EEffectiveleadersinprocurementarestrategic thinkerswithstronganalyticalskills,relationshipbuildingabilities,riskmanagementexpertise, innovation,adaptability,andethicalbehavior.Procurement leadersmusthaveadeepunderstandingoftheir organization'sstrategicgoalsandbeabletoalign procurementactivitieswiththosegoals.Theyshouldbe abletoanticipatefutureneedsandtrendsinthemarketand developstrategiestomeetthem.
Theseleadersmustbeabletoanalyzecomplexdatasets anduseinsightstomakeinformeddecisions.Theyshould havestrongquantitativeandqualitativeanalysisskillsand beabletousedatatodriveperformanceimprovements. Procurementleadersbuildstrongrelationshipswith stakeholdersbothinternallyandexternally Theyareableto communicateeffectively,negotiatewell,andbuildtrust withsuppliers,customers,andotherstakeholders.
Ithelpstobuildtrustandcredibilityandcanenhancethe brandvalue.Ithelpstoidentifyandmitigaterisks associatedwithprocurementactivities.Thesefactors developapositiveworkenvironmentforemployeesby promotingfairness,transparency,andaccountability, leadingtohigherlevelsofemployeesatisfaction, engagement,andretention.
Exploringthefacetsthataredrivingtransformationsand enablingreliabilityintheprocurementniche,Insights Successspotlights“The10MostIconicLeadersin ProcurementtoWatch,2023.”Flipthroughthepagesof theeditionandindulgeinthefundamentalsthatcontribute todrivingperpetualbettermentsintheniche.
Have a Delightful Read!
Procurementleadersareabletoidentifyandmanagerisks effectively Theyhaveadeepunderstandingoftherisks inherentinprocurementactivitiesandareabletodevelop strategiestomitigatethem.
Theyareinnovativeandopentonewideas.Theyidentify opportunitiesforprocessimprovements,costsavings,and newtechnologiestodriveefficiencyandeffectiveness.They areadaptableandabletonavigatechangingmarket conditions,regulations,andcustomerdemands.Theypivot quicklyandadjusttheirstrategiesasneededtoensure success.
Theybehaveethicallyandexhibitintegrityatalltimes. Theydeeplyunderstandethicalprocurementpracticesand canensurethattheirteamadherestothosepractices.Ethical behaviorbuildsapositivereputationforindividualsand organizationsintheeyesoftheirstakeholders,including customers,suppliers,andemployees.
Deputy
Senior Sales Managers
Business Development Manager
Marketing Manager Technical Head
Business
Sales
Technical Specialist
Digital Marketing Manager
April, 2023
FeaturedPerson SAP sap.com
GordonDonovan MarketResearch Director-Procurement &Supply
HelenMackenzie HeadofCommunity Outreach
KathyGolding Procurement&Supplier EcosystemServices Leader
LarryPhelan GlobalChiefSupply ChainOfficer
MarthaS.Buffington ChiefProcurement Officer
Brief CompanyName
Gordonbelievesthatprocurementcanpositivelyinfluencenot justorganizationalperformancebutalsobegintochangethe worldthroughpurpose-drivenspending.
ArtofProcurement artofprocurement.com
EY EY.com
Helenhelpsthecommunityaccesstheinsightandresources theyneedsothatprocurementcanmakeapositiveimpacton theworld.
KathyGoldinghasprovenherselfwithherleadershipwith solidstrategicplanninganddecision-makingabilitiestobuild andmaintaineffectiverelationshipswithsuppliersandkey stakeholders.
EY EY.com
SCJohnson scjohnson.com
HealthPromotionBoard hpb.gov.sg
LarryconnectsEYpeopletoleadingservicesandsuppliers, andinspireshisteambydrivingoperationalexcellencetohelp influencetheworld'ssupplychainanddifferentiateEYinthe market.
MarthaBuffingtonistheChiefProcurementOfficerofa companyproducinghealth,nutrition,andsustainableliving productstoenhancethelivesofpeopleandthesustainabilityof theplanet.
Sebastianisanadeptleaderwhohasledateamofprocurement andcontractmanagementofficersinthenation’sfightagainst theCovid-19pandemic.
Sheri'spurposeistomakeameaningfulimpactontheclients, colleagues,partners,andcommunitiesheserves. IBM ibm.com
AT&T att.com
GEODIS geodis.com
Susanleadsadedicatedteamworkingtodefineastrategyto transitioncustomerstonewerproductsandpullcostsoutofthe copper-basedinfrastructure.
TerenceisspearheadingnewProcurementAdvisoryServices (inpartnershipwithanInternationalBrand)underGeodis SupplyChainOptimization.
Thiagoisanaccomplishedandenergeticprofessionalwitha provenabilitytomaximizesales,BuildandmanageB2B relationships,provideexcellentcustomerservice,andoutshine thecompetitionacrossmultipleindustries.
SebastianChua HeadofProcurement SheriR.Hinish ConsultingGlobalLeader forSustainabilityServices, AlliancesandStrategy SusanJohnson ExecutiveVP-Global Connections&Supply ChainPhilanthropyand Community TerenceLee ChiefProcurement Officer AlbertaHealthServices albertahealthservices.ca ThiagoBraga SPO
The EY focus on "no change, no future" has enabled SCS to transform and continually reinvent the supply chain for EY teams.
Thepastcoupleofyearshavechallengedtheways
howsupplychainsoperate.Networkshavebeen disrupted,withgrowthandprofitabilityatstake. Today'ssupplychainleadersmustbeagile,willingto embracechangeandshowanabilitytoreimaginethe existingnetworkstoadapttothesupplychallengesof tomorrow LarryPhelan,ChiefSupplyChainOfficerat EYGlobalServicesLimited,isaleaderwhohasrisento thechallengesofthecurrenteconomicandgeopolitical environmentbyadoptingatrulyglobalmindset.
Startingasaprocurementofficer,Larryrosetobecomethe leaderofSupplyChainServices(SCS)attheglobalEY organization,evenwinningthe15thpositioninBizClik MediaGroup'sTop100SupplyChainLeadersin2021!He wasgrantedthisawardforhisremarkableworkasan innovatorofmoreresilient,sustainable,anddiversesupply chains.
Healsobroughtabouttransformationalchangeattheglobal EYorganizationbyprioritizinganinclusiveculture, strengtheningtheconnectivetissueofitssupplier ecosystem,andelevatingprocurementasastrategic opportunitytodrivebothfinancialandsocialvalue.
Larryisanauthentic,inclusive,andinspirationalbusiness leaderwhosekeensupportfordiverseandinclusiveteams andsupplierswasnotedwiththeWBENCplatinum-level awardforsupportingwomen-ownedbusinesses.
Theinstigatorofinnovationhasbeennominatedforthe WorldProcurementAwards'CPOoftheYearAwardin 2016,2017,and,mostrecently,inMarch2022.WhenLarry isnotbusytryingtoinnovateandtransformtheworld's supplychain,hecanbefoundtraveling,goingtothe theatre,enjoyinggolfingwithfamily,orsupportingthe localnot-for-profitprograms.
InsightscaughtupwithLarryPhelanonhisjourneyto becominganiconicbusinessleaderattheglobalEY organization,bringingchangetothesupplychainindustry andhisfutureplans.
Below are the highlights of the interview:
Larry,pleasedescribethehighlightsofyourcareer. Whatchallengingmomentsstandoutmosttoyou?
Myjourneyasabusinessleaderfollowedasimilarpathas others,proactivelyaccumulatingexperiencesandbuildinga networkofleaderswhosawpromiseinme,allowingmeto develop.From1985-90,Iworkedforthreedifferent financialservicescompaniesandbegantobuildmy foundationalprocess,finance,technology,andleadership skills.
From1990-95,Iworkedasafinancialsystemsconsultant forPriceWaterhouse(PW).From1995-98,Iservedasthe DeputyCIOofPWandPriceWaterhouseCoopers(PwC) asaseniorpartner;theysawsomethinginme,abitofa diamondintherough,untappedpotential,andextendedthe roletome.
From1998-99,Itookmyprocess,consulting,and technologyexperiencesandtransferredtothePwC TransactionAdvisoryServicesbusiness.IjoinedtheEY organizationin1999astheEYAmericasOperationand TechnologyDueDiligenceLeader,supportingprivate equityandcorporateinvestors,andwasinthatroleuntil 2008.In2008,Iwasaskedtofocusonbuildingbetter
Our Real Estate Services team continuously innovates to connect people, space, services, and technology, enhancing the workplace experience, gaining operational efficiencies, improving wellness, supporting commitment to sustainability, fostering collaboration, and increasing our people's overall contribution to the global EY organization.
linkagesbetweenfinanceandtechnologyaswellasleada smallteammanagingprocurementcontracts.
In2009,IwasaskedtoassessandconsolidateallEYteams' globalspendinginallcategories.Now,afteradozenyears offocusingoncategoryandsub-categorygoodsand services,howsupplierrelationshipscanadvancetop-line revenuegrowth,anddirectandindirectspendmanagement, IamproudtosaytheEYorganizationhasabroadyet integratedSCSorganization,fromcontractsourcingto suppliermanagementtopayment.
Mychallengesrequiredself-awarenessandself-reflection.I hadtoembraceaglobalmindset,learntobalancemyusual hard-chargingapproachwithempathyandpatience,master theabilitytoinstigateanddrivechange,workaroundthe blockers,convincethenaysayers,andfindwaysto"getthe jobdone"whenrecipientshavenointerestinchange.
DescribeforourreaderstheservicesthattheEY organizationoffers.Whatisthemissionandvisionitis strivingtowards?
AsagloballeaderinAssurance,Consulting,Strategy, Transactions,andTax,theEYorganizationisusingthe financeproducts,expertise,andsystemsitdevelopedto buildabetterworkingworldthroughouttheAmericas, EMEIA,andAsia-Pacificareas.
Thatstartswithaculturethatbelievesinprovidingthe training,opportunities,andcreativefreedomtomakethings better.AsEYChiefSupplyChainOfficer,IsupporttheEY missionandvisionbyinfluencingUS$10bofRealEstate, Travel,MeetingsandEvents(TME),Technology,Talent, andBrand,Marketing&Communicationsspendacrossall EYmarketsandregions,whichincludes154countriesand over750locations.
Pleaseenlightenusabouttheimpactthatyourworkhas leftontheprocurementindustry.
TheEYfocuson"nochange,nofuture"hasenabled SCStotransformandcontinuallyreinventthesupply
chainforEYteams.ThecomponentsofSCSatthe globalEYorganizationarediverseandcomplex. Knowinghowtoleveragetechnologyandinnovateis paramount.Weareconstantlylookingathowsuppliers canadvancetheSCSagendaandbringimprovements basedontheirexperiencesworkingwithother organizations.
WhatarethevaluesandprinciplesthatguideEYSCS? Howdoyouensureagoodworkingenvironmentatyour organization?
Firstandforemost,sincetheindustryandtheSCSfunction arerecognizedfordeliveringsavings,theSCSfunctionat theglobalEYorganizationislaser-focusedonproviding quantitativevalue(QV)intermsofsavingsandcost avoidanceandthevaluereturnEYteamshavecometo expectfromtheSCSfunction(costofSCScomparedtoQV delivered).However,morerelevantintoday'svolatile economicandgeopoliticalenvironment,asecondSCS focusisongoingbeyonditscoreresponsibilitiesand providingnon-monetarybenefits,whichwerefertoas BrandValue(BV),suchassupportingtop-linerevenue growth,improvingEYpeopleexperiences,businessprocess improvement,supplierinnovation,riskmitigation,and increasinglydiverseandsustainablesupplierengagement, tonamejustafew Third,transformationandinnovationare theSCSDNAandinfluencewhattheteamdoesthemselves andwhattheydoworkingwithoursuppliers.
Thebottomline,theworkcultureisoneoflearningfast fromfailureandlookingtoinnovate.It'sallaboutthelong game,whichmeansthedecisionstakenarefortodayand tomorrow And,ifImayadd,oneveryimportantpartofthe SCScultureistobemindfulofyourwell-beingandhave fun!
Howareyouleveragingmoderntechnological advancementstoenhancethesolutionsthatyouare offeringtoyourclients?
WeinSCSdemandthatoursuppliersbringtechnological advancestotheglobalEYorganizationsowecandevise functionalsolutions.Internally,weleveragecoreERP,AI, andspecialtysoftwaresolutionstogetanenhancedlevelof experiencetoEYbusinessstakeholders.
OurRealEstateServicesteamcontinuouslyinnovatesto connectpeople,space,services,andtechnology,enhancing theworkplaceexperience,gainingoperationalefficiencies, improvingwellness,supportingcommitmentto sustainability,fosteringcollaboration,andincreasingour people'soverallcontributiontotheglobalEYorganization.
Theyhavedeployeddigitalbuildingtechnologiesin200+ locationsacross15countries.Thesetechnologiesincludea workplaceexperienceapp,digitaltwin,indoorpositioning systems,indoorairquality(IAQ)sensors,environmental
sensors,andrelatedsmarttechnologiestoprovideour peoplewithaninteractive,intuitive,andfrictionless workplace.
Travel,Meetings,andEventsServices(TME)advances theirindustrywithtechnologiesthatsupportbettertraveler experiences,suchastheblockchaintravelbookingprocess, whichreducesthefrictionofbookingandincreasestravel optionsoffered.TMEassistswithindustrystaffing challengesbyoperatinganinternaltravelserviceleveraging telephonyandAIQ&Aservicestoreduceinquiriestoour travelagency TheircorporatecardprogramleveragesRPA andRDAsolutionstoextractdata,improvethe reconciliationprocessesanddeployvirtualpaymenttokens todriveprogramefficienciesacrossthesupplychainand thebusiness.
Describewhaticonicleadershiplookslikeandhowyou embodyitwhenleadinginadynamicallychanging market.
There'snoonedefinitionoficonicleadership.Eachofus seesitassomethingabitdifferentbasedonour experiences.Forme,iconicleadershipisaboutbeinga visionarywhoembracesanddemonstratesanabilityto communicateeffectively,thinkcreatively,inspireand leadchangeandbuildanddevelopproductive,cohesive teams
Communicationmustbeatwo-wayprocess–giveand take.Wehaveonemouthandtwoearsforareason. Deliveringopen,honest,andtimelymessagescombined withawillingnesstolistenandanswerquestionsbuilds trust.
Thinkingcreativelyandsharingyourvisioninspiresothers toactandthinkdifferently WeaskourSCSteammembers tochallengethestatusquoandlookfornewwaysofdoing things.Our"failfast"mantrahasbecomepartoftheSCS DNAandhasresultedinexponentialinnovationsbeing developedeachyear.
Changeisconstant.Notonlymustyouembraceit,butyou mustalsoseekitout.Youmustdemonstrateyourown willingnesstochangethroughyouractions.Myteamhas seenmechangeandgrowduringouryearsofglobalization, andIthinkIhaveinspiredthemtodosoaswell.
Communicatingeffectively,thinkingcreatively,and embracingandleadingchangeeachplayapartinbuilding anddevelopingproductiveandcohesiveteams.Ensuring
yourfunctionisseenasavitalpartoftheorganizationalso playsapart.
In"Howtogettheboardtoseeyourfunctionasstrategic, notjustastransactional,"achapterIwrotefortheBusiness LeaderEditioninVolume6ofMissionMatter'sTopTipsto Success,Idescribedthefiveareasoffocusthatworkedfor ourSCSfunction–socialize,berelentless,drivemindset change,focusonexceptionalsupport,andusedataanalytics asyourbuildingblocks.
Withafocusonthesefiveareas,wewereabletotransition frombeingafunctionthatfeltattimeslikeitsonlyrolewas to"buyenoughprinters"toatrustworthyfunctionthat understandsthedirectiontheorganizationisgrowingand thatfuelsthegrowth.Thefeelingofpridethisinspiresfor theteamispriceless.
AndIamimmenselyproudoftheSCSteam.Whatthey haveachieved,notonlyinthequantitativeandbrandvalue theydelivertotheglobalEYorganizationbutthepersonal brandstheyhavedevelopedinternallyandexternallyforthe organization.
Wheredoyouenvisionyourselftobeinthelongrun, andwhatareyourfuturegoalsfortheglobalEY organization?
AsIlooktothefuture,Iseemyselfasasignificant influencer,drivingandleadingthetransformationand innovationoftheSCSfunctionattheglobalEY organizationandthesupplychainindustry.EYteams requirealeading-classSCSfunctionsupportingbusiness issuesandtransformation.Thesupplychainindustryneeds tobefocusedonwhatitcandoforthebusinessbeyond financialbenefits.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretoventureintotheprocurementsector?
Intermsofbeingonthesupplyside,Iadvisebudding entrepreneurstoensuretheyhaveaviablesolutionforthe companytheyseektodobusinesswith.
Inotherwords,knowyouraudienceandbringan experiencethatmatchestheneedsoftherespective companythatiseasytousewithanabilitytointegrateinto thebroaderecosystemoftheorganization.Aspartofa supplychainteam,Iwouldadvisefocusingon sustainabilityanddiversityandadoptingtheEYSCS mantraof"Nochange,nofuture."
Effectivepeopleandleaderstend tohaveadegreeofselfawareness–theabilityto acknowledgeandunderstandthethings thatmakeyouwhoyouare.They'rein tunewiththeirbeliefs,personalitytraits, valuesandemotions.
Individualswithstrongself-awareness understandhowtheiractionsimpact thosearoundthemandproactivelytake responsibilityforsaidactions. Procurementprofessionalsareableto shiftoutoftacticalmodetostart thinking—andstrategically
Strategicthinkinginvolvesstepping backtoconsiderthebiggerpicture ratherthanfocusingsolelyonthe immediateproblemsathand.Standing outwiththeattributesisHelen Mackenzie,HeadofCommunity OutreachatArtofProcurement
In an interview with Insights Success, Helen shares valuable facts highlighting her professional tenure and the journey in the niche.
Below are the excerpts from the interview:
HelenMackenzie HeadofCommunity Outreach ArtofProcurementBrieflydescribeyourprofessional journeyupuntilnow.What challengesdidyoufacealongthe way?
Likemanypeopleinprocurement,I didn'tstartthere.Procurementfoundme.
Afteruniversity,Itrainedasanaccountantworkinginlocal government.Ithenhadabriefspellinpolicyandcorporate governancerolesbeforeheadingbacktofinancialservices foraseniorleadershipposition.
Itwasn'tuntil2010,whenIwasgiventheleadfor procurementcoveringwhileacolleaguewasunwell,thatI discoveredprocurementandfellinlove.AndonceI'dfound procurement,therewasnowayIwasgoingtolet procurementgetawayfromme,andmyloveaffairbegan.
Thechallengeformeatthatpointwasgettinguptospeed withwhatgoodprocurementlookedlike.Ididn'twant thingstobeok;Iwantedthemtobegreat!Iwantedto transformtheteamthatIwasleadingsotheycoulddeliver anambitiousprocurementvision.
Wealsoneededtodevelopinfluencewithinanorganisation thatdidn'tunderstandthevaluethatgreatprocurement couldbringtothem.So,itwasn'tjustaboutwhatwedid.It wasabouthowpeoplesawus.
That'sachallengethatIthinkiscommontomanyleadersin procurement-wegettherole,weunderstandthevaluewe canbringtothebusiness,andthenweneedtoinspirethe teamtostepup,engagewithourstakeholdersanddeliver.
Whatsignificantimpacthaveyoubroughttothe procurementindustry?
DuringmytimeasaCPO,Iwasabletodriveforward changebothwithinmyownorganisationandacrossthe publicsectorinScotland.Iwaspartofacohortofleaders inScotlandthathadavisionforwhereprocurementcould be-avisionforhowprocurementcouldachievepolicy objectives,couldcontributetotheeconomyandwell-being anddeliversignificantvaluetotheScottishtaxpayer
Andweweresuccessful!Procurementhasandcontinuesto makeanimpactinScotland,andthatistestimonytothe groupofleadersthatIwasprivilegedtobepartof.The othercontributionthatI'mveryproudofwasaproject wheremyteamandIpioneeredaninnovativeapproachto enablingcitizenstoparticipateintheprocurementprocess.
Weputthecommunityinthedrivingseatthroughoutthe processofputtingcontractsinplaceforpublictransport, involvingtheminsourcing,supplierselectionandcontract management.Itwasoneofthefirsttimesthisprocesshad
beentried,andwereceivedinternationalrecognitionforour work.
Tellusaboutyourcompanyanditsfoundationpillar.
I'mcurrentlypartoftheteamatArtofProcurement.AOPis proudtohosttheworld'slongestrunningpodcastinthe procurementspace.Infact,wejustachieved1million downloadsforthepodcastinMarch2023.
Wealsocreatecontentfortheprocurementcommunity throughdigitaleventslikewebinarsandwrittencontentlike whitepapers.It'scontentthat'sdesignedtoinspireand informprocurementleaderssotheycantakeactiontomove thingsforward,addvalueandmakeanimpact.
Howdoesyourcompanypromoteworkforceflexibility, andwhatisyourroleinit?
ArtofProcurementisasmallandfullyremotebusiness. MycolleaguesarebasedindifferentpartsoftheUnited States,andI'mbasedintheOuterHebridesofScotland overhereintheUK.So,flexibilityiskey.
Throughourcontent,we'recontinuallycommunicating ideasandthemesrelatingtotheprocurementworkforce.We recognisethatwe'reenteringaperiodwhenprocurement teamsmayneedtochangetobemoreflexiblesotheycan respondmoreeffectivelytotheneedsofthebusiness.
Alotofourcontentisaimedatintroducingandexploring ideasaroundworkforceflexibilityandsupporting procurementleadersastheynavigatethatlandscapeand developresponsesthatworkforthemandtheirteams.
Throughour content,we're continuallycommunicating ideasandthemes relatingtotheprocurement workforce.
Whatisyourtakeontechnology'simportance,andhow areyouleveragingit?
Technologyisbecomingamust-haveaspectof procurement.OK,we'vehadeProcurementsystemsinthe past,andwe'vehadsourcingplatforms,butnowthe landscapeofprocuretechisextensive;it'snotjustinthese lanes.Isawadiagramtheotherweekthatdocumenteda hugenumberofprocuretechproviders,sotechnologyis rightattheheartofdeliveringprocurementthesedays.
CPOsneedtobeabletoleverageprocuretechtocreate value,andoneofthethingsthatwedoatArtof Procurementistoexplore,throughourcontent,howtech cansupportprocurement.Infact,wehaveanannualevent dedicatedtothetopiccalledDigitalOutcomes–that'show importantwethinkitis.
Whatwillbethenextsignificantchangeinthe procurementindustry,andhowareyoupreparingfor it?
Ideliveredapresentationearlierintheyearata procurementconferencewhereImadethecasethat procurementisinitsadapt-or-diemoment–imaginethat!I thinkthenextsignificantchangeforusisalreadyhere.AsI saidearlier–technology,newbusinessmodelsandthe emergingtalentlandscapeforprocurementmeanthat changeiscomingwhetherwelikeitornot.
Weneedtobeonthefrontfoottorespondtothatchange proactivelysothatprocurementissettingtheagenda,not beingdrivenbyobjectivessetbysomeoneelse.Thebest wayforprocurementleaderstoprepareistounderstand what'soutthere,thinkaboutitinthecontextoftheirteam andhaveanopiniononthebestwayforwardandthebest businessmodelforthebesttechnologytobedeployed.And thentakeaction!
Whatareyourgoalsintheupcomingfuture?
Mygoalforthecomingyearistodevelopmyroleasthe leadforcommunityoutreachhereatArtofProcurement–gettingmoreexperienceofpodcastingandhostingsessions atoureventsanddiscoveringmorepeoplewho,likeme,are crazyinlovewithprocurement!
Whatadvicewouldyouliketogivethenextgeneration ofaspiringbusinessleaders?
Think!Changeiscoming,andyouneedtokeepabreastof it.Consumecontent-whetherit'sreading,attending webinars,orlisteningtopodcasts,youneedtoknowwhat's coming,and,ifyouareanaspiringbusinessleader,that's evenmoreimportantnow.
Butit'snotgoodenoughjusttoconsumecontent;youneed aviewpointonwhat'sahead.Ithinkthosebusinessleaders whohaveideas,whoarepreparedtoarticulatethemand whoarepreparedtotakearisktodrivechangearetheones whowillprevail.
IfI'dbeennervousaboutmyvisionforprocurementwhenI becameaCPO,ifI'dbeenhesitantabouttryingtodrivethe changeIknewneededtohappenbecauseIthoughtitmight notberightorIdidn'thavealltheinformationortheidea I'dhadmightnotwork,Iwouldn'thavebeenableto achievetheresultsthatIhaveinmycareer AndIwouldn't nowbemydreamjobatArtofProcurementsupportingthe procurementcommunityatthisexcitingtime.
Kathy Golding
Procurement & Supplier Ecosystem Services Leader
Thereisnoone-size-fits-allmoldforwhatmakesa greatleader,andleadershipcanlookverydifferent whenmanifestedindifferentpersonalitiesand circumstances.Trueleaderscanseetheworldbothasit reallyisandwhatitcanbecome.Theybalancethetension betweenrealismanddreamingbig.
Theyunderstandtheveryrealchallengestheyfaceand addressthemdirectly Theyalsoseebeyondtheobstaclesto whattheworldcouldlooklikeiftheykeeponheadingin therightdirection,andtheyconstantlychampionthatvision whileseekingreal-worldsolutionstohelpthemgetthere.
Effectiveleadersinvestintheirteammembers.Theyare committedtogrowingandmentoringtheirstaff.They realizethatthegoalisn'thavingpeopleimpressedwithyour work;thegoalisbuildingnewleaderswhocanaccomplish morethanyoucan.AllthesetraitsspotlightKathy Golding,Procurement&SupplierEcosystemServices LeaderatEYGlobalServicesLtd.
InaninterviewwithInsightsSuccess,Kathyshares valuablefactshighlightingherprofessionaltenureand journeyintheniche.
Below are the excerpts from the interview:
Kathy,pleasebrieflydescribeyourprofessionaljourney upuntilnow.Whatchallengesdidyoufacealongthe way?
IstartedmyprofessionaljourneywithCelestica,a Canadianoutsourcedelectronicsmanufacturingcompany, asacostanalystfortheChiefProcurementOfficer,who thenaskedmetohelpstartupaprocurementofficein Switzerlandasaprocurementmanager.
AsIworkedmywayupandwaseventuallypromotedto directorlevel,challengesthatIfacedincludedworkingina "24hoursaday,sevendaysaweek"environmentand managingthecostandavailabilityofcriticalmanufacturing parts,especiallyduringshortagesorunforeseensupplier factoryissues.
UponrelocationtotheUK,IjoinedTescoasacorporate procurementmanagerfortechnology,includingretail hardware,softwareandservices.In2010,IrealizedI wantedtotakemyvaluableexperienceandworkfora globalorganizationwithastrongbrandinthemarket…and therestishistory!
Ihavespenttheentiretyofmy10-yearEYcareerinSupply ChainServices(SCS).Iassumedmycurrentroleof
We leverage strategic workforce planning to build a diverse and agile workforce that includes onshore, nearshore and offshore people, contractors and managed services. This diversity allows us to manage the peak of the business through a flexible workforce model focused on consistent and high-quality service on a global scale.
Procurement&SupplierEcosystemServices(PSES) LeaderatEYGlobalServicesLimitedinJuly2022, managingtheglobalspendcategoriesofTalent, Technology,Brand,MarketingandCommunications (BMC)acrosstheorganizationfromsourcinginceptionto fullcontractlifecyclemanagementofoursupplier relationships.
Whatsignificantimpacthaveyoubroughttothe procurementindustry?
AcrucialpartofwhatPSESdoesisgrowingand maintaininganintegratedandcollaborativerelationship
withthebusiness.Toachievethis,PSEShas implementedaCenterofExcellence(CoE)model,made upofvirtualteamsofcategoryexpertsinAutomotive Mobility,Cybersecurity,HumanCapital,Learningand Development,ManagedServices,ProfessionalServices, Software,TotalRewardsandTelecomsthatactivelygather, develop,shareandapplyknowledgetoaglobalcategory, collaboratingwithstakeholdersandgroupstodrive long-termvalueandexecutionacrosstheglobalEY organization.
Theseinnovativeteammemberscontinuetoraisethebar forPSESanditsstakeholdersbyprovidingvalueforthe
globalEYorganizationandbeingrecognizedexternallyin themarketfortheirfuture-focusedmindsets.
HowdoestheglobalEYorganizationpromote workforceflexibility,andwhatisyourroleinit?
Withover600professionalsin38countries,SCSisthetrue definitionofaglobalfunction.Weleveragestrategic workforceplanningtobuildadiverseandagileworkforce thatincludesonshore,nearshoreandoffshorepeople, contractorsandmanagedservices.Thisdiversityallowsus tomanagethepeakofthebusinessthroughaflexible workforcemodelfocusedonconsistentandhigh-quality serviceonaglobalscale.
WearealsokeentosupportthemobilityoftheEY workforcethroughEYprogramssuchasMobility4U, whichoffersEYpeopletheopportunitytoworkacross geographiesandservicelinestobroadentheirglobal mindsetandthrivebothpersonallyandprofessionally.
Whatisyourtakeontechnology'simportance,andhow areyouleveragingit?
TechnologicalinnovationisourNorthStarinPSES,driving ourdevelopmentandincreaseinefficiency Twoofour mostrecenttechnologicaldevelopmentsareour SmartSpendapp,aninternalapplicationbuiltbythePSES Enablementteam(ledbyDanJenkinsandwiththe technicalknowledgeofMichaelRoche)thatallows sourcingmanagerstomanagequicklyandefficientlyto SpendunderManagementdataandaninternal Commercialsapplication,providinginstantaccessto financialspendinformationandexecutingitscontinuous improvementstoenhancetheuserexperience.
Whatwillbethenextsignificantchangeinthe procurementindustry,andhowareyoupreparingfor it?
Iexpecttoseerapidadvancementsinthetechnologyspace, allowingforasmootherandmoreinnovativeprocurement experienceforthebusiness.
InPSES,wearecontinuallyraisingourambitionsto becomeaworldclassdigitallyenabledfunctionthatattracts
leading-classtalent.Coupledwitharecentsimplification initiativetosignificantlyreducetheadministrativeburden onPSESsourcingmanagers(resultinginaneffortreduction of80%),wearealsopreparingforagame-changing supplierexperienceportalthatwilldramaticallysimplify thewaysuppliersworkwiththecomplexglobalEY organization,reducingthenumberofformsandtouchpoints currentlyrequiredforonboardingandenhancingthegrowth andcollaborativenatureofEYsupplierrelationships.
Whatareyourgoalsintheupcomingfuture?
Lookingaheadtothenearfuture,Iamveryexcitedabout thepotentialEYorganizationalrestructureandthe opportunitytobeapartofsomethingthatonlyhappens onceinalifetimeatthisscale,allwhilemaintainingthe abilitytocraftmycareerpatharoundmydecades-long passionforprocurement.IbelievethatthisPSESteamhas allthatittakestohelpdriveandprovidecontinuedresults together,whateverthefuturemayhold.
Whatadvicewouldyouliketogivethenextgeneration ofaspiringbusinessleaders?
TheadviceIhaveforbuddingentrepreneursaspiringto excelinsupplychainboilsdowntothis:strivetobepartof teamsthatsupportanddrivechange,makeitsteam membersfeellikefamilyandplayapartindecisionsmade, createasafeenvironmenttooffernewideasandprocess changes,encouragecreativityanddiversity,andmost importantly,areokaywithfailure.Quickfailuresleadto quickerandstrongersolutions!
Transformationalleadershipisaleadershipstylethat focusesoninspiringandmotivatingemployeesto achievetheirfullpotential.Itinvolvescreatinga visionfortheorganizationandempoweringemployeesto worktowardsthatvision.Inthisarticle,wewillexplorethe keyattributesoftransformationalleadership.
Transformationalleadersarevisionarythinkers.Theyare abletoseethebigpictureandcreateacompellingvision fortheorganization.Theycommunicatethisvisionto employeesandinspirethemtoworktowardsit.Byhavinga clearvision,transformationalleadersareabletoalignthe effortsofemployeestowardscommongoals.
Businessleadersarevisionarythinkers.Theyhaveaclear understandingoftheirorganization'smission,values,and goals.Theyareabletocreateacompellingvisionforthe futureandcommunicateiteffectivelytoothers.Innovative thinkingcreatesaclearfocusforindividualsand organizations.Ithelpsthemtoidentifytheirprioritiesand goalsandtoaligntheiractionsaccordingly Thisfocus enablesindividualsandorganizationstoworkmore efficientlyandeffectivelytowardsachievingtheirvision.
Byenvisioningafuturestatethatisdifferentfromthe present,individualsandorganizationscancreateasenseof urgencyandadesireforchange.Thiscanmotivate individualsandorganizationstotakeaction,totrynew things,andtodriveinnovationandgrowth.
Itcreatesaclearfocusforindividualsandorganizations.It helpsthemtoidentifytheirprioritiesandgoalsandtoalign theiractionsaccordingly.Thisfocusenablesindividuals andorganizationstoworkmoreefficientlyandeffectively towardsachievingtheirvision.
Transformationalleadersinspireandmotivateemployees. Theyareabletocreateasenseofpurposeandmeaningfor employeesbyconnectingtheirworktotheoverallvisionof theorganization.Theyprovideencouragement,support,and recognitiontoemployees,whichcanleadtoincreased engagement,commitment,andloyalty
Transformationalleadersencourageinnovationand creativity Theychallengeemployeestothinkoutsidethe boxandcomeupwithnewideasandsolutions.Theycreate acultureofintellectualstimulation,whereemployeesare encouragedtotakerisks,learnfromfailures,and continuallyimprove.Bypromotinginnovationand creativity,transformationalleaderscandrivegrowthand successfortheorganization.
Transformationalleaderstreateachemployeeasan individual.Theytakethetimetounderstandtheirunique strengths,weaknesses,andgoals.Theyprovide personalizedfeedback,coaching,anddevelopment opportunitiestohelpemployeesreachtheirfullpotential. Byshowinggenuineinterestinemployees,transformational leaderscanbuildtrust,loyalty,andrespect.
Influentialbusinessleadersareresilient.Theyareableto bouncebackfromsetbacksandfailures.Theyareableto maintaintheirfocusandcommitmenttotheirvision,even inthefaceofadversity Theyarealsoabletolearnfrom theirmistakesandusethemasopportunitiesforgrowthand improvement.
Influentialbusinessleadershavehighemotional intelligence.Theyareabletounderstandandmanagetheir ownemotionseffectively Theyarealsoabletoempathize withothersandunderstandtheirperspective.Thisallows themtobuildstrongrelationshipswithemployees, customers,andotherstakeholders.
Businessleaderspossessauniquesetoftraitsand characteristicsthatenablethemtoinspireandmotivate otherstoachievesuccess.Byexhibitingvisionarythinking, strongcommunicationskills,decisiveness,resilience, emotionalintelligence,andstrategicthinking,influential
businessleadersareabletocreateapositiveimpactontheir organizationsandthewiderbusinesscommunity.
Businessleadersarestrategicthinkers.Theyareabletosee thebigpictureanddevelopstrategiestoachievetheir vision.Theyareabletoanalyzetrends,anticipate challenges,anddevelopplanstoaddressthem.Theyare alsoabletoadjusttheirstrategiesasneededtorespondto changingcircumstances.
Transformationalleadersareethicalandvalues-driven. Theyleadbyexampleandsethighstandardsforethical behavior.Theyaretransparent,honest,andaccountable. Theyprioritizethewell-beingoftheiremployeesandthe organizationovertheirowninterests.Bydemonstrating ethicalleadership,transformationalleaderscanbuilda cultureofintegrityandtrust.
Inconclusion,transformationalleadershipisapowerful leadershipstylethatcandrivesuccessandgrowthfor organizations.Byexhibitingvisionarythinking, inspirationalmotivation,intellectualstimulation, individualizedconsideration,andethicalleadership, transformationalleaderscancreateapositiveworkplace cultureandinspireemployeestoachievetheirfull potential.
Commencinghiscareerintheprocurementniche
withHP/AgilentTechnologiesasthe Regional Procurement Manager,SebastianChua.Hethen movedontojoinMicrosoft,Citibank&AlcatelLucentas Head of Procurement totransformtheirprocurement organizationintheAsiaPacificregion.
Since2014,hereportstotheCEOoftheHealth PromotionBoard,MinistryofHealthSingapore,as HeadofProcurement.From2020to2022,Sebastianleda teamofprocurementandcontractmanagementofficersin thenation'sfightagainsttheCovid-19pandemic.In recognitionofhiscontributiontothisnationaleffort,he
receivedaSpecialMentionedCovid-19AwardfromSupply ChainAsiaandwasconferredaPublicAdministration MedalbytheSingaporePrimeMinister'sOffice.
From2017to2021,SebastianwasconferredtheAsia PacificCPOAwardsby(a)ProcurementLeadersLimited (UK),(b)CharteredInstituteofProcurement&Supply (UK),(c)SupplyChainAsiaand(d)ChinaProcurement Success.In2020,hewasvotedasoneofthetop10 ProcurementExecutivesWorldwidebySupplyChainDive. In2018,healsoreceivedthePublicServiceInnovation ChampionAwardfromtheHeadofCivilService, Singapore.
HisProcurementPapers(a)"TransformativeTHINKING. TransformativeDOING(b)"FromGatekeepertoBusiness Enabler,"and(c)"CanInnovationgowith Procurement"werepublishedinTheJournalof PublicProcurement(USA),APACCIOOutlook andSupplyChainAsia.
SebastianistheformerChairmanofThe SupplyChain&ProcurementCouncil underSupplyChainAsiaandanadvisory membertotheAssociationfor InternationalProcurementTechnology andStandards(AIPTS).
InaninterviewwithInsightsSuccess, Sebastiansharesvaluablefactsthat highlighthisprofessionaltenureand hisjourneysofarintheprocurement niche.
Whatchallengesdidyoufacealong theway?
Sebas an Chua Head of Procurement, Health Promo on Board, Ministry of Health, SingaporeInmostcompanies,aProcurementjobis perceivedasanunglamorous,unlovedpartof
thebusiness.Afasttracktonowhere.Sourcingandsupplier managementisstrictlyaboutcosts,andallthatmattersis playinghardballtogettheseaslowaspossible. Procurementhasnoconnectiontoinnovationorstrategyor creatingpositivevalue.
Therearemanycontributingfactors,internalandexternal. Internally,howdoweasprocurementpeopleseein ourselves?Dowehavethedesiretochange?Noonecan teachuspassion,purpose,drive,andinnovation.Onlywe canbeourownworstenemy
Manytimes,wearesurroundedbynegativethinking people,sowedon'tgrow Weshouldchangeour environmentinordertowatchourgrowth.Andnomatter howmuchtheworldtriestoholdusback,weshould alwayscontinuewiththebeliefthatwhatwewantto achieveispossible.
Believingwecanbecomesuccessfulisthemostimportant stepinachievingit.Theconditioningofthemindisvery strong.Whenweconditionourselvestobetieddown,we lose. Breakthroughthinkingisrequiredtobreaknew ground.
Inthedigitaleconomy,wecannotsolveourproblemswith thesamethinkingthatweusedwhenwecreatedthe problems.Weshouldcapitaliseondigitaltechnologyto transformthebusinessstrategy,optimisebusiness performanceanddiscovergame-changinginnovations.It offersusanopportunitytomakeprocurementawesomeand earnusaseatattheboardmeeting.
Withdigitaltransformation,wearenotonlydelighting customerswithaninteractive,user-friendlyexperiencebut alsoextendingittoachieveoperationalexcellenceand realizecostefficacyandbusinessagility.Ashiftthatis beneficialforbusinessesandcustomersalike.
However,wedoneedtoknowthatdigitalisationalone cannottransformanybusiness.Weneedbothhumanskills anddigitalisationtotransformourjobs.Digitalisationisnot thetarget;itistheenabler Weneedtofocusonhowit drivesvalueanddeliverresults.Likemostdisruptive technologies,benefitsdonotnecessarilygotoearly adopters.Thesuccessgoestothosecompanieswhoknow howtoabsorbandmanagechange.
Inadigitalworld,procurementshouldcallfornewskill setsanddisciplinestoadequatelyembraceanddrivedigital transformation.Whatarethesekeyattributes?
One,Intellectualcuriosity–Todeliverfasterinsightfor businessdecisions,analyticalskillswillbeinhighdemand. Procurementneedstoknowhowtoasktheright"why" questions,detectpatternsindata,findcause-and-effect relationshipsandchallengethestatusquo.
Two,Technologysavvy–Procurementdoesnotneedto becomedatascientists,butweneedtobefamiliarwithnew technologies,sowecanhaveintelligentconversationswith ITandquicklyadoptnewtoolsthatdonotrequireIT intervention.
Three,Businessacumen–Asabusinessfunction, procurementneedstohaveathoroughunderstandingofthe company,itsoperations,itsvaluedriversandcompetitive environment.
Last,Storytellingskills–Dataisthemechanismthatmakes digitalbusinesspossible,butthedeliverymechanismisa story.Thebestdigitaltechnologywon'tchangethemindof theCEOiftheresultsoroutcomescannotbeexpressedin theformofastory,abusinessproblemorasolution.
Whatadvicewouldyouliketogivethenextgeneration ofaspiringprocurementleaders?
Tobecomesuccessfulinprocurement,technicalskillsare given,butentrepreneurialskillsneedtobeinfocus.For example,aleadingCPOislessofafunctionalmasterof procurement,andmoreofanenterpriseleaderwho managesthebusiness.
To become successful in procurement, technical skills are given, but entrepreneurial skills need to be in focus.
Whataretheenterpriseskillsinprocurement?Iwould summarisethemintoCIPS(nottheCharteredInstituteof Procurement&Supply):
C – Challenge conventions. The critical thinking, creativity, and curiosity to understand the business needs and market capability, with the intellect to connect both with solutions.
I – Innovation. Intuition, influencing skills and integrity And not forgetting the I for Investment on our staff.
P – Provoke new thinking. Passion, purpose, positive thinking, predictability, perseverance, persuasion, and people management skills.
S – Solve problems. The service orientation mindset,
salesmanship, and speed to sell ideas convince the business that procurement can help them to be successful.
Forprocurementtoprosper,weneedtodeliveronwhat, where,when,whyandhowofthecustomers.
Therefore,Iseeprocurementasacompletebusinessrole. Wemustleadwiththehead,hands,heart,andguts:
Theheadtounderstandthetotalityofthebusiness.The handswithcredibleexperienceandtrackrecords,armed withfinanceandlegalknowledge.Aheartthatwantsvalue forallpartnersandisperceivedasonewithprincipleandis trustworthy.Finally,arewestrongadvocatesofchange management,unafraidofmanageablerisksandmanaging conflicts?
Organizationalgrowthisacrucialaspectofany successfulbusiness.Itallowscompaniesto expandtheiroperations,increasetheirmarket share,andultimatelyachievegreatersuccess.However, achievingsustainedgrowthrequiresastrategicapproach andaclearunderstandingoftheessentialelementsthat drivegrowth.Inthisarticle,wewillexplorethefivekey elementsthatorganizationsmustprioritizetoachieve growth.
Thefirstessentialelementfororganizationalgrowthisa clearstrategicdirection.Thismeanshavingawell-defined visionandmission,aswellasaroadmapforachievingyour goals.Aclearstrategicdirectionprovidesfocusand directionandensuresthatallemployeesarealignedtowards thesamegoals.Italsohelpstocreateasenseofpurpose anddirection,whichcanbeapowerfulmotivatorfor employees.
Anothercriticalelementforachievingorganizational growthisstrongleadership.Effectiveleadersprovide direction,guidance,andinspirationtotheirteams.Theyare alsoresponsibleforcreatingaculturethatfosters innovation,collaboration,andcontinuousimprovement. Strongleadersareabletocommunicateaclearvision,build trustandcredibility,andinspiretheirteamstoachievetheir best.
Organizationsneedtoinvestinrobusttalentmanagement practicestoachievegrowth.Thisincludesattractingand retainingtoptalent,providingdevelopmentopportunities, andcreatingacultureofcontinuouslearning.Byinvesting intheiremployees,organizationscanbuildahighlyskilled andmotivatedworkforcethatiscapableofdrivinggrowth andinnovation.
Robusttalentmanagementcanleadtoimprovedemployee engagement.Whenemployeesfeelthattheirskillsand talentsarevalued,theyaremorelikelytobeengagedand committedtotheorganization.Thiscanresultinincreased productivity,reducedturnover,andamorepositive workplaceculture.Byinvestingintalentmanagement, organizationscancreateanenvironmentwhereemployees feelvaluedandsupported.
Robusttalentmanagementcanalsoenhanceemployer branding.Whenorganizationsinvestintalentmanagement, theysendamessagetoprospectiveemployeesthatthey valuetheirskillsandtalents.Thiscanresultinincreased interestfromtoptalent,aswellasapositivereputationin themarketplace.Byinvestingintalentmanagement, organizationscanattracttoptalentanddifferentiate themselvesfromcompetitors.
Effectiveexecutionisessentialforachievingorganizational growth.Thismeanshavingclearprocessesandsystemsin place,aswellasacultureofaccountabilityandcontinuous improvement.Organizationsneedtofocusondelivering results,measuringperformance,andmakingdata-driven decisions.Effectiveexecutionalsorequiresafocuson innovation,aswellastheabilitytoadapttochanging marketconditions.
Effectiveexecutionalsoenablesbusinessestoallocate resourcesmoreeffectively.Byprioritizinggoalsand aligningresourcesaccordingly,businessescanavoid wastingtime,money,andenergyoninitiativesthatdon't alignwiththeiroverallstrategy.Effectiveexecutionallows businessestomakethemostoftheirresourcesand maximizetheirimpact.
Effectiveexecutionpromotesaccountability Whengoals areclearlydefinedandprogressisregularlymeasured, employeesaremorelikelytotakeownershipoftheirwork andtakeresponsibilityfortheirresults.Thiscanresultin increasedmotivationandacultureofexcellence.By executingplanswithprecision,businessescanfostera cultureofaccountabilityandachievebetterresults.
Effectiveexecutioncanleadtoenhancedcustomer satisfaction.Byexecutingplanswithprecision,businesses candeliverproductsandservicesthatmeetorexceed customerexpectations.Thiscanresultinincreased customerloyalty,positiveword-of-mouth,andastronger reputation.Effectiveexecutionenablesbusinessestodeliver ontheirpromisesandbuildstrongrelationshipswiththeir customers.
Finally,strongcustomerrelationshipsareessentialfor achievingorganizationalgrowth.Thismeansunderstanding theneedsandpreferencesofyourcustomersandproviding themwithhigh-qualityproductsandservices.Organizations needtobuildstrongrelationshipswiththeircustomersby providingexceptionalcustomerservice,offering personalizedexperiences,andcontinuouslyimprovingtheir
productsandservices.
Maintainingstrongcustomerrelationshipsiskeyto buildingcustomerloyalty Whencustomersfeelvaluedand appreciated,theyaremorelikelytocontinuedoingbusiness withacompany Thiscanresultinrepeatpurchasesand increasedcustomerlifetimevalue.Customerloyaltyis essentialforbusinessestoachievesustainedgrowthand profitability.
Strongcustomerrelationshipscanalsoleadtopositive word-of-mouthmarketing.Whencustomersarehappywith acompany'sproductsorservices,theyaremorelikelyto recommendittoothers.Positiveword-of-mouthcanleadto newcustomers,increasedbrandawareness,andastronger reputation.It'simportantforbusinessestoinvestinbuilding strongcustomerrelationshipstoleveragethepowerof word-of-mouthmarketing.
Strongcustomerrelationshipscanalsoleadtovaluable customerfeedback.Whencustomersfeelthatacompany valuestheiropinions,theyaremorelikelytoprovide feedbackonproducts,services,andoverallcustomer experience.Thisfeedbackcanbeusedtoimproveproducts andservices,andtobetterunderstandcustomerneedsand preferences.Bymaintainingstrongcustomerrelationships, businessescangainvaluableinsightsthatcanhelpthem stayaheadofthecompetition.
Inconclusion,achievingsustainedorganizationalgrowth requiresastrategicapproachandaclearunderstandingof theessentialelementsthatdrivegrowth.Byprioritizing clearstrategicdirection,strongleadership,robusttalent management,effectiveexecution,andstrongcustomer relationships,organizationscancreateacultureofgrowth andinnovationthatenablesthemtoachievetheirgoalsand stayaheadofthecompetition.
Itgoeswithoutsayingthattechnicalprocurementskills
andbusinessacumenaretheprerequisitestobe successfulinprocurement.Professionalswhoare reluctanttobringinhigh-leveltalentforfearthattheywill beovershadowedandpotentiallydisplacedachieve suboptimalresults.
Thebestleadersbringinthebesttalentandleadthattalent todeliverhighlevelsofperformance.Theconfidencetoonboard,coach,mentorandexecutestrategiesisavaluable assettoanyorganization.
Procurementprofessionalsareoftenverydetail-oriented, organizedpeople,andsuchattentiontothefinepointsisa tremendousassetinthejob.Butsoistheabilitytoseethe bigpictureandlong-termstrategiesthatbenefitthe organizationbyadvancingefficienciesandproductivity.
Effectiveprocurementprofessionalsbalancethedetailswith theoverallmission.Theyidentifytheneedsoftheir customersandfindthebestwaystomeetthoseneeds. Buildingstakeholderandsupplierrelationshipsbasedon trust,mutualbenefits,andinnovationwhilestilldelivering valueisacorerequirement(andnoeasyfeat)for procurementprofessionals.
Standingapartasoneoftheprominentpersonalitiesinthe procurementnicheisThiagoBraga,anaccomplished globalSupplyChain&Procurementleaderwithover20 yearsofexperiencemodernizingorganizations,creating innovativesolutions,unlockingvalueandimproving customerservice.
WorkingastheSeniorProgramOfficeratAlbertaHealth Services,MrBraga’scommitmenttoresults,valuecreation,
andcustomersatisfactionisembarkinguponthehorizonsof success.Asachangeenablerandenterpriseleader,Mr Bragaisdrivenbytransformationandthepromotionofa healthyworkenvironment.
InaninterviewwithInsightsSuccess,MrBragahighlights hisprofessionaltenure,thechallengesthathehadto overcomeandaspectsthatmakehimstandoutasastaunch leaderintheniche. Below are the excerpts from the interview:
Brieflydescribeyourprofessionaljourneyupuntilnow. Whatchallengesdidyoufacealongtheway?
OneofmyfirstintroductionstoSupplyChainwas somewherearound5-10yearsofagewhenIrodea bikeandmadedeliveriesformyfamily’s business.
Whileinuniversity,Iwasexposedto businessdevelopmentand operations/manufacturing.Ialso exploredseveralothersupplychain functions:Import/Exportforglobal electronicsmanufacturing, InternationalProcurement& InventoryPlanningfora Europeanchemical organization,andinternational tradingforaglobalAsianfirm.
Whenclosetofinishing university,Iwentintothe automotiveanddistribution sectorsandthat’swherethe
wheelsstartedmovingfaster.FromleadingProcurementin SouthAmerica,Iwasfortunatewiththeopportunitytobe expatriatedtotheUnitedStates,whereIledNorth AmericanOperationsandsupportedteamsworldwide.At thesametime,theorganizationgrewbymorethan300%.I alsoexperiencedAerospace,AgricultureandwhenImoved toCanada,IgainednewaccountabilitiesinthePower Generation,Mining,andElectricitybusinesses.More recently,myleadershiproleswereinthePublicand HealthcareSectors.
Myprofessionaljourneyspannedmorethan11 organizations,livingin3countries,andbeingaccountable forseveraltransformation/turnaroundprograms.Fromstartupstomanagingmulti-billion-dollarspendingonlarge teamsinglobaloperations,Ihavefirst-handexperiencein allareasoftheSupplyChain.MyMBAandaprofessional SupplyChaindesignationalsoweregoodpillarsinmy journey
After20yearsintheprofession,I’mstillfascinatedbyhow SCMhasevolvedandgrowninitsimportance.Ifaced multiplechallengesthroughoutmycareer Attimes,itwasdrasticregulatorychanges,highinflation, supplychaindisruptions,financialadversities,acquisitions, dramaticgrowth,andattimesdramaticrecession,including thepandemicstorm.Allthesechallengeshelpedmetobuild averydiverseexperience,resilience,andacontinuous improvementmentality.
Iledtransformationprogramsthatrecentlydeliveredmore than$300Minvalueandupto10timesROI.Ipivoted businessestobrandnewoperatingmodelsneverdone before,fast-trackingstrategicandoperationalroadmaps.I ledimpactfuloutsourcinginitiatives,technology implementation,andsustainabilityprograms(ESG/DEI).
Mycontributionsenabledexponentialbusinessgrowthand Ialwaysempoweredteamswithclearaccountabilities, succession,andcoachingofthenextgenerationofleaders.I amcommittedtogivingbackandelevatingtheprofession,
andthat’swhyIhavealsobeenpartofbothfor-profitand non-profitboards.
TellusaboutAlbertaHealthServicesanditsfoundation pillar.
AHSisthelargestandmostintegratedhealthcaresystemin Canada,andoneofthetopintheworld.It’samassive organizationserving4.4millionpeople,112,000+ employees,a$15Bibudget,andmorethan900facilities, includinghospitals,clinics,continuingcarefacilities, cancercentres,mentalhealthfacilitiesandcommunity healthsites.
Thecorporatemissionispatient-focused,offeringaquality healthsystemthatisaccessibleandsustainable.Corevalues includeCompassion,Accountability,Respect,Excellence, andSafety(CARES).It’safast-pacedandprogressive organizationsolidifiedbygrowthandinnovation.
HowdoesAlbertaHealthServicespromoteworkforce flexibility,andwhatisyourroleinit?
ThePandemicforcedemployeesaroundtheworldtomove toahome-officeworkenvironmentatamoment’snotice. Whatbeganbynecessityturnedintoalong-lastingchange. AHSencouragesaflexibleworkenvironment(on-site, hybrid,orfullyremote)andemployeesappreciatethat flexibility.BothAHSandIareresults-driven,soifthework isgettingdone,aflexibleworkenvironmentisencouraged.
Whatisyourtakeontechnology’simportance,andhow areyouleveragingit?
Technologyispartofourlivesandavitalenableratwork. Theecosystemhasnumerousdevices,apps,software,and internal/externalinterfacesthatneedtoworkinfull coordination.Threeofmyconsiderationsinclude:
1)Whatdoyouneedthatfor?
2)Howwillyoudeploy/useit?
3)Whoisbestsuitedtoownit?
Thereweretimesinmycareerwhenimplementingor upgradinganERPmadetotalsense.Othertimes,itmade moresensetooutsourcenotjustatechnologypiecebuta fundamentalpartofouroperationbecauseitwouldn’tbe worthautomatingsomethingwhenasuppliercoulddoit muchmoreefficientlythanus.
So,understandingtheexpectedoutcome,who’sbestsuited toownit,andhowthatwillbedeployedandmaintained gavemeverydistinctstrategiesandimplementationpaths. Onanotherangle,IhaveautomatedtheS2CandP2P cycles,creatingdemandforecastingmodels,andmonitoring theentirechain’sperformancewiththoughtfulmodelsthat helpedtomitigateriskandcreatehighervalueoutputfor thebusiness.
Whatwillbethenextsignificantchangeinthe procurementindustry,andhowareyoupreparingfor it?
Deeperutilizationoftechnologyisagiven:Frompredictive analysestomonitoringtheentirechain(multipletiers)and expansionofAI,ML,andBlockchain.
Anotherobservationishowleadersleveragethegapleftby whattechnologycannotdoyet(i.e.,criticalthinking, relationshipbuilding,navigationthroughcomplexhuman environments).Nomatterhowadvancedtechnologygets, the“Peopleskills”willstillplayahugepart.Wecan’trely 100%ontechnologyalone.
Onanotherangle,thereisagrowthofverticalintegration andmultidisciplinaryteamsworkingunderoneroof.Many organizationsareintegratingbusinessexpertise (engineering,operations)intotheSupplyChain organization.Ourprofessionisnotjustanarmtosupport thebusiness,butinmanycasesit’sbecomingthebusiness itself.
Iexpecttoseemoreengineersdoingprocurement (technicalpurchasers)orclinicalprofessionsperforming sourcingroles,andthat’stoincreasebusinessexpertisein SupplyChain.
InsomeorganizationsSalesandProcurementalso fusedas amergedcommercialteam.Amuchmoreintegratedsupply chainwillrequireamixtureofskillsetunderthesameroof toshortenfunctionalgapsandgainagility.
Whatareyourgoalsintheupcomingfuture?
Ihaveexperienceinmanyindustriesoverthelast20years. SupplyChainisaveryrichprofession,andeachindustry hasitsownstrengths.Iwanttocontinuelearningand flexingexistingandnewmuscles.
I’mexcitedaboutthefutureandwanttocontinuelearning andcreatingvalue.I’minvestedinhelpingothersto succeed,somygoalisalsotobenefitthecommunityand keepcoachingandmentoringotherstoachievetheir successaswell.
Whatadvicewouldyouliketogivethenextgeneration ofaspiringbusinessleaders?
Don’tforgetnorundermineyour‘peopleskills.’Nomatter howmanycredentialsyouhaveorhowmuchtechnology youknow,basicrelationalskillswillalwaysbenefityou. Seektobuildrelationships,tohelpothers,tobeempathetic, compassionate,humble,caring,andaltruist.We’reall humansandneedtoproperlyrelatetoeachother. On a second note, leadership is both an art and science, and it takes time.
So,Iencouragethenextgenerationtoputinthehardwork andavoidskippingsteps.Takeyourtime,getwell-rounded, putsomemileageinyourprofessionalodometer,andbe opentocontinuouschange.
Careerprogressionismoreofaroller-coasterthanalinear staircase,andyouneedtolearntoenjoytherideinsteadof justfocusingonthedestination–otherwise,itwillbelike chasingthewind.
