PROCUREMENT TECHNOLOGY
Alongside that, we established the CoE to focus on building and implementing capabilities across key areas such as risk, sustainability, digital transformation, and innovation. The second major focus was talent. We conducted a thorough review and were very intentional about placing the right people in the right roles. That meant reshaping the organisation, bringing in external talent and creating the right balance of skills – all while staying costconscious through a thoughtful location strategy. We implemented this in the first year, alongside continuous engagement with key stakeholders, such as regional presidents and functional leaders, to ensure we were delivering both value creation and value protection.
Q. HOW DO YOU KEEP A SUPPLY CHAIN RUNNING SMOOTHLY WHILE OVERHAULING AN ENTIRE PROCUREMENT FUNCTION AT THE SAME TIME?
» Some things are non-negotiable. We couldn’ t afford to miss an ERP transition deadline or risk an AP transition that meant suppliers weren’ t paid on time. Those milestones shaped everything else, certainly in the first year. Our approach was to split the teams: one focused specifically on the TSA, the digital transformation and new processes, while our category teams continued to execute and deliver value. Everyone sits under one procurement umbrella, but one team is focused on transformation while category managers focus on delivering the bread and butter of the function.
104 August 2026