capability building, we also provide training and certifications such as the CIPS Ethical Procurement and Supply certificate and the globally recognised CIPS kitemark.

CIPS recommends that sustainability be embedded throughout the procurement lifecycle, from category strategy development and supplier selection to contract performance management. This involves assessing suppliers’ environmental and social impact, adopting life cycle costing approaches, and integrating KPIs such as CO₂ reduction, waste minimisation, and fair labour practices directly into procurement processes.

Ultimately, embedding sustainability into procurement requires more than just frameworks and policies. It calls for a cultural shift that positions procurement as a key enabler of responsible growth, long-term resilience, and value creation across global supply chains.

Driving Sustainable Sourcing Across Diverse Markets: With your oversight across regions at different stages of development, what specific steps has CIPS taken to promote sustainable sourcing practices, and how do you tailor these efforts to meet the unique challenges of each market?

 

Our aim is to support organisations at their unique stages of ESG maturity. These maturity levels aren’t defined solely by geography but also by industry sector and category of spend. For instance, the FMCG sector often demonstrates a more advanced supply chain maturity, whereas the construction industry faces distinct and complex ESG challenges. In regions like the Middle East, these challenges are further amplified, requiring innovative and context-specific solutions, particularly in the construction space.

CIPS has partnered with a wide range of organisations to promote sustainable sourcing practices. Entities such as the Federal Tax Authority (UAE), BAPCO, and the UAE Space Agency have earned the CIPS Corporate Ethics Kitemark, showcasing their commitment to ethical and responsible procurement. Additionally, organisations like Dubai’s Roads and Transport Authority (RTA), Qatar Foundation, and NEOM have achieved the CIPS Procurement Excellence Standard, demonstrating not only adherence to best practice but also a dedication to continuous improvement.

These recognitions are more than just certifications; they reflect a deeper commitment to embedding ESG principles into core procurement strategies. At every stage, we work closely with stakeholders to tailor our guidance, ensuring relevance to the unique regulatory, environmental, and operational dynamics of each market.

Benchmarking Supplier Sustainability Credentials: From a CIPS perspective, what tools or criteria do you advise organisations to use when assessing the sustainability performance of their suppliers? How important is third-party verification in this process?

 

CIPS strongly advocates a structured, risk-based approach to assessing supplier sustainability. Recommended tools include pre-qualification questionnaires aligned with international standards such as ISO 14001 (Environmental Management) and ISO 45001 (Occupational Health & Safety), alongside supplier sustainability scorecards and clearly defined KPIs related to environmental impact, ethical labour practices, and social responsibility.

ESG data platforms like EcoVadis and Sedex play a key role in helping organisations benchmark supplier performance and track improvements over time. Lifecycle analysis can also be particularly useful in identifying product-level environmental impacts.

Third-party verification is highly encouraged. It provides independent assurance that suppliers are genuinely meeting their sustainability commitments. Verified certifications and accredited audits reduce the risk of greenwashing and demonstrate due diligence to regulators, investors, and stakeholders. While self-assessments can offer an initial view, third-party validation becomes critical in high-risk categories or when sustainability performance is contractually significant.

Through the CIPS Procurement Excellence ESG standard, we incorporate all of these elements into a single, comprehensive assessment, offering independent accreditation that validates an organisation’s ESG performance and commitment.

Cost vs. Commitment to Sustainability: Balancing cost-efficiency with sustainability can be a challenge. How does CIPS support procurement professionals to maintain sustainability goals without compromising financial performance?

 

Cost and sustainability are not mutually exclusive. The very definition of procurement is “the actions to obtain goods and services at the lowest total cost of ownership.” The key variable here lies in how we define and calculate that total cost of ownership, and in today’s world, that must include ESG considerations.

Sustainability is defined as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Therefore, when evaluating total cost of ownership, procurement professionals must assess not only financial impact, but also long-term environmental and social implications.

CIPS supports this by guiding organisations to embed ESG factors into cost analysis, training, and strategic decision-making frameworks. It should not be considered optional to knowingly procure in an unsustainable way, doing so violates the core principles of procurement itself, by neglecting the true total cost of ownership.

Showcasing Global ESG Impact: You’ve had the opportunity to work with organisations and governments across multiple continents. Can you share a few standout examples of sustainable procurement or ESG initiatives that have had a measurable impact, either through CIPS involvement or regional leadership?

 

Across the regions I oversee, we’ve partnered with a wide range of organisations at different stages of ESG maturity, tailoring our support to sector-specific challenges and local market dynamics. For instance, in the construction sector, particularly in the Middle East, we’ve helped organisations navigate unique sustainability obstacles by encouraging creative, regionally appropriate solutions.

Some standout examples include our work with the Federal Tax Authority (UAE), BAPCO, and the UAE Space Agency, all of which achieved the CIPS Corporate Ethics Kitemark, demonstrating strong commitments to ethical and sustainable procurement practices.

We’ve also worked with major public and private sector bodies such as Dubai’s Roads and Transport Authority (RTA), Qatar Foundation, and NEOM, who have attained the CIPS Procurement Excellence Standard. These achievements reflect measurable progress in embedding ESG into procurement strategy, governance, and continuous improvement frameworks.

Each of these examples underscores the broader shift toward procurement as a strategic driver of sustainable development, and shows how ESG is becoming an integral part of performance and value creation on a global scale.

TAQA Morocco

Powering Procurement Excellence: Mohamed Berrechid on Strategic Sourcing Leadership at TAQA Morocco

In this Executive Insight, Mohamed Berrechid, Procurement & Contracts Director at TAQA Morocco, shares his strategic perspective on procurement’s evolving role in the energy sector. From leading digital transformation and driving sustainability, to managing global supply chain risks and supporting Morocco’s national energy goals, Mohamed offers practical, forward thinking advice shaped by years of industry experience. His approach is rooted in efficiency, transparency, and resilience, with a clear focus on aligning procurement with broader business and environmental objectives.

 

Click below to access the digital version

 

Career Journey: Can you share your career path and what led you to your current role as Procurement & Contracts Director at TAQA Morocco? How have your previous experiences shaped your approach to procurement and contracts management?

As the Procurement & Contracts Director at TAQA Morocco, I’m privileged to lead strategic sourcing and contract management for a company that plays a pivotal role in Morocco’s energy sector, contributing to nearly 35 percent of the national electricity demand. My career has been shaped by a passion for optimising supply chains and fostering sustainable partnerships, which has culminated in this exciting and impactful role.

My journey began at Prudent Consultants, where I worked as a consultant in the energy sector. There, I developed a strong foundation in supplier relationship management and contract negotiation. Early in my career at TAQA Morocco, I worked in business development and was an integral part of the team that negotiated major EPC contracts, including closing the Africa Power Deal of the Year in 2015. That experience taught me the importance of aligning procurement strategies with broader organisational goals, a principle I continue to uphold today.

Joining TAQA Morocco felt like a natural progression, given its commitment to sustainable energy and operational excellence. I was drawn to the company’s leadership in private power generation and its strategic focus on low carbon initiatives, which aligns with my own passion for driving impactful procurement strategies. My previous roles equipped me to navigate the complexities of the energy sector, from managing high stakes contracts to fostering supplier relationships that support long term sustainability goals.

My approach to procurement and contracts management is rooted in three pillars: efficiency, transparency, and strategic alignment. I leverage digital tools to streamline processes, as demonstrated by TAQA Morocco’s shift from manual to digital RFx communications, which reduced administrative time by over 200 percent. I also prioritise building strong supplier partnerships to ensure reliability and compliance, drawing from my experience negotiating contracts in high pressure environments. Finally, I ensure our procurement strategies align with TAQA Morocco’s broader objectives, such as supporting the country’s energy transition through sustainable sourcing practices.

Looking ahead, I am excited to continue driving TAQA Morocco’s strategic procurement excellence, contributing to its mission of delivering reliable, competitive, and decarbonised energy. My diverse experiences have prepared me to navigate the evolving energy landscape, ensuring our supply chain supports both operational success and environmental stewardship.

 

 

Procurement’s Role in Energy Production: Procurement is vital in ensuring the reliability of energy production. How does your team support TAQA Morocco’s commitment to delivering 35 percent of the nation’s electricity from 18 percent of the installed capacity?

Our team manages complex supply chains, ensuring the reliable procurement of strategic commodities, primarily fuel and coal, at the best possible cost and in the most efficient and dependable manner. This commitment to operational excellence and attention to detail enables uninterrupted supply to the Jorf Lasfar power complex, allowing our operations teams to keep the lights on 24 hours a day, seven days a week.

We work closely with our colleagues in port operations and at the power plant to adapt our supply approach to operational realities, particularly when it comes to managing environmental requirements. We ensure that the commodities we procure support compliance with emissions regulations while delivering optimal energy output.

 

 

Sustainability in Procurement: Sustainability is increasingly important in the energy sector. How is TAQA Morocco integrating sustainable practices into its procurement and supply chain operation?

Sustainability is indeed a major priority for us, and we place great emphasis on embedding it across our operations. TAQA Morocco aims to reduce its carbon intensity by 25 percent by 2030, an ambitious target that reflects the company’s forward thinking and innovative approach.


At our existing facilities in Jorf Lasfar, the company has invested tens of millions of dollars in environmental equipment and fully complies with the World Bank’s strictest standards on emissions.

TAQA Morocco is also undertaking a large scale renewable energy development program, including the installation of both wind and solar power, with five solar sites under the Noor PV II initiative.

From a procurement perspective, we integrate sustainability directly into our sourcing process. Our RFP documents include technical specifications related to sustainability, and during supplier vetting we ensure that environmental standards, particularly around emissions management and pollution control, are applied and respected. We also place strong emphasis on ethics and compliance as part of our supplier evaluation.

 

Supplier Relationships and Quality Assurance: What strategies do you employ to build strong, transparent relationships with suppliers, and how do you ensure they consistently meet the high standards required for quality and safety in energy production?

We work very closely with our suppliers to build strong relationships based on a win win mentality. We promote open dialogue at all times and aim to resolve issues collaboratively and swiftly.

To ensure the highest standards, we make sure that our contracts clearly outline expectations, procedures, and control mechanisms. This allows us not only to set the required standards but also to define how compliance with those standards will be monitored and enforced.

For example, in terms of quality, we apply a number of very specific standards, with each parameter clearly defined so that any deviations can be tracked and measured. Non compliance is addressed either through penalties or the rejection of non compliant products. We conduct rigorous quality checks at multiple points, including loading ports, mines, and discharge port locations, to ensure consistency. Additionally, we rely exclusively on certified and internationally recognised laboratories for quality control testing.

 

 

Digital Transformation in Supply Chain: How is TAQA Morocco leveraging digital technology to enhance supply chain operations, and what recent advancements have had the most significant impact on efficiency and transparency?

TAQA Morocco has embarked on a company wide digitalisation initiative that spans every department and process. In the energy supply chain, we have fully digitalised our inbound logistics, moving from paper intensive processes to digital tools that allow us to track shipments in real time and maintain clear visibility of our inventory status.

This digital transformation has enabled us to improve logistics costs and make more informed decisions regarding incoming shipments, ultimately saving money on demurrage, or vessel wait times.

TAQA Morocco has been one of the first movers in digitalising inbound supply chain operations in Africa, and we are very proud of that achievement.

 

 

Risk Management in Procurement: With the complexities of global supply chains, how does TAQA Morocco manage risks to ensure continuity and resilience in its procurement and contracts operations?

Our supply chain, like that of many industrial peers, has faced numerous challenges and pressures stemming from events such as the COVID 19 pandemic, geopolitical tensions in the Middle East, and natural disasters like floods and earthquakes. While these events are often beyond our control in terms of cause and effect, we’ve developed procedures that help us maintain resilience in the face of adversity.

We ensure our geographic sourcing footprint is as broad as possible, for example by entering into multi origin commodity contracts. We also maintain a robust inventory to buffer against sudden supply disruptions and have agreements in place with partners for alternative sourcing, whether through different ports or storage locations.

In addition, we regularly track, review, and address risks in a structured and systematic manner, working closely with our Risk Management team at TAQA Morocco to ensure ongoing supply chain resilience.

 

Challenges in Energy Sector Procurement: What unique challenges do you face in procurement for the energy industry, and how does TAQA Morocco address these to maintain a competitive edge?

The energy industry is evolving rapidly, especially with the strong push toward renewable energy. Technological advancements and changes in equipment require us to be adaptable and proactive to maintain our competitive edge.

While many of the challenges we face are similar to those in other industries, such as supply chain disruptions, cost pressures, and regulatory demands, overcoming them requires an agile and flexible approach. We must be able to respond to changes in the landscape quickly and effectively.

To achieve this, it’s essential to have the right data and tools in place to capture value wherever possible. This is why digitalisation plays such a critical role in our strategy. It enables better decision making, improves efficiency, and supports continuous improvement in procurement performance.

 

Contribution to Morocco’s Economy: TAQA Morocco is a significant player in the country’s energy sector. How does your procurement strategy support the broader economic development goals of Morocco?

TAQA Morocco’s energy procurement strategy is fully aligned with the broader economic development goals of the country. Our aim is to produce electricity at the lowest possible cost, while maintaining the highest levels of quality, reliability, and sustainability.

By providing reliable and competitively priced energy, we help enable Morocco’s continued economic growth and industrial development. Energy is a foundational driver of progress, and our role in supporting that through strategic procurement is something we take great pride in.

 

Future Trends in Procurement: What trends do you see shaping the future of procurement and supply chain management in the energy sector, and how is TAQA Morocco preparing to adapt to these changes?

Digitalisation is a major trend, and TAQA Morocco is fully committed to this transformation. In our energy supply chain, we have already digitalised all core processes, including tendering, procure to pay, and overall supply chain management.

We also believe that artificial intelligence will have a significant impact on procurement. We are actively exploring how AI can support more informed, data driven decision making. AI tools will help us analyse our supply chain, identify inefficiencies, and propose alternatives and solutions to resolve bottlenecks.
In addition, AI will enable greater automation by handling repetitive, manual tasks, allowing our teams to focus on higher value activities and improving overall efficiency across procurement operations.

Advice for Aspiring Procurement Leaders: As a leader in procurement and contracts, what advice would you give to those looking to advance their careers in this field, especially within the energy industry?

My advice is simple: get involved, learn the trade, be open to new technologies, build strong relationships, and always aim to add value to those around you and to your organisation.

The energy industry is a fantastic place to build a career. There will be many opportunities in this sector, and young professionals are very much needed. While energy specific procurement does have its unique aspects, it is not fundamentally different from procurement in other industries. Those specificities can be learned by anyone willing to put in the time and effort.

In Association with:

Bulk Trading SA is a privately owned Swiss trading company established in 1994 and headquartered in Lugano. The company specialises in the global trading and transport of energy commodities including steam coal, metallurgical coal, coke, anthracite, biomass, sulphur, and blast furnace slag. With offices in Switzerland, Colombia, Poland, and Singapore, Bulk Trading operates across more than 40 countries, supported by a strong network of agents. Committed to responsible trading, the company adheres to a strict Code of Conduct and upholds high standards in compliance, human rights, and environmental sustainability across all areas of its business.

www.bulktrading.ch

Select Technology Inc

From the Field to the Frontline: Erik Drown on Strategic Sourcing, Resilience, and the Future of Supply Chains

With a career journey that began on the baseball field and pivoted into global sourcing, Erik Drown brings a rare blend of focus, adaptability, and strategic thinking to his role as Lead Global Sourcing Director at Select Technology Inc. Over the years, he has played a critical role in shaping the company’s sourcing strategy, building resilient supply networks, strengthening supplier relationships, and navigating industry challenges with agility and foresight.

In this feature, Erik shares his perspectives on obsolescence management, risk mitigation, supplier collaboration, and the role of technology in modern sourcing. He also outlines his forward-looking vision for Select Technology’s sourcing function, including the opportunities emerging from innovation and AI. For Erik, success lies not in doing everything alone—but in building the right partnerships, embracing change, and staying relentlessly focused on delivering customer value.

Click below to access the digital version

 

Professional Journey: Can you share your career path and what led you to your current role as Lead Global Sourcing Director at Select Technology Inc.?

That’s a fantastic question, and it comes with a pretty interesting answer.

For a long time, I wasn’t particularly interested in what you might call a “real-world” career. I was laser-focused on my childhood dream of becoming a professional baseball player. I even got the chance to pursue that dream when I was drafted, which felt like the culmination of everything I had worked toward. Unfortunately, due to unforeseen circumstances, I couldn’t take that dream as far as I had hoped.

Once baseball was no longer in the picture, I knew it was time to channel my energy into something else. I turned to my degree in management and found myself at Select Technology, diving headfirst into the fascinating world of electronics. What began as a shift in direction quickly turned into something far more fulfilling, a career I never expected, but one I’ve come to truly embrace.

 

 

Role at Select Technology: How does your role contribute to Select Technology’s mission of providing full-service solutions for electronic component needs?

My role is a critical part of the supply chain, as I manage the day-to-day communication and coordination with both our OEM and CEM partners. I’m responsible for developing tailored onboarding and execution plans for each customer, because no two supply chains operate the same way. Each client has unique procurement requirements, whether it’s component testing standards, date code or country-of-origin restrictions, specialised packaging, mineral compliance, or navigating tariffs. My job is to manage all these variables efficiently and proactively, ensuring the process is seamless for the customer. Especially during time-sensitive situations, I aim to simplify the complexity so their teams can stay focused on production without added stress.

 

 

Obsolescence and EOL Management: Select Technology emphasises proactive approaches to obsolescence and end-of-life (EOL) component management. Can you elaborate on the O.E.M. program and how it benefits your clients?

Part of my role when working with OEMs and their contractors is to build strong relationships across both ends of their supply chain. We’re not just supporting procurement, we’re also involved in reverse logistics. This gives us access to our OEM partners’ global inventory, including parts that may be end-of-life (EOL) or obsolete from the manufacturer’s perspective. That opens the door for us to source components that are no longer in production but are still critical for ongoing builds.

This capability allows our customers to avoid costly and time consuming boards. In industries like medical, aerospace, and defense, where older products remain in use and essential, our support can even extend to repair or redesign efforts. It’s a very strategic approach to sourcing hard-to-find parts while also mitigating the risk of counterfeit components entering the supply chain.

 

Supplier Relationship Management: What strategies do you employ to build and maintain strong relationships with suppliers, ensuring they meet Select Technology’s quality standards?

This is another great question, and one that truly sets us apart from many of our competitors. At Select Technology, we live by the motto: “Quality is always first.” We’ve found that continually reinvesting in our quality standards has been a key factor in our success over the past 25+ years in the industry.

Maintaining strong relationships, whether with customers or suppliers, takes consistent effort and flexibility. We’ve always leaned more toward the ‘give’ side of the equation, because we recognise that our customers’ quality expectations are constantly evolving. To maintain strong, long-term partnerships, we adapt right alongside them.

On the supplier side, we hold the same high standards. Any supplier that wants to work with us must meet strict quality criteria to even be considered for our Approved Vendor List (AVL).

Ultimately, staying competitive and relevant in this space means understanding the changing demands on both the sourcing and supply sides, and ensuring we’re always evolving with them to keep our supply chain thriving.

 

 

Risk Management in Sourcing: How do you identify and mitigate risks within the sourcing process, especially considering the volatility of the electronic components market?

This really comes down to how we carefully vet and select our vendors. We follow a rigorous qualification process and only work with suppliers who meet strict quality designations. We don’t take unnecessary risks when it comes to the parts we procure, because from a business standpoint, the potential downside simply isn’t worth it.

Another key advantage we have is our global network of trusted component testing partners. If a part ever raises concerns during our internal QC process, we can quickly route it through one of our accredited testing facilities. These partners are highly trained to test components to the exact standards required by our customers, which significantly reduces risk.

Combining our in-house quality control with these trusted third-party relationships gives us a major edge, especially when dealing with market volatility, like what we experienced during the COVID-19 pandemic. It’s that layered approach to quality and risk management that really sets us apart.

 

 

Technological Integration; In what ways has technology been integrated into your sourcing processes to enhance efficiency and transparency at Select Technology?

At Select Technology, we’ve integrated technology into every layer of our sourcing process to boost both efficiency and transparency. We use real-time inventory tracking and global sourcing tools to quickly assess availability, lead times, and pricing across regions, which helps streamline decision-making.

Our vendor vetting process is also supported by digital platforms that track supplier certifications, performance metrics, and compliance documentation. This ensures that only high-quality, reliable vendors are added to our Approved Vendor List (AVL).

In terms of quality control, we’ve partnered with accredited testing labs that use advanced inspection technologies. These partnerships, combined with our internal QC processes, allow us to thoroughly verify components and significantly reduce the risk of counterfeit or non-conforming parts.

Technology has become essential in helping us stay agile, especially in a market where conditions can change quickly. It enables us to make informed decisions faster and maintain the high standards our customers expect.

 

Adapting to Market Changes: How does your team stay agile and responsive to market fluctuations and global supply chain disruptions?

As a team, one of our key responsibilities is staying closely attuned to which types of parts are moving in the market, as well as monitoring factory lead times and overall production conditions. The electronics market is inherently cyclical, shifting from periods of strong demand to slower, down-market phases. While it’s not an exact science, our team’s close connection to the ground level allows us to identify early indicators of supply chain changes on a global scale.

We also maintain strong relationships with manufacturers, which gives us access to accurate, real-time data on stock levels versus lead times. This insight helps us understand which components are trending and which may be slowing down.

When unexpected disruptions occur, such as natural disasters, we immediately assess which product categories are impacted and proactively inform our customers about potential risks. That kind of responsiveness helps them make informed decisions and avoid production delays.

 

 

Team Development and Training: What measures are in place to ensure your sourcing team remains skilled and knowledgeable about the latest industry trends and best practices?

Our team is committed to staying as informed and adaptable as possible, because we know that a deep understanding of our customers’ needs is key to delivering real value. We foster a collaborative environment where open communication is constant, whether we’re sharing customer feedback, discussing market trends, or comparing lead times. That kind of teamwork keeps everyone aligned and sharp.

We also make it a priority to stay educated on the broader market by regularly reading industry publications and reports. This helps us anticipate shifts in demand and proactively support our customers.

From a leadership standpoint, we focus on continuous improvement through internal audits and performance reviews. These processes help us identify areas where we can enhance efficiency, refine execution, and ultimately strengthen our service.

In such a fast-moving industry, adaptability is essential. By working as a cohesive team and staying close to both the market and our customers, we’re able to pivot quickly and lead with confidence.

 

 

Partnerships and Collaborations: Select Technology aims to be a long-term partner throughout the supply chain cycle. Can you discuss how collaborations with core partners have enhanced your service offerings?

I’m a strong believer that if you want to be the best, you need a village, both internally and externally. That’s why we’ve built close partnerships with people and organisations that share our core values and can be trusted to deliver. No one can be an expert at everything, and I don’t think success comes from trying to do it all alone.

We’re intentional about outsourcing tasks where others have deeper expertise. I always say, “If you want something done right the first time, give it to the person best equipped to do it.” In business, that often means putting ego aside and recognising that collaboration leads to better outcomes.
This may not always be the most streamlined approach on paper, but it consistently delivers the best results, because in the end, what matters most is meeting our customers’ needs and helping them move forward with confidence.

 

 

Future Outlook for Sourcing at Select Technology: Looking ahead, what are your key objectives for advancing the sourcing function at Select Technology, particularly concerning innovation and sustainability?

Like any organisation, our goal is growth, but achieving that on the sourcing side requires constant adaptability. The pace of change, especially with the rise of AI-driven platforms, has accelerated significantly. While some see this as a threat, I believe it’s an opportunity. Embracing technology instead of resisting it allows us to improve processes across the entire supply chain, from procurement to quality control.

At Select Technology, we don’t shy away from change. We’re focused on finding how innovation fits our space and using it to create smarter, more efficient solutions for both our customers and suppliers. The industry will continue to evolve, and it’s up to us to evolve with it, or risk falling behind.

We’re committed to staying ahead by pushing our limits, exploring new tools, and always looking for ways to bring more value to our partnerships.

 

Procurement Doctors

Diagnosing Procurement with Precision: Karthik Rama on Transformation, Technology, and Trust

With nearly two decades of global procurement experience across industries ranging from high tech and pharmaceuticals to maritime and real estate, Karthik Rama has earned the nickname “The Procurement Doctor” and for good reason. As the Founder of Procurement Doctors, Karthik leads a team of specialists delivering strategic, people-first procurement transformations across more than 15 countries. In this insightful conversation, he shares his journey, the inspiration behind the ‘doctor’ moniker, and his vision for helping organisations build agile, resilient and future ready procurement functions. From contract management to digital evolution and bridging finance procurement gaps, Karthik offers a masterclass in diagnosing the root causes of procurement pain and prescribing practical solutions that stick.

Click below to access the digital version

 

Career Journey: Can you share your career journey and what led you to establish Procurement Doctors? What experiences have most influenced your approach to procurement transformation?

My procurement journey spans nearly two decades and covers a wide range of industries including high tech and semiconductors, consumer goods, chemicals and pharmaceuticals, automotive, logistics and transportation, discrete manufacturing, real estate, oil and gas, and maritime and ship repairs. What drew me to procurement early on was its dynamic nature: no two days are ever the same.

I began by handling foundational tasks like converting requisitions into purchase orders and invoices, managing contracts, negotiating multi million dollar deals, and establishing offshore centres of excellence along with policies and procedures. Over time, I transitioned from working inside Fortune 300 companies some with over 200 years of legacy to consulting, motivated by a desire to deliver more strategic and impactful value.

That drive led to the founding of Procurement Doctors in 2021. Now four years strong, we are a team of nearly 35 professionals and have successfully delivered procurement transformations across more than 15 countries. Our work is rooted in practical insights, enabling us to tailor solutions that are both effective and grounded in real operational challenges.

 

Inspiration Behind ‘Procurement Doctor’: You are known as the ‘Procurement Doctor.’ What inspired this moniker, and how does it reflect your approach to diagnosing and treating procurement challenges?

People often ask me about the story behind “Procurement Doctor,” and honestly, it’s one of my favourite stories to tell. I was working with a client and had prepared a report that mapped out their procurement challenges using analogies like vital signs, pulse checks and diagnosing underlying conditions. During the presentation, the client said, “Wow, you’re like our Procurement Doctor!”

It was a lightbulb moment. The analogy fits perfectly procurement problems that often mirror medical conditions. Symptoms can mask deeper issues, and effective solutions require a proper diagnosis and tailored treatment plan.

The metaphor helps keep things clear and engaging, allowing clients to understand their procurement health in simple, relatable terms. More importantly, it reflects my core philosophy: don’t just treat the symptoms, identify and resolve the root cause.

 

For anyone that doesn’t know – you are not alone. Is it true you have a strong team of Procurement Doctors alongside you?

I often joke that Procurement Doctors isn’t a one man clinic and it’s absolutely true. We’re a team of specialists, each bringing unique skills and experiences to the table. Much like a great medical team, every one of our Procurement Doctors contributes a different area of expertise whether it’s category management, digital procurement, contract management, data management or change leadership.

What makes our team truly stand out is that we’re all procurement professionals first. Many of our experts come from traditional procurement backgrounds and have expanded into complementary domains like data analytics, technology or change management. This means we speak the language of procurement and more importantly, we understand the real world challenges our clients face.

With nearly 35 talented team members based across the USA, the Middle East and India, we combine global reach with local insight. This diversity allows us to tailor solutions that are not only technically sound but also culturally and regionally relevant.

Our collaborative approach ensures that we see the full picture nothing important gets missed. Clients value the fact that they’re not just receiving one person’s perspective; they’re tapping into the collective expertise and insight of a highly experienced, globally connected team. That’s the strength of Procurement Doctors, and it’s what allows us to deliver real, lasting value to organisations around the world.

 

Procurement Transformations: With over 17 years of experience, what common challenges do organisations face during procurement transformations, and how do you assist them in overcoming these obstacles?

Having seen countless procurement transformations over the years, I can say with confidence that the challenges tend to follow familiar patterns: resistance to change, unrealistic timelines, misaligned expectations and a lack of stakeholder buy-in. It’s a bit like trying to run a marathon without the proper training you’ll struggle and likely quit halfway through.

At Procurement Doctors, our first step is always to assess whether the organisation is truly transformation ready. We set clear expectations from the outset, work to secure stakeholder alignment, and apply targeted change management techniques to support adoption. By diagnosing readiness gaps early, we’re able to build personalised transformation roadmaps that address specific challenges and internal dynamics.

One key belief that underpins our work is that transformation isn’t just about technology or process, it’s about people. That’s why we always put people at the centre of the change. This people first approach not only makes transformations smoother but also ensures that the results are sustainable.
What sets Procurement Doctors apart is the depth of our expertise across four critical pillars: procurement processes, data, technology and people. All of these elements must work in harmony for a transformation to be truly successful and we ensure that they do.

 

Contract Management Expertise: Having managed over 40,000 contracts, what key lessons have you learned about effective contract administration, and how do you apply these insights in your consulting practice?

Having managed over 40,000 contracts, I’ve learned one vital truth: clarity beats complexity every single time. Contracts shouldn’t require a legal team at every review. I like to compare contracts to the circulatory system of a business if the arteries are clogged or unclear, the entire system suffers. In procurement, that translates to bottlenecks, risks and inefficiencies caused by vague or poorly managed contracts.

At Procurement Doctors, we guide our clients to simplify contract language, clearly define roles and responsibilities, and implement automated tools for compliance tracking. It’s remarkable how much efficiency and governance improve when contracts are no longer viewed as burdens, but as clear, strategic tools aligned with business goals.

We’ve also developed a tried and tested methodology for conducting bulk contract reviews particularly useful when organisations are sitting on a legacy contract database that hasn’t been properly maintained. Our approach helps extract real value from contracts that might otherwise go underutilised, ensuring alignment with commercial objectives and reducing risk.

In short, effective contract management isn’t about complexity, it’s about making contracts work for the business, not the other way around.

 

Digital Transformation in Procurement: How is digital transformation reshaping procurement processes, and what strategies do you recommend for organisations to adapt successfully?

Digital transformation is undeniably reshaping procurement but technology alone isn’t a magic fix. Just like sophisticated medical equipment requires trained professionals to use it effectively, digital tools in procurement only deliver value when paired with the right skills, processes and mindset.

At Procurement Doctors, we advocate for balanced transformation leveraging technology while equally investing in people and process maturity. We often encourage clients to begin with small, targeted digital interventions that deliver quick, measurable wins. This builds momentum and confidence across the organisation.

Setting realistic expectations, preparing teams thoroughly, and ensuring strong data readiness are all essential to making digital transformation both practical and sustainable. Technology must serve the business, not the other way around.

Ultimately, the future belongs to organisations that know how to blend tech driven insights with human judgement. It’s that combination that creates lasting, strategic advantage in procurement.


Bridging Finance and Procurement: What strategies do you employ to align procurement functions with finance departments, ensuring cohesive operations and mutual goals?

Procurement and finance are like two vital organs in a body; they must function in harmony to maintain the overall health of the organisation. Too often, though, they operate in silos, leading to inefficiencies, misunderstandings and missed opportunities.

At Procurement Doctors, we bridge that gap by facilitating transparent communication, aligning objectives through joint KPIs, and ensuring clarity around shared goals. We establish structured processes such as regular joint meetings, collaborative budget reviews and cross functional planning sessions to foster alignment from the ground up.

When procurement and finance begin to view each other as partners rather than separate units, it fosters trust, accelerates decision making and boosts overall performance. It’s not rocket science but the impact is profound. Cohesion between these functions can truly elevate the effectiveness and agility of the entire organisation.


Global Procurement Trends: What emerging trends do you see in global procurement, and how should organisations prepare to adapt to these changes?

Globally, procurement is evolving at a rapid pace. Key trends like sustainability, AI driven analytics and proactive risk management are no longer optional; they’re essential. It’s a lot like preventative medicine: the goal is to anticipate and manage issues before they become serious.

At Procurement Doctors, we advise clients to embrace these shifts proactively. Embedding ESG goals into procurement strategy, leveraging AI for predictive insights, and strengthening supply chain resilience through continuous risk assessment are now core practices for future ready organisations.

Success in the coming years will depend on staying agile, informed and responsive to change. Those who anticipate and adapt early won’t just survive, they’ll thrive in an increasingly complex and fast moving global environment.


Advice for Aspiring Procurement Professionals: What advice would you give to individuals aspiring to build a career in procurement, and how can they develop the necessary skills to succeed?

If you’re entering procurement today, my top advice is simple: be curious and stay flexible. This field is evolving fast, so a commitment to continuous learning is essential. Yes, analytical thinking and negotiation are key, but so are emotional intelligence, relationship building and adaptability.

Procurement isn’t just about buying, it’s about solving problems and connecting people. Embrace a wide range of experiences, ask questions, and seek out mentors who challenge and inspire you. Don’t shy away from digital tools either; procurement’s future is firmly rooted in data and technology.

The most successful procurement professionals I know are those who blend strong technical capabilities with a genuine ability to build trust and influence outcomes. That balance is your secret sauce for a rewarding, long term career in procurement.


Future Vision for Procurement Doctors: What are your future aspirations for Procurement Doctors, and how do you plan to continue delivering value to your clients in the evolving procurement landscape?

Our vision for Procurement Doctors is to remain a trusted, strategic partner for organisations navigating the growing complexity of procurement. Much like leading healthcare providers evolve to offer cutting edge treatments, we’re committed to continuously enhancing our services. This includes deepening our digital transformation expertise, expanding our capabilities in sustainable procurement, and staying ahead of emerging global trends.

But growth isn’t just about more services, it’s about staying true to who we are. We’ll continue to prioritise clarity, practicality and strong client relationships. Our mission remains the same: diagnose procurement challenges precisely, prescribe the right solutions, and deliver measurable results.

By staying rooted in our diagnostic philosophy and continuously adapting, we’re confident in our ability to help clients build healthy, resilient and future ready procurement functions.

AVM Green Tape

Affno Virtual Markets Greentape Report

Scaling Smart: Dirk Guinan on Leading Green Tape’s SME Focused Procurement Transformation

In today’s rapidly evolving procurement landscape, small and mid-sized enterprises (SMEs) are often left behind by platforms designed with only large organisations in mind. Dirk Guinan, CEO of AVM Green Tape and the Board of Directors led by Hiran Cabraat, are on a mission to change that. With over two decades of leadership experience across FinTech, enterprise tech and regulatory reporting, Dirk brings a sharp strategic vision and deep regional insight to the world of digital procurement.


In this exclusive interview, he shares how Green Tape is redefining procurement for underserved markets using AI, automation and supplier inclusivity to drive transformation. From closing the adoption gap to supporting ESG goals and embedding cybersecurity from the ground up, Dirk outlines what it takes to empower SMEs and build a smarter, more equitable procurement future.

 

Career Journey: Can you share your career journey and what led you to your role as CEO of AVM Green Tape? What experiences have most influenced your approach to leadership in the digital procurement space?

I’ve spent the past 23 years in leadership roles across Australasia, leading and growing businesses in sectors such as FinTech, ecommerce, aviation and enterprise technology. Most recently, I served as Regional Head of Finance, Risk and Regulatory Reporting (FRR), APAC at Wolters Kluwer, a global leader in professional information and software solutions. I also led its FRR Professional Services business across 10 countries, gaining deep experience in navigating diverse markets, scaling operations and driving regional performance.

My journey with AVM Green Tape began as a board member and investor. I had a front row seat to the platform’s evolution and was genuinely impressed by its quality, scalability and the impact it could have on digital procurement, particularly for smaller enterprises. That perspective ultimately led me to step into the CEO role.

For me, leadership starts with building talented, highly motivated teams and at Green Tape, we see this as a key priority and an ongoing journey. We are committed to shaping a culture that is purpose driven, customer centric and collaborative, where people feel empowered, aligned and supported.

Equally important is using technology to solve real world problems. I focus on delivering practical, measurable value by staying close to customer needs and evolving our technology accordingly creating solutions that are not just functional, but transformative, especially in digital procurement where transparency, efficiency and trust are vital.

 

The Vision Behind Green Tape: What inspired the creation of Green Tape, and what key challenges does it solve for procurement professionals?

Green Tape was created to close a persistent gap in the procurement space, where small and mid-sized enterprises, despite powering much of the global economy, have long been underserved. Traditional procurement platforms were often too costly, too complex, or geared toward large enterprises, leaving SMEs reliant on manual processes and exposed to inefficiencies and risk.

The idea for Green Tape emerged from working closely with procurement professionals, particularly in emerging markets, and understanding their day-to-day challenges. What we saw was clear: they didn’t just need another tool, they needed a partner. One that could provide a simple, affordable and scalable platform that met them where they were and helped move them forward.

That’s what Green Tape delivers: a cloud based, all in one e-procurement solution built around the realities of SME procurement. From automated workflows and full audit trails to GroupBuy and tail spend management, the platform improves transparency, reduces fraud and drives better outcomes. For organisations without in-house expertise, we also offer managed services to support execution and scale.

Green Tape empowers procurement professionals to move faster, operate smarter and grow with confidence redefining what’s possible for the businesses that keep economies running.

 

 

AI and Automation in Procurement: How does Green Tape leverage AI to streamline procurement, enhance supplier collaboration and improve decision making?

At Green Tape, we see AI and automation as critical enablers in the future of procurement and they are central to our product roadmap. Our goal is to shift procurement from being largely manual and reactive to becoming intelligent, predictive and highly efficient.

We are actively developing AI powered features to streamline repetitive tasks, reduce human error and support smarter, data informed decision making. Planned functionality includes intelligent vendor matching, where AI helps surface the most relevant and high performing suppliers, and smart tools to simplify tender processes from auto-generating responses to assisting with bid evaluations using pre-defined criteria.

We are also building toward multilingual support, auto translation and adaptive interfaces to improve accessibility for diverse teams across regions.

 

Future phases include predictive analytics for demand forecasting, AI driven fraud detection and automated compliance checks. Green Tape will offer deeper real time insights into spend, performance and risk to empower strategic sourcing.

 

Ultimately, our vision is to enable procurement teams to focus on high value collaboration and strategy while AI handles the heavy lifting behind the scenes.

 

Sustainability and Ethical Sourcing: How does Green Tape support ESG goals through responsible procurement?

Green Tape helps organisations embed sustainability and ethical sourcing into the core of their procurement operations. By aligning closely with ESG goals, our platform promotes greater transparency, accountability and inclusivity across the supply chain.

Through our supplier management module, organisations can evaluate and select vendors based on ESG benchmarks including environmental performance, ethical labour practices and diversity. These criteria can be built into tender processes to ensure consistent, values driven decisions.

We also support traceability with full audit trails and automated compliance checks. Our OpenSale feature encourages circular economy practices by enabling resale and reuse of surplus inventory reducing waste and unlocking value.

GroupBuy functionality fosters collaboration within SME ecosystems, allowing businesses to buy from and sell to each other, creating more inclusive and sustainable procurement networks. Green Tape empowers responsible sourcing that aligns with both ESG commitments and business goals.

 

 

Digital Marketplaces and the Future of Procurement: How does Green Tape differentiate itself from other e-procurement platforms?

Green Tape is purpose built for smaller enterprises, a segment often overlooked by legacy platforms. We offer an affordable, scalable and fully integrated ecosystem that meets the unique needs of SMEs and underserved markets.

Unlike many solutions, Green Tape unifies sourcing, contract management, e-auctions and supply chain financing in a single platform. Standout features include GroupBuy, which aggregates demand across buyers to unlock volume based discounts, and zero cost bidding, which promotes inclusivity.
Smart algorithms and real time analytics help buyers make faster decisions and improve supplier visibility. Looking ahead, procurement will be driven by automation, intelligent sourcing and collaborative ecosystems and Green Tape is positioned to lead that transformation for SMEs.

 

 

Supplier Diversity and Inclusion: How does Green Tape help connect buyers with small and diverse suppliers?

Green Tape champions supplier diversity by removing barriers and making procurement accessible for small, minority owned and underrepresented businesses. Our no cost bidding model allows any verified supplier to participate and compete fairly.

Simple onboarding and wide network visibility help small suppliers grow and win contracts. Smart matching and features like GroupBuy and OpenSale improve competitiveness and unlock new revenue streams.

With built-in transparency and supplier ratings, businesses can build digital reputations and connect with new buyers. Green Tape makes it practical and scalable to meet supplier diversity goals.

 

Data Driven Decision Making: How does Green Tape empower leaders with real time insights and strategic intelligence?

Green Tape captures procurement data across sourcing, contracting and payments, and turns it into insights through real time dashboards and analytics.

Users get visibility into spend, cycle times, performance and risk. AI powered enhancements will forecast demand, highlight risks and recommend sourcing strategies enabling leaders to move from reactive to proactive.

Category analysis and tail spend insights help manage costs more strategically. With strong data, leaders can improve governance, agility and ROI.

 

Cybersecurity and Risk Management: How does Green Tape ensure security and compliance?

Green Tape is hosted on AWS and uses advanced security measures end to end encryption, role based access and multi factor authentication. Each client operates in a dedicated environment for full data isolation.

Audit trails track all activity, and supplier risk is managed through documentation and performance data. The platform is advancing toward ISO and GDPR compliance, and future AI features will detect anomalies and flag risks.

Security and compliance are built into every layer to ensure safe, trusted digital procurement.

 

Challenges in Digital Procurement Adoption: What are the biggest barriers, and how does Green Tape help companies overcome them?

Common barriers include resistance to change, concerns about cost, complexity or disruption, and fear of mistakes or job loss.

Green Tape addresses this through intuitive design,value-for-money pricing and strong support. Our cloud based platform is easy to deploy and go live within 8 to 12 weeks. We offer managed onboarding, training and optional procurement services.

By partnering locally and positioning transparency as a benefit, we build trust and ease the transition to digital procurement.

 

Future Roadmap for Green Tape: What’s next for the platform?

Our roadmap focuses on becoming the most scalable and intelligent e-procurement platform for SMEs. We’re rolling out features like smart tender matching, multilingual support, predictive analytics, contract clause risk detection and invoice reconciliation.

New modules include catalogue management and ERP integration to streamline workflows. Strategically, we’re expanding across APAC and the Middle East through partner led growth and brand activation.

Our mission is to democratise high performance procurement for businesses of all sizes.