Exclusive Q&A with Gareth Fisher, Head of Procurement for the UK Cyber & Security Solutions Division at global security company Leonardo, on developing a successful procurement strategy in the aerospace and defence industry. also in this edition
TERMINALS | CAMPBELLS
Welcome to the April edition of CHAIN Magazine!
e are thrilled to share two exclusive interviews with you this month, alongside the latest global supply chain news and features.
For our cover interview this month, I welcome the chance to sit down with Gareth Fisher, Head of Procurement for the UK Cyber & Security Solutions Division at global security company Leonardo. We dive into how Leonardo has built its procurement strategy to propel the company’s innovations within the aerospace and defence industry forward (p6).
Next up, I have the pleasure of chatting with Fernando Fauche, Chief Commercial Officer of APM Terminals Callao, who shines a light on the transformation underway at this key global logistics hub (p30).
For our features this month, we are delighted to spotlight The Campbell’s Company, exploring how the world-renowned food and beverage manufacturer embeds the organisation’s values into its supply chain to increase production, promote growth and continue to establish itself as an industry leader (p50).
We also cover the Institute for Supply Management® expanding its remit to include end-to-end supply chain (p20), scaling up Mission Solar Energy’s US operations (p42), Nissan and SK One’s new battery supply agreement (p62), a global strategy shift for ChangAn (p74), Americold investing in its cold chain capacity in New Zealand (p82) and an exciting partnership in managed services for commercial fleets (p94).
Last, but by no means least, we welcome Mirko Senatore, CEO and Founder of The Wolf Practice, as the guest in our recurring spotlight feature In the company of… (p104).
We hope you enjoy our latest edition. As always, if you would like to be considered as an interviewee or if you have a story for us, please do get in touch.
Contact us at editorial@ithink.media or connect with me on LinkedIn
Exclusive Q&A with Gareth Fisher, Head of Procurement for the UK Cyber & Security Solutions Division at global security company Leonardo, on developing a successful procurement strategy in the aerospace and defence industry.
years ago, global security company Leonardo is a key player in major international strategic programmes and industrial partner to governments and defence agencies.
As one of the world’s largest defence contractors, Leonardo is innovating through AI, digital twin and quantum technologies – leading to significant advancements in aerospace, defence and security production.
Here to delve into the procurement strategy behind Leonardo’s innovations is Gareth Fisher, Head of Procurement of the UK Cyber & Security Solutions Division, in this exclusive Q&A.
What are your top priorities for Leonardo Cyber & Security Solutions’ procurement strategy, and how do they align with the company's overall goals?
The UK procurement team is responsible for aggregating the company’s buying power at UK level for common areas of spend and economies of scale, while connecting globally across Leonardo – bringing
further value with commonality, identity and influence.
In effect, we are creating one united procurement voice for all areas – from local project teams to national and international bodies. This features in the overall UK procurement strategy and ultimately, our obligations to the overall company strategy.
My priority as Head of Procurement is to deliver the best value for our customers whilst cultivating an environment of collaboration and innovation. This maximises our competitiveness and agility while ensuring the business is protected in this highly regulated industry.
I can only achieve this by nurturing and developing the fantastic people within Leonardo’s UK Cyber & Security Solutions division, creating an environment that breeds talent and empowers teams to deliver
discretionary effort with increased efficiency and capability in mind.
This all starts at the ground up by working smartly. As a cyber & security business, it is essential that we use collaborative tools as effectively as possible, which can only be fully leveraged when combined with the necessary policies, processes and cultural change. For change to be successful it needs to be seen as the pain
relief to a common organisational headache.
As this division has matured, we have created a pre-sourcing function within our procurement arm consisting of a team of specialists who engage at the initial stage and provide the business with the insight required to make the most informed decisions about potential suppliers. We also apply this
to our existing suppliers, using our knowledge and past experience with them to further relationships.
How do you approach leadership in a procurement role, particularly in a complex and regulated industry like aerospace and defence?
Within the Cyber & Security Solutions Division, we drive an outcomes and
key results culture, which inspires the team to feel empowered and supported. Objective & Key Results (OKRs) are monitored monthly, ensuring individuals can see how their direct input impacts the success of the business in delivering its objectives.
This creates a direct link between individual employees and the strategic direction of the business,
something that can often be lost. With an approach like this, our team is confident that if we are doing the right thing for the right reasons, the business will support us.
A notable example of this was our transition from a historical sole source arrangement with a single supplier to a dual source arrangement. We identified an opportunity to improve our supply chain resilience whilst providing the possibility for greater value.
The industry was highly regulated and incredibly specialised which had led to this previously sole source arrangement. We were able to leverage our supply chain cyber assurance service to work with both businesses to increase their
cybersecurity resilience, as well as expanding the supply base to meet the needs of the customer. As a result our supply chain has become more resilient and we have been able to provide a better value service to our customer.
There are tough conversations to be had when high-value historical relationships exist, but in this evolving supply chain landscape we must be increasingly resilient and effective with the resources we have.
This is especially important when navigating such a complex business environment as ours. Maintaining high standards in governance and assurance is vital, and for me this is a leading role in the procurement function. I constantly review
expectations made upon the function, and I view building a team that helps to deliver on all fronts a key part of any head of department role, not just procurement.
How is Leonardo UK incorporating innovation into its procurement processes to enhance efficiency and reduce costs?
There are key areas within the Cyber & Security Solutions division that have massively benefitted from innovation and developing our business culture.
We have deepened ties with our key stakeholders through frequent, honest engagement across the business. People from all departments are encouraged to foster relationships to ensure everything is working as efficiently as possible – from operations to finance, logistics to administration. Over the past 18 months, there has been a real focus on long-term cultural change, embedding this into all relationships moving forwards.
We have also worked to centralise our key data to enable more effective management and visualisation for a range of scenarios. A specific example of this would be how we have standardised and centralised the requisition to purchase order conversion time. We set ourselves competitive targets to meet – and with this centralised data visualised in an instant, we can diagnose potential problems earlier to speed up the process overall, producing savings and benefits.
“We are leveraging technology throughout our operational procurement processes”
Gareth Fisher, Head of Procurement for the UK Cyber & Security Solutions Division at Leonardo
We empower our people to test, implement and adopt continuous improvement methodologies such as these. Continuing this work is a priority for me, and something I am personally excited about as we continue on our journey to ensure the function is equipped and prepared for growth.
What role does digital transformation play in your procurement strategy, and how are you leveraging technology to optimise supply chain operations?
Digital transformation is the foundation to building a more agile, sustainable and modern procurement function. It unlocks capabilities in effective procurement strategies that we could only have dreamed of decades ago.
We are leveraging technology throughout our operational procurement processes – automating
We offer a wide range of solutions to our highly regulated client base across the UK and overseas to help protect people and valuable assets.
Our solutions, which are shaped by decades of previous military experience, adopt the layered approach to security (defence in depth) to provide physical and electronic safeguards against unauthorised access to business critical and sensitive information. Our team of security cleared professionals remain agile and adapt swiftly to the changing requirements and environments to deliver outstanding results with precision and integrity, on time, on budget and to the highest quality.
Our values and principles are underpinned by our desire to deliver excellence in everything we do.
We offer our clients total reliability and we remain client focussed throughout each project offering a comprehensive, integrated and often innovative service.
We have a shared history of decades with the Armed Forces and in 2022 we were proud to receive the Gold Award in the Armed Forces Covenant Employers Recognition Scheme.
data, creating more accurate information and presenting it in a way that is easier to consume. This all allows for more data-led decision making.
Our internal supplier forum monitors the performance of our suppliers using a range of tools including the industrystandard ‘Joint Supplier Accreditation Register’ (JOSCAR). In the past, our teams would reach out to individual suppliers and collect any critical information, from policy certification to sustainability practices. Today, this is standardised with embedded automations – making our teams’ lives easier.
Training our procurement teams to have more of an understanding in the emerging technologies within the market allows the function to integrate more within technical teams, helping to provide valuable input into requirements. This helps us collaborate with our partners more effectively, improving cost efficiencies all round.
How do you maintain strong relationships with suppliers while ensuring that they meet Leonardo UK's high standards for quality and performance?
We have held ISO44001 accredited programmes and projects, which means we follow the international standard for establishing and maintaining effective collaborative relationships. We do this by utilising intelligent supplier relationship management mechanisms.
This accreditation enables us to identify businesses that are fundamentally key to our success, and develop a tailored programme to maximise the benefits of working together for both parties. We have established regular touchpoints where we score the relationship on transparent feedback sharing, risk identification and mitigation, while exploring future opportunities.
In a digital age, it can be easy to inadvertently inherit the cyber risks of your suppliers – or vice-versa. Our working practices are compliant, robust and collaborative, positioning us as one of the best in the industry.
What strategies do you use to manage risks in the supply chain, especially considering global disruptions and geopolitical challenges?
We have systems to analyse the supply chain and data resilience, reducing the risk of disruption and
making a more resilient chain overall in the process.
The key step change for us has been in managing the increasingly complicated and critical cybersecurity risk in our supply chain. By partnering with a Small Medium Enterprise (SME) in the cyber domain, we have been able to unlock exciting capabilities and develop a Cyber Security Assurance service.
We now undertake tailored risk assessments with each supplier, working closely with them to improve their policies, processes and compliance. By providing our in-house technical abilities, we’re able to support the development of the SMEs we work with, removing barriers to entry into
an industry which is notorious for its difficulty to penetrate.
This approach enables us to manage our supply chain risk both strategically and operationally at project level, by category or supplier. This service has fundamentally changed the way we onboard and assure our suppliers, creating a robust mechanism through which we can understand and mitigate any enterprise risk.
After seeing an appetite for this service, we’ve scaled up our operations to offer it out to industry customers.
All businesses are waking up to the increasingly complicated cyber risks to their own supply chains, and as a procurement and supply chain
How is Leonardo UK integrating sustainability into its procurement practices, and what initiatives are you leading in this area?
Ensuring our supply chains are sustainable, resilient and agile is one of our primary focuses. It is critical to ensure that the businesses we rely on today are still here tomorrow, so supply chain resilience under the UK’s prosperity agenda is a top priority, with cybersecurity assurance our key focus.
Supply chains can provide or hold sensitive information, which if compromised, could have
a detrimental impact on the organisation and beyond.
We have recently collaborated with an exciting SME to give a cybersecurity assurance service not just internally, but externally in the wider market too. There is an absolute need for this to be built into sustainability strategies everywhere.
What measures are in place to ensure ethical sourcing within your supply chain, particularly when dealing with international suppliers?
Leonardo UK works closely within our existing supply base, as well as with new suppliers as we on-board them, to ensure they comply – and maintain
compliance – with UK and international laws. We also regularly audit and review our supply chain to verify this compliance.
Along with our corporate ethics and sustainability initiatives, clauses are included in our standard General Conditions of Purchase (GCoP) issued with every Purchase Order that specifically cover ethics, sustainability and modern slavery, maintaining the right to inspect records.
Where do you see the future of procurement heading in the aerospace and defence sector, and how is Leonardo UK preparing for these changes?
I see the sector's immediate focus as strengthening the UK's national security and building increased resilience in a robust supply chain infrastructure. By focusing on collaboration with customers and suppliers, we’re able to address challenges and opportunities ahead.
We are using our unique insight and industry levers to help shape policies that balance economic pressures, next generation technology, and geopolitical complexities. Key to this is long-term strategic planning, vital to anticipating and mitigating potential disruptions to the supply chain. Resilience is key, and we must invest in these initiatives to enhance our adaptability to market trends and regulatory pressures.
It is thanks to the positive relationships we have developed with our suppliers
– both in terms of regular contact and seamless collaboration – that we can ensure continuity of supply and manage expectations. We know what is required to make ourselves more agile, resilient and robust, and have committed to creating that balance in our procurement strategy.
How do you stay ahead of emerging trends and challenges in the procurement landscape, and what is next for Leonardo UK’s supply chain strategy?
Being aware of your supply chain is vital to staying ahead. At Leonardo UK, we have been focusing on building key partnerships and developing subject matter experts. This gives us a structured approach to building resilience and allows us to tap into innovation.
We deliberately pick suppliers who have a clear vision for the future, so that we can support them and mutually benefit one another. Our wider procurement teams ‘meet the market’ monthly, as we are firm believers in proactive engagement with all our key suppliers. We want to work with them on any potential issues, hear their short-term and longer-term insights, and understand any upcoming opportunities we may be able to collaborate on.
In the future this is something we are keen to extend to our customers –allowing greater visibility of the supply chains that support their capabilities and help them further develop their
knowledge of the marketplace to better define the requirements of the future.
I am incredibly passionate about working with SMEs, and as such we set ourselves a target percentage spend to ensure that we are breaking down the barriers for ‘doing business with
defence.’ This year we have exceeded our target for SME spend and are incredibly proud to be supporting SMEs in the industry. I consider myself very privileged to work alongside such talent.
Learn more about Leonardo here.
Opportunities to excel, develop and gain experience are all around us. There are always areas of a business that can be improved, and taking responsibility for a solution can make a significant difference – for both the business and your personal career.
Many years ago, I worked as a chef. I had a boss who would place a piece of rubbish in the path of an individual on a trial shift within the kitchen, to see if the person would notice and put it in the bin. Over the years, this has served as a reminder to always search for opportunities to improve the conditions you find yourself in.
I would encourage anyone interested in procurement to become a Member of the Chartered Institute of Procurement and Supply (CIPS). As a member, I have been fortunate enough to learn about best practices outside of my industry, which has helped my development throughout my career. I currently hold my MCIPS with chartered status, and hope to work towards a Fellowship of CIPS in the near future.
Connect with Gareth
ISM® updates its mission practitioners across the
mission and offerings to serve the global supply chain.
The Institute for Supply Management® (ISM®) has announced its strategic expansion from supply management to covering end-to-end supply chain management for its global community. his significant move represents another innovative step in its 110-year organisational history, which aligns with the movement of the profession and the evolving roles of practitioners.
The expansion goes beyond ISM®’s core procurement focus, introducing an updated mission and
vision that aligns with the changing roles and responsibilities of supply chain management professionals.
ISM®’s new mission is to advance the strategy and practice of integrated, end-to-end supply chain management through leading edge data-driven resources, community, and education to
empower individuals, create organisational value and drive competitive advantage. With this, its vision is to foster a prosperous, sustainable world.
This expansion is designed to address the evolving needs of supply chain professionals
“We are excited to lead a new era and provide support supply chain organisations today’s complex supply
Thomas Derry,
worldwide and allow ISM® to develop strategically in response to changes in practice. With this broader scope, ISM® aims to deliver enhanced education, resources and community support to help supply chain practitioners navigate today’s
lead the profession into provide the comprehensive organisations need in supply chain environment”
complexities of modern supply chains with greater efficiency and effectiveness.
“Our expansion marks a pivotal moment in our organisation’s history,” says Thomas Derry, CEO of ISM®. “We are excited to
lead the profession into a new era and provide the comprehensive support supply chain organisations need in today’s complex supply chain environment. This move underscores our commitment to continued innovation and excellence.”
As the first not-for-profit supply management organisation worldwide, ISM® is uniquely positioned to bring its deep procurement and supply management expertise to the end-to-end supply chain. Supply chain management is increasingly managed as a holistic process of integrated functions. Research and practitioner focus groups confirm that as the profession and roles continue to evolve, ISM® must expand its offerings to remain at the forefront of industry needs.
Over the past several years, ISM has developed and introduced content and education programmes that support endto-end supply chain functions. This expansion encompasses all key operational areas – Plan, Source, Produce and Deliver –as outlined in ISM®'s Integrated Supply Chain Model™.
“ISM®'s expanded mission is an evolution”
A significant area of focus has been Deliver, with rapid growth in logistics-related education and training.
In addition to a Logistics and Materials Management certificate, ISM® offers a variety of instructor-led and selfpaced learning opportunities including:
• Instructor-led courses: Logistics and Materials Management, Warehousing and Inventory Management and Sales and Operations Planning (S&OP).
• Self-paced virtual learning: Connected Supply Chains, Innovations in Logistics, Reverse Logistics, Logistics and Warehouse Management Systems, Essential Supply Chain Metrics, Advancements and Emerging Trends in Logistics, among several others.
ISM®'s expanded mission is an evolution that aligns with the needs of modern practitioners and continues to advance the profession.
Source: ISM®
Exclusive insights from Fernando Fauche, Chief Commercial Officer of APM Terminals Callao.
APM Terminals Callao operates the Multipurpose North Terminal at the Port of Callao,
the largest port in Peru and on the Pacific coast of South America.
ince 2011, it has been managing containerised, breakbulk, project, rollon/roll-off (RoRo), solid and liquid bulk cargo, as well as welcoming cruise ships from around the world.
Fernando Fauche, Chief Commercial Officer of APM Terminals Callao dives into the transformation underway at this key global logistics hub in the exclusive interview below.
Tell us more about the exciting expansion and modernisation efforts underway and what it means to have reached phase 3A in the journey at APM Terminals Callao?
“In December 2023, APM Terminals commenced construction on Phase 3A of the modernisation of the North Multipurpose Terminal at the Port of Callao. This critical
phase represents an investment of over $95m and significantly enhances services for general cargo (noncontainerised), with key infrastructure improvements aimed at increasing efficiency:
• Construction of 12 grain silos, expanding storage capacity from 25,000 to 85,000 tonnes.
• Acquisition and installation of two continuous free-flow solid grain unloaders, enhancing unloading
productivity. The goal is to achieve a discharge rate of 1,500 tonnes per hour, doubling the current speed. These improvements will make our terminal the fastest grain unloading facility in South America.
• Construction of 2.13 hectares of pavement and substantial upgrades to the general cargo access gate. These developments reinforce our commitment to improving operational capacity and efficiency at the Port of Callao.
“In June of this year, we will launch the pilot for Phase 3A, with the expectation of achieving 100% completion by July 2025”
Fernando Fauche, Chief Commercial Officer of APM Terminals Callao.
“In June of this year, we will launch the pilot for Phase 3A, with the expectation of achieving 100% completion by July 2025.”
What are the next steps for the expansion?
“Once we reach the target of handling 1.1m twenty-foot equivalent units (TEUs), Phase 3B will commence, requiring an estimated investment of $328m. This phase will introduce key infrastructure improvements benefiting both general cargo and containerised cargo users, including:
• Development of a new fully equipped 440-metre container berth, with dredging designed to accommodate container vessels of up to 400 metres in length and a 16-metre draft.
• Reconstruction of Pier 5C, enabling it to receive the largest container ships exceeding 20,000 TEUs and positioning it as a strategic hub for the West Coast of South America.
“We will continue implementing solutions to enhance and align port infrastructure with market demands, creating value for all port users”
• Acquisition of four STS Super Post Panamax gantry cranes, 12 ERTG cranes, and 33 terminal trucks, increasing the port’s handling capacity to over 2.8m TEUs, marking a significant expansion in operational efficiency.
• Demolition and reinforced reconstruction of piers 1 and 2, featuring a 220-metre berthing
capacity, along with the construction of seven hectares of pavement for container yard and general cargo operations.
“We anticipate commencing construction by the end of this year. While the project is expected to span approximately three years, we plan to deliver the piers progressively, beginning with the new Super Post
Panamax container pier 5C. This phased approach will support the continued growth of Callao as a strategic hub on the coast.”
What do these significant investments represent for Peru and international trade?
“Our total investment commitment for the modernisation of the North Multipurpose Terminal amounts to $1.2b. We have embraced the challenge of leading this transformation and the overall development of the Port of Callao, serving as Peru’s gateway to global trade. This year, we are accelerating the expansion and automation of the general cargo gates, with progressive improvements expected until completion in 2026.
“We will continue implementing solutions to enhance and align port infrastructure with market demands, creating value for all port users.
“In doing so, we reaffirm our commitment to the development of the port sector and infrastructure, serving the country’s growth.”
Learn more at apmterminals.com.
Mission Solar Energy is expanding major investment in domestic
expanding its operations with a domestic manufacturing.
he leading solar photovoltaic modules manufacturer has announced plans to invest $265m to add 2 gigawatts (GW) of solar cell production capacity at its San Antonio, Texas campus. The expansion, set for completion in early 2026, is expected to create 500 new US jobs.
Producing solar cells in-house increases domestic content in
Mission Solar Energy's products, providing customers with reliable, American-made solar solutions. The company intends to manufacture these solar cells using polysilicon sourced from Malaysia-based OCI TerraSus, which is produced with clean hydropower, ensuring a fullytraceable, environmentallysustainable and ethicallyresponsible supply chain.
“As our nation experiences a resurgence in American
“BRINGING
SOLAR CELL PRODUCTION TO OUR FACILITY UNDERSCORES OUR COMMITMENT TO US MANUFACTURING, JOB CREATION AND A TRANSPARENT, ETHICAL SUPPLY CHAIN”
Sam Martens, President of Mission Solar Energy
manufacturing, we are expanding our capabilities to deliver fully domestic solar solutions,” says Sam Martens, President of Mission Solar Energy. “Bringing solar cell production to our facility underscores our commitment to US manufacturing, job creation and a transparent, ethical supply chain.”
In May 2024, Mission Solar Energy completed a 200,000 square-foot facility expansion that dramatically increased the potential capacity for the factory. With this new space, the company has scope to house cell and module production and a growing team.
“Our mission has always been to produce high-quality solar products right here in the US,” adds Sam. “Expanding into solar cell manufacturing reinforces the strength of the American solar industry and enhances the resilience of our domestic supply chain.”
Mission Solar Energy continues to lead in US solar manufacturing, delivering high-performance solar modules designed, engineered and assembled in the USA. This investment marks another step toward a cleaner, more independent domestic energy future.
Mission Solar Energy is a leading US manufacturer of high-quality solar photovoltaic modules, with solar cell manufacturing scheduled to come online in 2026. Located in San Antonio, Texas, Mission Solar is dedicated to producing modules that are ‘Built for the Long Haul,’ with a focus on durability, performance and innovation. Mission Solar products are designed, engineered and assembled in the USA, supporting American jobs and the US economy.
Source: Mission Solar Energy
With over 150 years of history,
The Campbell’s Company (Campbell’s) is on a mission to set new operational standards and connect people through food.
he company is made up of two divisions –Meals & Beverages and Snacks –and over 14,000 employees across North America. With a portfolio of 16 leadership brands, including Kettle Brand, Prego and Goldfish, Campbells has established itself as an industry powerhouse in the food industry.
Its success across its supply chain network and beyond is built up from the company’s ‘5 Cs’ – the key values that have shaped it across its extensive history:
Care: Caring about each other, its customers, its communities and the planet.
Character: Acting with integrity and transparency to execute with excellence and take accountability for its actions.
Collaboration: For Cambell’s, fostering inclusion and diversity leads to stronger teams and better results.
Competitiveness: The company is growth-minded, making bold decisions and moving fast to stay ahead of the curve.
Creativity: Continuously innovating, Campbell’ is always looking for solutions and improvements to the way it approaches challenges.
With these values in mind, the company is transforming its
approach to supply chain to increase production, promote growth and continue to establish itself as an industry leader.
At the centre of this supply chain evolution is an increased focus on operational excellence. The company is prioritising more efficient procurement processes, advanced logistics solutions and stronger planning systems.
In particular, one key initiative for the company’s improved operations is the recent adoption of integrated business planning (IBP), which is designed to align financial, supply chain and operational goals. With this, Campbell’s hopes to forecast demand more accurately, optimise inventory levels and improve production schedules.
The company’s production capabilities are undergoing significant modernisation in the coming years, with Campbell’s investing $230m to prioritise supply chain enhancements. Currently, the company is focusing on improving its manufacturing processes, with an increase in automation, optimised production and further integration of data analytics in its supply chain strategy.
As Campbell’s undergoes this transformation over the next few
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“Campbell’s and California tomato growers have a long history of partnering on sustainability”
Stewart Lindsay, Campbell’s Chief Sustainability Officer
years, it hopes to enhance its ability to adapt to market changes and increase its production capabilities.
Beyond production, Campbell’s is also deploying this investment to improve its sustainability initiatives across its entire supply chain –through strategies such as waste reduction, improving energy efficiency and incorporating ecofriendly packaging in more of its products.
The company has been prioritising sustainable practice throughout its supply chain in recent years. Currently, Campbell’s is taking a closer look at responsible sourcing for the ten products it has identified as priority raw materials, in partnership with The Sustainability Consortium.
From potatoes to paper packaging, Campbell’s is ensuring that these products are carefully sourced to mitigate risks to the business and meaningfully impact the sustainability of its overall supply
chain. On a global level, this could reduce biodiversity loss, deforestation and poor water quality.
Recently, Campbell’s began a partnership with the Natural Resources Conservation Service (NRCS), American Farmland Trust and several other resource conservation districts to increase the adoption of sustainable agricultural practices by tomato growers in California – one of the company’s priority raw materials.
The project – supported with funding through the US Department of Agriculture (USDA)’s Regional Conservation Partnership Program – hopes to reduce agricultural greenhouse gas emissions, while building soil health, supporting water stewardship, and strengthening the profitability and resilience of tomato farms.
“Campbell’s and California tomato growers have a long history of partnering on sustainability,” says Stewart Lindsay, Campbell’s Chief Sustainability Officer. “As farmers
“We are grateful for the USDA’s support and look forward to working with our partners and growers on this important project”
face increasing challenges from climate change, it is important that we support further adoption of climate-smart agriculture practices that improve soil health and enhance resilience. We are grateful for the USDA’s support and look forward to working with our partners and growers on this important project.”
The company is also prioritising work with diverse suppliers to improve sustainable sourcing. It employs several strategies to pursue supplier diversity, including continued membership in both the Women’s Business Enterprise National Council, and the National Minority Supplier Development Council.
Image: thecampbellscompany.com
With a team of strategic sourcing analysts, Campbells utilises these councils’ resources to identify capable suppliers who align with the company’s mission and values. From there, Campbell’s leverages an internal database of prospective suppliers who have registered on its website to maintain a procurement-based supplier diversity working group.
This group of suppliers supports the company by informing strategic direction, providing feedback, identifying areas of opportunity and helping to improve existing processes. With this, Campbell’s has been able to build a supplier strategy shaped by a diverse team of people who acutely understand the changing face of supply chain operations.
With these initiatives in mind, Campbell’s is transforming its supply chain network to better cater to the future of the food industry. Armed with a forward thinking, innovative approach, the company is fostering its community and protecting the planet with the values that have guided it since 1869.
Learn more about Campbell’s here.
South Korean global battery manufacturer SK On is to supply Nissan with nearly 100GWh of US-made batteries from 2028 to 2033, supporting future EV production in the US.
Nissan and global battery manufacturer SK On have recently announced a battery supply agreement that will support Nissan’s electric vehicle (EV) production in North America.
nder the agreement SK On will supply nearly 100GWh of high-performance, high-nickel batteries to Nissan from 2028 to 2033. These US-manufactured batteries will power Nissan’s next-generation EVs to be produced at its Canton, Mississippi assembly plant.
This agreement reinforces both companies’ commitment to electrification and sustainable mobility.
Additionally, production will support 1,700 US jobs at SK On, and will involve a total investment of $661m, including equipment purchases.
“This agreement with SK On is a significant milestone for Nissan’s electrification journey and supports further investment in US manufacturing,” says Christian Meunier, Chairman, Nissan Americas. “Through this smart partnership with SK On, we can leverage their growing US production capacity to
deliver innovative, high-quality electric vehicles that meet the needs of our customers.”
SK On, a subsidiary of South Korea’s SK Group, currently operates two battery plants in the US and is building four additional
plants with partners. Once fully operational, SK On’s annual US production capacity is expected to exceed 180GWh.
“This agreement underscores the strength of our battery technology and our growing presence in the
“Through this smart partnership with SK On, we can leverage their growing US production capacity to deliver innovative, high-quality electric vehicles that meet the needs of our customers”
Christian Meunier, Chairman, Nissan Americas
“This agreement underscores the strength of our battery technology and our growing presence in the North American market”
SeokHee Lee, President and CEO of
SK On
North American market,” says Seok-Hee Lee, President and CEO of SK On. “Leveraging our production footprint and expertise, we are committed to supporting Nissan’s electrification strategy and the broader transition to sustainable mobility.”
Nissan is accelerating its EV strategy as part of its global long-term vision. Last year, the company announced plans to launch 30 new models over the next three years, including 16
“This collaboration between Nissan and SK On is another milestone in the evolution of the US EV manufacturing ecosystem”
electrified vehicles. Among those models are all-new EVs from its Canton assembly plant starting in 2028, further reinforcing its commitment to localised EV production and a sustainable future.
This collaboration between Nissan and SK On is another milestone in the evolution of the US EV manufacturing ecosystem, ensuring customers benefit from advanced, high-quality EV technology backed by a reliable domestic supply chain.
Europe has become a new strategic hub for ChangAn Automobile’s ‘Vast Ocean Plan’ as global growth accelerates.
INTELLIGENT LOW-CARBON MOBILITY
TECHNOLOGY COMPANY CHANGAN
AUTOMOBILE (CHANGAN) HAS LAUNCHED CHANG-AN, DEEPAL AND AVATR
EUROPE, MARKING A NEW PHASE STRATEGY – KNOWN AS ITS VAST
ith
“CHANGAN IS AN OPEN AND COLLABORATIVE COMPANY DRIVEN BY A CLEAR MISSION: TO LEAD SUSTAINABLE MOBILITY AND BENEFIT HUMAN LIFE”
Zhu Huarong, Chairman of ChangAn Automobile
global strategy has shifted gears. The company has expanded its international influence through a series of key milestones –launching in Southeast Asia, Latin America and Middle East-Africa over the past two years.
With a global R&D presence spanning 10 countries and a team of 18,000 experts, ChangAN’s extensive network of branches, factories, dealerships and service personnel is supporting its international growth and collaboration efforts. As a result, ChangAn’s overseas sales have experienced remarkable growth, with a 49.6% increase from 2023 to 2024.
ChangAn initially entered the European market in 2003,
establishing the ChangAn European Design Center to integrate global design trends and enhance its international capabilities. Over the years, the company has built strong brand trust with an integrated system covering research, production and sales. Its European presence boosts R&D capabilities and helps meet market needs – with
technical centres playing a key role in innovation.
Two years on, ChangAn remains committed to its localisationdriven strategy, focusing on sustainable growth, supply chain efficiency and deeper market integration. This latest European expansion allows the company
to build up consumer trust and introduce region-specific models to cater to diverse markets.
“ChangAn is an open and collaborative company driven by a clear mission: to lead sustainable mobility and benefit human life,” says Zhu Huarong, Chairman of ChangAn Automobile. “Along the
way, we've consistently learned from Europe – a hub of innovation and home to some of the world's leading automotive companies.”
Together with global partners, the company strives to deepen collaborative innovation and build ChangAn into a world-class brand in the automotive industry.
SOURCE: ChangAn
The global temperature-controlled solutions leader is doubling the capacity of its Christchurch, New Zealand facility to support quick service restaurant (QSR) business growth.
his groundbreaking expansion will more than double the site’s capacity, enhancing Americold’s ability to meet growing demand across the South Island of New Zealand.
This is the third regional growth initiative for Americold in the past 24 months, underscoring its commitment to providing solutions to capacity-
constrained markets across the APAC region.
“Temperature-controlled warehouses play a critical role in the farm-to-table supply chain,” says Richard Winnall, President, International at Americold.
“As a market leader, we operate varied types of facilities essential to the temperature-controlled food supply chain, also known
as the cold chain. This ensures that products move from manufacturers to end consumers in a safe, reliable, cost-effective manner, with minimal environmental impact.”
By bringing global best practices and delivering top-tier service to the fast moving consumer goods (FMCG),
retail and QSR channels, Americold are poised to modernise the industry.
“This expansion demonstrates our unwavering commitment to local business, job creation and sustainable facility design,” says Doug Seccombe, Managing Director APAC at Americold. “Our New
“TEMPERATURE-CONTROLLED WAREHOUSES PLAY A CRITICAL ROLE IN THE FARM-TO-TABLE SUPPLY CHAIN”
Richard
Winnall, President, International at Americold
“THIS
EXPANSION WILL ENABLE OUR SOUTH ISLAND CUSTOMERS TO GROW THEIR TEMPERATURECONTROLLED SUPPLY CHAIN NOW AND INTO THE FUTURE”
Doug Seccombe, Managing Director APAC at Americold
Zealand facilities are leading the way within Americold, achieving significant kilowatt-hour savings, high emission reductions, rainwater harvesting and solar energy generation.
“We have designed this facility to meet the
immediate and future needs of our grocery and retail customers. This expansion will enable our South Island customers to grow their temperature-controlled supply chain now and into the future. We continue to provide innovative solutions and best-in-class service to help our customers feed the world.”
Source: Americold
Americold Realty Trust, Inc. is a global leader in temperature-controlled logistics, real estate and value-added services. The company has been operating for 120 years and, with a focus on the development of temperaturecontrolled warehouses, it now operates 239 facilities across North America, Europe, Asia-Pacific and South America.
Americold’s 1.5 billion refrigerated cubic feet of storage facilities are an integral component of the supply chain connecting food producers, processors, distributors, QSR and retailers to consumers with the mission of helping its customers feed the world.
"The team were professional and diligent throughout"
Leigh Feaviour, CTIO for BT’s Supply Chain
"Absolute pleasure working with the Digital Innovation team"
Mun Valiji, Chief Information Security Officer at Sainsbury’s
"A highly professional approach"
Andy Brierley, Vice President, Cloud Application Modernisation at IBM
"Digital innovation Magazine is a very flexible and professional team"
Kim Larsen CTIO, T-Mobile Netherlands
Verizon Connect customers will receive access to Verra Mobility’s managed tolling, violations and title and registration services.
Verra Mobility Corporation (Verra Mobility) a leading provider of smart mobility technology solutions, recently announced a partnership with Verizon Connect, one of the largest providers of advanced GPS fleet tracking solutions.
hrough the partnership, new and existing Verizon Connect customers will have easy and direct access to Verra Mobility's managed tolling, violations, and title and registration services through the Verizon Connect Marketplace.
Verizon Connect provides a near real-time, 360-degree view of a fleet’s daily operations to help reduce costs, improve productivity and increase efficiency.
Verra Mobility’s fleet management services are utilised by major fleet owners, operators and managers to conveniently and automatically
“We are excited to partner with Verra Mobility to offer their
complementary
violations and
highly
managed tolling,
title and registration
services to help solve these complex pain points and lower operating costs for our fleet customers”
Kinnera Angadi, Chief Product and Technology Officer at Verizon Connect
pay over 300 million annual toll transactions for more than seven million vehicles globally. In addition, Verra Mobility's violation management services save fleets up to 80% in management and processing costs of vehicle violations.
“Tolling, violations and title and registration are typically manual, expensive and confusing compliance processes, and Verra Mobility has a stellar industry reputation amongst fleet customers for delivering operationally efficient services and cost savings,” says Kinnera Angadi, Chief Product and Technology Officer at
“Verizon Connect is an excellent partner and addition to our growing suite of fleet services”
Steve Lalla, Executive Vice President of Verra Mobility’s
Commercial Services business
Verizon Connect. “We are excited to partner with Verra Mobility to offer their highly complementary managed tolling, violations and title and registration services to help solve these complex pain points and lower operating costs for our fleet customers. We look forward to partnering together to offer these best-in-class comprehensive service solutions to more fleets.”
Verizon Connect utilises connected vehicle software to optimise fleet operations, enhance safety and improve productivity through its telematics solutions. The company offers
a suite of tools including fleet and equipment tracking software.
“Verizon Connect is an excellent partner and addition to our growing suite of fleet services,” says Steve Lalla, Executive Vice President of Verra Mobility’s Commercial Services business. “We are excited for the
opportunity to support more fleets with our suite of services through this partnership and to be able to provide additional value to our current customers. Verizon Connect is a trusted, well-established, deeply resourced and scaled platform and a marketplace in which we are proud to be included.”
SOURCE: Verra Mobility
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Welcome to our spotlight profile feature where we chat with the leaders and innovators in the supply chain, procurement and logistics industries.
For this month’s In the company of… we sit down with Mirko Senatore, CEO and Founder of The Wolf Practice.
A brief summary of your role and what your company does.
I am the Founder and CEO of The Wolf Practice, a Supply Chain Intelligence consulting firm. We help clients navigate complex operational challenges while laying the groundwork for resilient, futureready supply networks. Together, we architect the Future Supply Chain.
How did you start working in supply chain?
Almost by chance. I started my career in consulting straight after earning my degree in Business Economics. Back then, I knew very little about supply chain, but I was eager to learn and unafraid of steep learning curves. That curiosity and willingness to step outside my comfort zone have shaped my career. I’ve learned that every challenge presents an opportunity to grow, and I’m proud of how things unfolded.
What has been the biggest highlight of your career to date?
It’s difficult to single out just one, but if I had to, I would say leading the supply chain launch of the COVID-19 vaccine during my time at Pfizer. It was the Christmas period of 2020, and everything else took a back seat – professionally and personally. The pressure was immense. We knew the world was watching, waiting. Seeing the first vaccine parcels successfully delivered, knowing the difference we
made, remains one of the proudest moments of my career.
Which emerging trend do you think will be most crucial in your industry in the next ten years?
Supply chains are evolving fast, with digitisation accelerating across industries. Generative AI is driving the next wave of transformation, but I believe quantum computing will be even more disruptive, particularly for predictive analytics and network design. On another front, sustainability and ESG are becoming core to strategic decisionmaking. This will continue to reshape how supply chains operate.
If you could spend a day in the life of another profession, what would it be and why?
Without a doubt, an architect. I have a deep passion for architecture and interior design. Bringing a concept to life in a tangible way is incredibly rewarding – and, in a sense, it’s what we do at The Wolf Practice.
Outside work, what helps you feel like the best version of yourself?
Sport, music and friendship. I recently took up kickboxing, which keeps me sharp and connected with new people. Also, riding my motorbike along the Amalfi Coast, where I now live again after nearly two decades abroad, is pure joy. And, finally, let me not forget the long walks with Claus, my lovely pinscher!
Before we go, what advice would you like to share with our readers?
Stay curious. Supply chain is one of the most dynamic fields out there, and the ability to keep learning, questioning, and adapting is what separates great leaders from the rest. Embrace change – it’s where the real opportunities are.
Learn more about The Wolf Practice here.
Connect with Mirko