FIVE MINUTES WITH ...
provide centralised visibility into purchase requests , projects pipeline , and traceability of origin while building a data-driven roadmap for measuring and improving results in real-time and creating strategic impact for the enterprise . The pandemic has highlighted the need for greater purchasing data in all areas . Now there are tools and systems that can help provide a level of visibility never imagined before , but these tools need to be wellcoordinated in order to be used with relevant information . Unfortunately , most companies lack a centralised management system , with information on suppliers still siloed between business functions .
• Risk mitigation – with COVID-19 , geopolitical changes , supply interruptions , new regulation and the increasing number of climate events , procurement is empowered to effectively manage risk and support compliance across the business . Enterprises are now recognising sourcing as a strategic partner , as well as the need to become much more agile in terms of making processes and systems accessible and usable for all employees . Executives now see what many procurement professionals knew already – the business impact of strategic sourcing .
• Supplier Relationship Management – the procurement function will need to build supplier evaluations and feedback mechanisms to allow for greater collaboration and alignment between the business and its supply base . Procurement needs stronger and more innovative partnerships with suppliers .
Q . WHAT DOES THE NEXT 12-18 MONTHS HOLD FOR YOU ?
» With consumers increasingly aware of and more vocal about their sustainability concerns , and with growing regulatory pressure , leading FMCG companies and retailers have made strong commitments to sustainability .
While this is moving us in the right direction , and technology is rapidly improving , it will require a real focus from the procurement processes , capabilities , and resources . Developing a systematic way to understand suppliers ( risk , compliance and performance ) will become crucial and those companies that invest in digital technology will have more visibility and more time to react in case of issues .
We will have in the next 12-18 month an opportunity to leverage automation to build a more resilient supply chain .
Q . WHAT QUALITIES MAKE A GREATER LEADER ?
» A leader ’ s key role is to create energy and momentum ; my role is to help others see possibilities and potential , creating energy , inspiration , and vision for my team .
My role as a leader is to create the right environment for others to flourish in their jobs .
I have always tried to create a culture of compassion and empowerment that is accepting of diverse perspectives , backgrounds , and cultures . This unlocks people ’ s creativity , productivity , and happiness .
My role is also to stretch my team members to do better and realise more of their true potential .
I ’ m a big fan of helping women succeed through learning and development that builds on their strengths , helps them create the important networks that they need to succeed and gives them exposure to the right people .
22 July 2022