Driving Sustainable Value at Scale: Global Sourcing Leadership at Novelis
With over two decades of procurement experience across oil and gas, automotive, and advanced manufacturing, Véronique Fraisse-Hergott, Global Sourcing Manager at Novelis, brings both technical expertise and strategic commercial insight to a complex global remit.
Managing approximately $100 million in spend across 22 plants worldwide, she leads sourcing for Casthouse & Water Treatment within Novelis’ Global Sourcing & Cost Analytics function. Her role sits at the intersection of operational reliability, supplier innovation, and sustainability performance.
As one of the world’s largest recyclers of aluminium and a global leader in flat-rolled products, Novelis operates in an environment where supply chain resilience, decarbonisation, and resource efficiency are not optional, they are strategic imperatives. Under Vision 3×30, procurement is playing an increasingly central role in delivering circularity, reducing emissions, and driving measurable value creation.
In this conversation, Véronique shares insights into managing complex global categories, building innovation-led supplier partnerships, leveraging digital transformation, and positioning procurement as a catalyst for long-term, sustainable growth.
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Professional Journey: You’ve spent over 20 years in procurement across multiple industries, from oil and gas to automotive and now aluminium. Can you share your career journey and what led you to your current role as Global Sourcing Manager for Casthouse & Water Treatment at Novelis?
I hold a degree in Chemistry and Chemical Engineering, complemented by a Master’s in Industrial Purchasing from Bordeaux Business School (now Kedge Business School). From the outset of my career, I was drawn to procurement because it allows me to combine technical expertise with strong commercial acumen.
I began in the oil and gas sector with TECHNIP, serving as a project buyer on petrochemical projects. I then transitioned to the automotive industry, working for leading first-tier suppliers such as FAURECIA (car interiors) and JTEKT (steering systems). In 2009, I pursued an MBA at HEC Montreal, motivated by my desire to study in North America and deepen my expertise in finance and marketing. This experience broadened my business perspective and exposed me to diverse, team-based learning environments. International exposure has always been an important part of my professional growth.
Shortly after returning to France, I joined Novelis Group in Switzerland as Regional Sourcing Lead. Novelis is a global leader in aluminium flat-rolled products for the can, automotive, aerospace, and specialty markets, and the world’s largest recycler of aluminium. In this role, I managed multiple categories, including alloys (non-ferrous metals), chemicals, and energy, across the European region.
Following a company-wide procurement reorganisation in 2021, I joined the global sourcing team to manage specialty coatings, including coil and powder coatings. A year later, I was given the opportunity to lead global sourcing for Casthouse & Water Treatment. Today, I oversee this global spend with two direct reports based in the United States.
Our team sits within Global Sourcing & Cost Analytics, with responsibilities spanning sourcing, analytics, governance, and cost benchmarking. In addition to Casthouse, we manage other global categories such as can coatings, pre-treatment, rolling oils, and chemicals.
From Local to Global Procurement: You previously managed procurement at a regional level before stepping into a global sourcing role. What have been the biggest changes or learning curves in transitioning from local category management to leading a truly global procurement function?
Transitioning from regional to global procurement brought several new challenges and valuable learning opportunities. The level of complexity increased significantly, particularly in achieving accurate spend visibility across regions and plants operating on different ERP systems.
I had to quickly develop a deeper understanding of additional plant operations while building a broader network of global stakeholders. Maintaining strong relationships with local procurement teams became even more critical to ensure alignment, collaboration, and effective execution.
Navigating cultural diversity and coordinating across multiple time zones also became part of daily operations, requiring greater adaptability, structured communication, and clear governance to keep priorities aligned across the organisation.
Sustainability – Water for Climate: Novelis’ Water for Climate programme has been described as a key sustainability investment for the business. Can you tell us more about this initiative and how procurement contributes to achieving the target of reducing water intensity by 10% by 2026?
Novelis aspires to be the world’s leading provider of low-carbon, sustainable aluminium solutions, driving progress for our business, industry, and society towards the benefits of a circular economy. Delivering this ambitious sustainability agenda requires us to achieve more with fewer resources, which is why we rely on strong partnerships with like-minded organisations that share our vision and can help us implement our strategies effectively.
We are committed to reducing water intensity in our operations by 10% by FY26 from an FY20 baseline. To date, we have achieved an 8% reduction since FY20, with our European operations leading the way with an 11% decrease between FY20 and FY25. This focus is particularly important as water scarcity becomes an increasing challenge in many regions where we operate, closely aligning with the United Nations Sustainable Development Goals.
For several years, Novelis has partnered globally with Nalco Water to optimise water solutions within our casting cooling processes. Leveraging Nalco’s expertise has enabled greater consistency, operational reliability, and progress towards our environmental commitments. To formalise this collaboration, Novelis signed a Corporate Partnership Agreement with Nalco, driving both sustainability impact and measurable value creation. Within the first year, we achieved significant progress and realised tangible savings. The partnership has since expanded into key growth projects in North America, ensuring expertise is integrated from the outset.
In parallel, my team has focused on wastewater treatment strategies, particularly at our Oswego, NY facility. Through a comprehensive benchmarking exercise across Novelis sites and industry peers, we defined a gold standard for cost-efficient operations and emissions reduction. This work supports informed, sustainable decision-making that aligns environmental responsibility with operational excellence.
Strategic Sourcing and Value Creation: You manage a global spend of around $100 million across 22 plants and multiple categories. How do you approach developing sourcing strategies that balance cost, supply security, innovation, and sustainability across such a diverse portfolio?
The Casthouse category I manage globally is highly diverse and fragmented, so we divided the $100M spend into four sub-categories to manage procurement more effectively:
Furnace refractory repairs include refractory materials as well as labour and services for demolition, installation, and dry-out. Suppliers range from global and regional refractory producers to local contractors. The aluminium industry consumes less than 10% of global refractory production, compared to iron and steel, and aluminium presents specific challenges in terms of refractory resistance and lifetime.
Salt and Alumina are commodity-driven products, dependent on global markets such as potash and alumina feedstock. Casthouse Consumables cover a wide range of products used throughout the molten metal process. Finally, Water Treatment includes solutions for cooling water and wastewater management.
Each sub-category has a distinct risk profile and supplier base, requiring tailored strategies rather than a one-size-fits-all approach.
For commoditised products like Salt and Alumina, we leverage global tenders and parametric should-cost models to create competitive pressure and outperform market benchmarks.
For Furnace Refractory Repairs, where failure can result in significant production downtime, reliability is prioritised over cost. We partner with trusted suppliers such as TAB Refractory (the refractory division of PYROTEK Group). Originally UK-based, their expansion across Europe and the United States now allows them to support our plants globally. Each region develops a five-year roadmap of minor and major repairs, and we proactively manage tendering schedules to allow sufficient time for contracting and project preparation. Cross-collaboration with plant refractory and reliability leaders is essential for sharing best practices, lessons learned, and material testing results. To support this, we have regional Furnace Improvement Refractory Expert teams, including procurement, with a structured cadence of communication and annual workshops.
For Water Treatment, we focus on sustainability and innovation, partnering with Nalco to reduce water intensity and enhance environmental performance.
For Consumables, we standardise specifications where possible and consolidate volumes to optimise cost and quality. Diversification and reducing dependency on single sources are key levers for both cost reduction and supply security.
Collaboration remains central to our strategy. We develop structured engagement models with our most strategic global partners, ensuring alignment across multiple regions. This approach enables us to balance cost efficiency, supply security, innovation, and sustainability across a complex global portfolio.
For example, Vesuvius is a global leader in molten metal flow engineering and technology, strategically positioned to support all our regions. Aluminium is a focus area for Vesuvius, allowing them to provide refractory solutions alongside a broad range of consumables. Together, we have aligned growth strategies centred on the development and qualification of cost-effective and innovative solutions.
Supplier Collaboration and Innovation: You’ve mentioned working closely with suppliers to implement innovative solutions such as High Emissivity refractory and Water Quality Intelligence. How do you foster supplier partnerships that go beyond cost savings to deliver real innovation and environmental value?
At Novelis, our commitment to innovation and sustainability is anchored in our “Vision 3×30”. The three objectives within Vision 3×30 are bold and ambitious, and achieving them requires every region, plant, function, and employee to work in a coordinated way:
- Highly Circular: Achieve 75% recycled content by pushing the boundaries of material reuse.
- Low Carbon: Become the lowest-emissions provider of flat-rolled aluminium products.
- Industry Frontrunner: Drive profitability to fuel continued first-mover investment.
Procurement plays a critical role in delivering this vision. Beyond cost savings, we focus on building strategic partnerships that unlock innovation and environmental value. For example, during my tenure managing Energy procurement for Novelis Europe, greening our energy supply and reducing energy intensity were already strategic priorities. I co-developed an Energy Management Programme with our Energy Leader and Schneider Electric. This initiative revitalised energy efficiency efforts through site diagnostics and intensive workshops across five plants, identifying over 100 projects that significantly reduced energy intensity and supported our sustainability targets.
In my current role, we continue to foster supplier collaboration to develop breakthrough solutions. A key initiative is the “Furnace of the Future”, aimed at reducing gas consumption and emissions at our recycling and remelt centres, which currently consume multiple terawatt hours annually. Working with Wahl Refractory, we are evaluating high-emissivity refractory technology (EMaxx roof) in North American facilities to improve thermal efficiency. In parallel, we are leveraging digital innovation through Water Quality Intelligence, a Nalco cloud-based solution that provides real-time monitoring to enhance process control and environmental performance.
These examples demonstrate how we engage suppliers as innovation partners, aligning their expertise with our sustainability goals to deliver measurable environmental impact and long-term value.
Risk Management in Global Procurement: Given Novelis’ global footprint and exposure to multiple markets, how do you identify and mitigate supplier and commodity risks across regions to ensure business continuity and supply security?
At Novelis, we take a proactive approach to risk management in close collaboration with our Supplier Quality and Relationship Management (SQRM) team. Each year, we conduct a comprehensive assessment of our supplier base and evaluate Novelis’ exposure to operational, financial, and geopolitical risks. Based on the level of risk identified, we implement tailored mitigation measures, which may include:
- Developing and qualifying additional suppliers
- Establishing Vendor Managed Inventory (VMI) programmes
- Increasing safety stock levels at Novelis and/or supplier sites
- Conducting regular supplier audits, particularly for high-risk suppliers or following quality and delivery issues
Despite these measures, not all risks can be fully mitigated. The COVID-19 pandemic demonstrated this clearly, as we faced unprecedented material shortages and supply chain disruptions.
In my previous role managing procurement for Magnesium and Manganese, commodities primarily sourced from China, Spring 2021 was particularly challenging. The Suez Canal blockage, cargo shortages, and port congestion severely disrupted global supply chains. Many traders held minimal inventory, and one magnesium supplier defaulted on their contract due to sharp domestic price increases in China, where producers chose to prioritise spot market sales.
Fortunately, our long-standing partnerships with European suppliers such as Foundry Ecocer proved critical. They were able to supply magnesium and manganese tablets at very short notice, ensuring continuity for Novelis.
This experience reinforced the importance of strong supplier relationships, local presence, and agility in crisis situations. While we monitor supply chain disruption indices to anticipate potential risks, accurately predicting the magnitude of global events remains challenging. Ultimately, resilient partnerships with reliable, customer-focused suppliers are essential to maintaining long-term supply security.
Digitalisation and Data: What role does digital transformation play in your procurement operations – particularly in areas like supplier analytics, performance tracking, and sustainability reporting?
Digital transformation plays a critical role in strengthening procurement efficiency and enabling more informed decision-making at Novelis. One of our main challenges has been consolidating accurate and meaningful data across multiple ERP systems. To address this, we initially developed a digital analytics platform, creating a data lake that integrates various ERP systems and is accessible through Power BI dashboards and KPIs. This platform has since evolved into Global Procurement Spend Intelligence (GPSI), offering enhanced functionality, faster loading times, and improved visualisation for quicker, more actionable insights.
Data quality, however, remains a key focus area. Challenges such as incorrect item categorisation, excessive use of free-text purchase orders, and language inconsistencies still exist. Our cost analytics team is actively leveraging AI to improve data accuracy and standardisation. In parallel, we are implementing a Spend Control Tower to enable more proactive, data-driven decision-making and advanced analytics across plants, vendors, and categories.
On the sourcing side, we have transitioned most global tenders to Coupa CSO eSourcing, delivering significant efficiency gains, faster analysis, improved scenario modelling, and stronger savings outcomes. Beyond operational tools, we are exploring AI applications that elevate procurement decision-making beyond personal productivity gains towards more strategic insights.
Finally, in contract management, we recently deployed Icertis, an enterprise platform with embedded AI capabilities. This solution helps summarise contracts, identify high-risk clauses, and suggest improved wording, significantly strengthening compliance and risk management.
Team Leadership and Development: You lead a global team with members based in different regions. What’s your approach to building a high-performing, collaborative procurement team that shares common goals while navigating cultural and operational differences?
I lead the global Casthouse procurement team, with members based in the United States, both at our Atlanta headquarters and working remotely. With myself located in Switzerland, managing distance and time zone constraints is part of our daily reality. However, we turn this challenge into a strength by establishing clear communication routines and leveraging collaboration tools such as Teams, email, and chat to remain connected and aligned.
I engage with my team several times a week, and we hold biweekly team meetings to ensure full alignment on priorities, actions, and strategic direction. These sessions are essential for discussing complex supplier issues, preparing negotiations, addressing claims, and aligning on stakeholder communications to move projects forward.
The core strength of our team is trust. I rely fully on my team, and they know they can count on my support. This mutual confidence creates a safe, high-performing environment where we focus on delivering what is best for Novelis and consistently meeting, and often surpassing, our targets.
Novelis’ culture plays a key role in how we operate. Principles such as “Say Anything” and “Be Open” are not just values, they are lived behaviours. We actively share ideas, give and seek feedback, recognise each other’s contributions, and celebrate achievements. This openness, combined with strong cross-team collaboration and supplier engagement, is essential to driving year-on-year innovation and savings.
Our targets are ambitious, and managing them across a global footprint requires a true growth mindset. While we are not yet where we aspire to be, we have the capabilities, the resources, and, most importantly, the mindset within the team to get there. I am confident in our collective ability to reach the next level.
Future Outlook for Procurement at Novelis: Looking ahead, what are your key priorities for advancing global sourcing at Novelis and what role do you see procurement playing in driving long-term growth and sustainable transformation across the business?
Looking ahead, procurement at Novelis will continue evolving from a primarily transactional function into a strategic business partner driving growth and sustainability. Several priorities will shape this transformation:
Technology and Automation: Increased automation and AI will streamline operational tasks and improve the management of tail spend. This will enable procurement teams to focus on higher-value activities such as supplier development, strategic negotiations, and innovation initiatives.
Shared Services and Efficiency: Routine and administrative tasks will increasingly be supported by shared service centres, improving cost efficiency and allowing procurement to concentrate on strategic priorities.
Data and Predictive Analytics: Strengthening a robust data foundation remains critical. Advanced analytics and predictive models will help us navigate market volatility, anticipate risks, and make more informed, proactive decisions.
Talent and Skills Development: Procurement professionals must develop broader business acumen, with a deeper understanding of finance, operations, and sustainability challenges. This shift requires continuous upskilling and attracting talent from diverse backgrounds to bring fresh perspectives and capabilities.
AI as an Enabler, Not a Threat: While AI will enhance efficiency and insight, it will not replace procurement. Success will depend on motivated teams who leverage technology effectively to deliver strategic value and remain closely aligned with business priorities.
Ultimately, procurement’s role will be to drive sustainable transformation, ensuring Novelis remains resilient, competitive, and aligned with our Vision 3×30 ambitions. By combining technology, talent, and strong supplier partnerships, procurement will act as a catalyst for long-term growth.
Ecosystem Partners
Companies supporting and shaping this feature’s wider story.
Wahl Refractory Solutions
Wahl Refractory Solutions, a FOSBEL company, delivers advanced refractory solutions that improve efficiency, performance, and sustainability in high-temperature industrial environments. Supporting critical operations across sectors such as aluminium production, Wahl helps partners optimise thermal performance, reduce energy consumption, and strengthen operational reliability through engineered solutions tailored to demanding production settings.
As highlighted in this feature, Wahl Refractory Solutions supports organisations in improving efficiency across high-temperature production environments.
Visit Wahl Refractory Solutions: https://www.wahlref.com
Foundry Ecocer
Foundry Ecocer is a leading European provider of solutions for the non-ferrous foundry industry, with a strong focus on aluminium and copper alloys. Founded in 2000, the company delivers specialised materials and auxiliaries designed to improve metallurgical performance, process efficiency, and production continuity. Foundry Ecocer supports industrial partners with tailored solutions that enhance quality across demanding manufacturing environments.
As highlighted in this feature, Foundry Ecocer supports organisations in improving performance and efficiency across non-ferrous foundry operations.
Visit Foundry Ecocer: https://www.foundry-ecocer.com
