RISK & RESILIENCE
CREDIT: TUPUNGATO their people, processes, systems and partnerships together.”
Transformation, in Tomas’ s eyes, isn’ t a project with an end date – it’ s a permanent state of evolution.
“ Too often, companies treat transformation as a finite programme to be completed and moved on from,” he says.“ In reality, it’ s an ongoing opportunity to reset what procurement is and the value it delivers.”
At Asahi, transformation is structured to centralise operational tasks whilst freeing category teams for value creation. This approach balances efficiency with innovation, ensuring the function grows more agile without losing its strategic depth.“ It’ s not about removing capability,” Tomas emphasises.“ It’ s about redeploying it to where it has the most impact.”
Crucially, he advises other leaders to pursue change deliberately.“ Sequence initiatives carefully, align them to business priorities and make sure they reinforce long-term direction,” he says.“ When done well, transformation becomes a catalyst for growth – not disruption for its own sake.”
procurementmag. com
99