He says:“ To be effective, these tools must augment human judgement, rather than replace it. We need to be careful not to become overly reliant on AI tools, ensuring that the data and outputs we receive are accurate, actionable and truly support decision-making.”
He feels that the strengths that have taken him to the top procurement position are centred on people and relationships, both in managing and developing his team and working with suppliers and customers.“ I strive to be balanced – not overly reactive, not overly emotional. When difficult decisions need to be made, our suppliers and our customers know they can rely on me and my function as a safe pair of hands.”
In practice, he feels that focusing on the long term matters“ as much as, if not more than, any immediate business outcome”. Graham explains:“ At the end of the day, it’ s about ensuring that, whether we’ re building a product for a customer or receiving materials from a supplier, we operate responsibly, consistently and with integrity.”
procurementmag. com
31