The Supply Chain Ledger - Feb 2025 by Ledger Series Media

Driving Value and Innovation:

Dirk Karl and Andrew Savage on Shaping MTN’s Future Supply Chain Strategy

Leading Change in the Supply Chain:

Insights from Jorn Fokkens, Change Leader at Wipro

Building a Sustainable Future for Refrigerated Transport in South Africa: An Interview with William Racinne, Managing Director of Petit Forestier South Africa

Dear Readers,

Welcome to The Supply Chain Ledger, where we bring you the latest insights from the industry’s leading voices, exploring the challenges, innovations, and strategies shaping the future of global supply chains.

This month, we are proud to feature MTN on our front cover, with an exclusive interview with Dirk Karl, Chief Procurement Officer, and Andrew Savage, Global Lead for Procurement. As one of Africa’s largest mobile network operators, MTN is redefining supply chain agility, sustainability, and value creation. Dirk and Andrew share their strategies for building strong supplier partnerships, leveraging data-driven decision-making, and fostering innovation to ensure MTN’s continued success in a rapidly evolving telecommunications landscape.

We also turn our focus to supply chain transformation, with Jorn Fokkens of WiproFalcon discussing how blockchain, AI, and digital product passports are helping organisations enhance resilience, efficiency, and sustainability. William Racinne of Petit Forestier South Africa shares how the company is expanding its presence across Southern Africa while embracing sustainability and cutting-edge technology in refrigerated transport. Meanwhile, Erik Kroken of Alligator Group offers insights into how the company is navigating an increasingly digital and customer-centric global market.

In this edition, we feature thought-provoking Executive Insights from industry leaders. Rahul Vaswan shares his perspective on efficiency, effectiveness, and leadership in supply chain strategy, while Víctor Carballo explores how advanced analytics are reshaping supply chains and decision-making in transport and infrastructure. Sheri Spinks also provides invaluable expertise on risk management, supplier strategy, and transformational leadership, reflecting on how supply chains can become more resilient and competitive.

Sustainability remains at the core of many of our conversations this month, with Jeffrey Van Gelderen of IPL Plastics discussing how procurement is driving sustainability and operational excellence in the packaging sector. As sustainability and digital transformation continue to intersect, our interview with Bogdan Asproiu of Planet highlights how digital integration is creating agile and sustainable supply chain models.

Finally, we take an exclusive look at LogiPharma 2025, celebrating its 25th anniversary. Will Robinson, Program Director, reflects on the event’s evolution and the key supply chain challenges and innovations that will take centre stage at this year’s milestone gathering.

This edition is packed with expert insights, forward-thinking strategies, and real-world case studies to help supply chain professionals navigate an ever-changing global landscape.

Enjoy the read!

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Unenforceable Rules and Unelected Actors: The Battle Over EV Trucking in the U.S.

by Kelly Barner, Art of Supply

As some states opt to reduce emissions on an accelerated timeframe, others question whether the available technology and supporting infrastructure supports the decision to follow suit. This has created a complex regulatory environment that companies nationwide must navigate.

In his recent op ed in The Wall Street Journal, Nebraska Attorney General Michael Hilgers addressed what he sees as a forced transition to electric vehicles.

He calls out three “unelected actors”–The California Air Resources Board (CARB), The Environmental Protection Agency (EPA), and heavy duty truck manufacturers and their industry association–whose efforts he feels will severely impact middle America by leading to supply chain disruptions and unsustainable rising costs.

The challenges begin with California’s separate–and stricter–emissions regulation. Sixteen additional states have chosen to follow California’s standards, contributing to their ability to drive nationwide change–but there is a problem. Without a waiver from the EPA, these states can’t legally enforce those emission rules.

While California had been waiting more than a year to have the Advanced Clean Fleets waiver approved under the Biden administration, they recently withdrew the application entirely, assuming it would not be granted under Trump’s new EPA. While Nebraska and the 24 states supporting their lawsuit see this as a victory, manufacturers have agreed to act as though the standards are enforceable.

The state has also filed an antitrust lawsuit against Daimler, Navistar, Paccar, Volvo, and the Truck and Engine Manufacturers Association. These manufacturers plan to increase the number of heavy duty EV trucks produced in California and supporting states.

In doing so collaboratively, rather than as competitors, they will significantly reduce the number of diesel trucks available to purchase in states not yet ready to transition to electric vehicles. AG Hilgers sees this as a clear case of collusion that supports an antitrust case.

And yet a last issue still remains.

By withdrawing their EPA waiver application for Advanced Clean Fleets, California also withdrew the ability for that agency to rule whether the mandate is legal or not. However, Advanced Clean Trucks, which requires an increase in zero emissions vehicles sold in California and the 16 aligning states, did get a waiver in 2023.

How can states require companies to sell these vehicles without a legal standing to require their purchase? The short answer is that they can’t.

When all is said and done, there are two sides to the EV trucking argument, both of which hold merit. California is correct in that regulation can drive wider change and large scale emission reduction. Nebraska is correct that most of the nation doesn’t yet have the infrastructure required to support that transition - or the funds to pay for new equipment. While we hope that one day the sides can find a balance, there are many details to be worked out in the meantime - now with the involvement of the judicial system.

DRIVING VALUE AND INNOVATION

Dirk Karl and Andrew Savage on Shaping MTN’s Future Supply Chain Strategy

In this exclusive interview with Dirk Karl, Chief Procurement Officer and Member of the Board, Global Sourcing Company, and Andrew Savage, Global Lead for Procurement Excellence at MTN, we explore the strategies driving the success of Africa’s largest mobile network operator. As part of MTN’s Global Sourcing & Supply Chain (GSSC) team, Dirk and Andrew share their insights into the company’s transformation, their approach to creating value through strategic supplier partnerships, and the innovations that are reshaping MTN’s supply chain. From data-driven decision-making to building agile and sustainable operations, they discuss how their leadership is steering MTN toward achieving long-term growth and success across Africa’s rapidly evolving telecommunications sector.

Career Journey

Can you share your career journey and the experiences that led you to your role at GSSC MTN? How have these experiences shaped your approach to leadership in procurement and supply chain?

Answer by Dirk Karl, Chief Procurement Officer at MTN

My career spans over 25 years in strategic sourcing, supply chain management, and IT, across sectors like telecommunications, automotive, and finance. Prior to joining MTN Group in 2017, I was part of the founding team at BUYIN, a telecom procurement alliance. Currently, I serve as the Group Executive and Chief Procurement Officer (CPO) for Global Sourcing and Supply Chain at MTN Group, overseeing operations across 17 countries with a multi billion dollar annual spend, supporting over 290 million subscribers.

At MTN, I’ve driven significant strategic improvements, achieving more than a 30% increase in EBITDA from our sourcing business. I also serve as a Board Member of the Joint Alliance for CSR (JAC), focusing on sustainability in the telecom supply chain.

Throughout my career, I’ve championed procurement as a strategic partner, not just a cost centre. I built a data science unit within GSSC around 8 years ago so we were early adopters in that space, since then we have developed in-house AI solutions to proactively mitigate risks and negotiate value-driven agreements, exemplified by our multi award winning “Px360” platform. I’ve integrated sustainability into every decision, working on initiatives to reduce Scope 3 emissions and driving social and environmental improvements. Additionally, investing in people has been key. Through the Agile Sourcing Model and SCRUM certifications, I’ve seen teams evolve into innovative, cross-functional partners. These experiences reinforce my belief that procurement can generate new revenue streams and propel growth. Under my leadership, GSSC has earned multiple global accolades, showcasing our success in transforming procurement into a core driver of business value.

Career Journey

Can you share your career journey and the experiences that led you to your role at GSSC MTN? How have these experiences shaped your approach to leadership in procurement and supply chain?

Answer by Andrew Savage, Global Lead: Procurement Lead at MTN

I started my career in procurement and supply chain with a strong focus on operational efficiency, strategic sourcing, and digital transformation. Over the years, I have worked across various industries, gaining experience in global procurement, supplier relationship management, and risk mitigation strategies.

Before joining MTN, I held leadership positions within the consulting industry where I was responsible for driving cost optimisation, enhancing procurement agility, and implementing innovative supply chain solutions. These roles exposed me to diverse challenges, such as navigating complex negotiations with global suppliers and leveraging data analytics for better procurement decisionmaking.

At MTN’s Global Sourcing & Supply Chain (GSSC), I lead the Procurement Excellence function. My responsibilities include driving global procurement transformation initiatives, enhancing operational efficiency across the Group and its 17+ markets, and implementing innovative strategies within the organisation.

My leadership philosophy is centered around three key pillars:

• Data-Driven Decision Making: I advocate for the use of AI, predictive analytics, and digital tools to enhance sourcing efficiency and mitigate risks. I am particularly passionate about using data and game theory in negotiations, as I believe that the insights from data points are more important than simply implementing a platform.

• Agile & Collaborative Leadership: I believe in empowering teams, fostering an agile mindset, and breaking down silos between teams to drive greater collaboration.

• Sustainable & Value-Based Procurement: I view procurement as an area that can deliver far more than just cost savings. By focusing on long-term strategic value, supplier partnerships, ESG compliance, and innovation, we can create more sustainable value for the business.

These experiences have shaped my leadership approach, reinforcing my belief that procurement must be forward-thinking, collaborative, and focused on delivering value beyond the immediate bottom line.

GSSCs Role in MTN’s Operations

MTN is a leader in telecommunications across several markets. How does the procurement and supply chain team at GSSC MTN contribute to the company’s growth and operational success in such a dynamic industry?

Answer by Andrew Savage, Global Lead: Procurement Lead at MTN

The GSSC strategy is closely aligned with MTN’s Ambition 2025 strategy, with a strong focus on delivering the benefits of a modern connected life to our customers. To achieve this, the GSSC team oversees strategic sourcing and supply chain operations for MTN Group. As Africa’s largest mobile network operator, we manage over USD 6 billion in annual spend across 20,000 suppliers and 17+ markets across Africa, handling highly complex supply chain operations.

At GSSC, our primary focus is value creation, not just cost savings. We’ve identified eight core pillars that define how we deliver value to our stakeholders. These pillars include:

1. Transforming from a cost centre to a value-generating function

2. Proactively managing risks through advanced analytics

3. Adopting an industry-first agile operating model

4. Integrating ESG (Environmental, Social, and Governance) into strategic sourcing

5. Externalising procurement services for increased efficiency

6. Driving digital transformation with an in-house data science team

7. Fostering innovation and collaboration

8. Enhancing people and talent development

We leverage advanced data-driven decision-making frameworks to ensure that these eight pillars are fully embedded across the GSSC organisation. By doing so, we can support MTN’s overall growth and success, ensuring that our procurement and supply chain functions are both efficient and aligned with the company’s broader objectives.

Procurement Excellence

Your team is covered in procurement and supply chain accolades. What makes GSSC such an award winning team?

Answer by Andrew Savage, Global Lead: Procurement Lead at MTN

The GSSC team focuses on refining the procurement operating model to address complex business requirements. In today’s challenging macroeconomic environment, we must strike an optimal balance between cost, agility, and high-quality service delivery to our customers. Unlike most procurement transformations that focus on specific projects or digital enablement, we embarked on a comprehensive 360-degree transformation journey, shifting our procurement function from a cost centre to a revenue-generating and value-creating entity.

Our transformation program involved a complete overhaul of our procurement operating model to enhance agility, implementing a sustainable sourcing strategy to reduce scope 3 emissions, embracing data-driven decision-making, and upskilling our talent pool. We also foster innovation through AI and machine learning, ensuring procurement is seen not as a cost centre but as a strategic driver of revenue.

As we have matured in our agile operating model journey, the GSSC procurement excellence team now uses data analytics and automation to optimise strategic sourcing negotiations and streamline processes. This has significantly reduced manual, time-consuming activities and enhanced overall efficiency.

We have also developed in-house tools that support our sourcing function by adopting data-driven decision-making platforms and supply chain risk management frameworks, powered by advanced technologies like machine learning and artificial intelligence. For example, our expert sourcing teams use price curves within each category, and our scenario analysis tool evaluates millions of possible sourcing award scenarios to identify the best negotiation options. A standout innovation is our AI-enabled virtual assistant, GeSSiCa, which scans the entire procurement ecosystem for bundling opportunities. The fusion of procurement and data science has been a game-changer, and we have been at the forefront of this shift, establishing this function back in 2017.

Finally, we invest heavily in our team. GSSC implemented an agile sourcing process to ensure rapid response to business requirements. To support this, we trained all our category managers in Scrum certification and regularly hold skill upgrade sessions on negotiations, spend analysis, data science, and other digital platforms in procurement and supply chain.

This combination of innovation, data-driven decision-making, and continuous skill development has been key to our industry leadership and continued success.

Advice for Future Leaders in Procurement and Supply Chain

As a leader in procurement, what advice would you give to those striving for procurement excellence?

Answer by Andrew Savage, Global Lead: Procurement Lead at MTN

Procurement and supply chain management are evolving rapidly due to technological advancements, sustainability goals, and the increasing complexity of global markets. To achieve procurement excellence, future leaders should focus on:

Shift from Cost-Cutting to Value Creation:

Focus on total value optimisation, which includes innovation, agility, and supplier collaboration. Building strong supplier partnerships will drive resilience and help transform procurement from a cost centre into a value-creation function.

Build Resilience Through Risk Management:

Develop a proactive risk management framework with scenario planning for disruptions such as geopolitical issues or climate risks. Multi-sourcing strategies can also reduce dependency on single suppliers.

Prioritise Sustainability & ESG Compliance:

Align procurement with sustainability goals, particularly around Scope 3 emissions reduction. Procurement can support corporate sustainability and drive long-term growth.

Embrace Digital Transformation:

Leverage AI, machine learning, and automation to enhance procurement efficiency and decisionmaking, improving overall productivity.

Develop a Culture of Agile & Collaborative Teams:

Adopt an Agile Sourcing model and create agile teams that can quickly adapt to changes. Fostering collaboration across departments will drive innovation and improve procurement’s response to business demands.

By focusing on these areas, future leaders will be well-prepared to navigate the complexities of modern supply chains while delivering long-term value.

Supplier Relationships

What are the key factors you focus on to build strong relationships with suppliers?

Answer by Dirk Karl, Chief Procurement Officer at MTN

Building strong relationships with suppliers, like any successful partnership, is grounded in trust, transparency, and a shared vision. While collaboration and the idea of a win-win situation have become buzzwords, many still rely on the traditional “carrot and stick” approach with vendors. However, we now live in a world where partnerships are more critical than ever. This requires a clear understanding of each other’s needs and objectives.

Imagine a procurement function that engages with its vendors and says, “I have a business problem, and I’d like you to help solve it.” Together, the solution is crafted, with requirements defined and costs optimised along the way. This approach is highly innovative because it allows you to tailor a product or solution to your specific needs, rather than simply prescribing a solution upfront through an RFP. Doing so would otherwise limit a supplier’s ability to bring innovation to the table.

True collaboration—working together to co-create solutions—is what ultimately strengthens the relationships with your suppliers.

Managing Supplier Conflicts

How do you handle conflicts or issues that arise in supplier relationships?

Answer by Dirk Karl, Chief Procurement Officer at MTN

Data-driven discussions are key when managing conflicts. Like any relationship, emotions can sometimes cloud objectivity, so it’s crucial to separate the two. Most conflicts stem from a lack of clarity and alignment, and it’s important to remember that a supplier often communicates with multiple people within the organisation, each with different priorities and ways of working. Therefore, ensuring internal alignment is essential to avoid confusing suppliers with mixed messages.

When conflicts arise, it’s vital to take a structured, solution-oriented approach. The first step is to identify the root cause through open, transparent dialogue with the supplier. Using data to guide the conversation, you can break down the issue and leverage the tools at your disposal—such as contract frameworks, SLAs, KPIs, and escalation paths—to address the dispute fairly.

If the issue is performance-related, corrective action plans with clear timelines and accountability are put in place. Internal alignment on priorities and expectations is also crucial in these situations. The ultimate goal should always be to resolve conflicts while preserving the integrity of the relationship, ensuring any issues are addressed with a long-term focus, rather than relying on short-term fixes.

Measuring Supplier Performance

How do you measure the performance and success of your supplier partnerships?

Answer by Dirk Karl, Chief Procurement Officer at MTN

Performance measurement should be multifaceted. Traditionally, performance has been measured through data-driven metrics aligned with contractual agreements, where vendors are assessed based on their ability to meet SLAs. While these metrics remain important, I believe they should be considered the ‘minimum standards.’

Looking ahead, I think future KPIs should focus on more innovative and collaborative metrics. For example, design-to-cost projects run with suppliers can foster collaboration on product and service improvements, focusing on optimising features to enhance efficiency and drive cost reductions.

In my view, measuring suppliers based on innovation and their ability to contribute to collaborative projects is far more valuable than relying solely on traditional metrics such as on-time delivery or product rejection rates. These latter metrics should be moved into the ‘minimum entry-level’ category, ensuring that the real focus is on driving innovation and continuous improvement with suppliers.

Encouraging Supplier Innovation

How do you encourage suppliers to contribute to innovation and value creation?

Building on the earlier points about relationships and performance measurement, innovation thrives when it’s truly collaborative. Both the customer and supplier need to invest — ideally, both financially and in terms of time. We’ve seen the rise of innovation labs at customer sites and an increase in procurement-led initiatives like design-to-cost and cost modelling, which aim to streamline products and bring them to market at more cost-effective price points.

In my experience, suppliers are always eager to receive feedback on products and services to drive improvements. However, when both parties have “skin in the game” — meaning investment from both sides in terms of time and money — the collaboration becomes much more effective. This joint investment helps foster a deeper commitment to working together on solving challenges and creating new or improved solutions.

Answer by Dirk Karl, Chief Procurement Officer at MTN

Supplier Diversity and Inclusion

How do you approach supplier diversity and inclusion in your SRM strategy?

Answer by Dirk Karl, Chief Procurement Officer at MTN

Supplier diversity and inclusion is an area where creating a plan is relatively straightforward, but execution can be challenging. It’s crucial to adopt an output-based approach to supplier diversity, with a clear end goal in mind: to integrate and grow diverse suppliers. Building diversity into category strategies is essential, ensuring that objectives, targets, and goals are embedded within sourcing plans.

Once suppliers are onboarded, they often require varying levels of support, and a one-size-fits-all approach doesn’t always work. Some suppliers may need system support, a simplified onboarding process, technical mentorship, or specific capability-building programmes to help them succeed. Tailoring the support to the individual needs of diverse suppliers ensures that they can thrive within the supply chain ecosystem.

MTN Group’s Global Sourcing and Supply Chain (GSSC) drives procurement across Africa and the Middle East, focusing on innovation, sustainability, and ethical sourcing to support MTN’s digital transformation.

Andrew Savage Global Lead: Procurement Lead at MTN

Dirk Karl Chief Procurement Officer at MTN

LEADING CHANGE IN THE SUPPLY CHAIN

Insights from Jorn Fokkens, Change Leader at Wipro

Jorn Fokkens, Change Leader at Wipro, brings a wealth of expertise in driving large-scale transformations within the supply chain sector. With a career that spans over a decade, Jorn has become a key figure in implementing innovative solutions that help businesses adapt to the rapidly changing landscape of global supply chains. In this interview, Jorn discusses how WiproFalcon is leveraging blockchain, AI, and digital product passports to enhance supply chain efficiency, resilience, and sustainability. He also shares his approach to navigating industry-wide challenges, building cross-industry collaborations, and guiding clients through complex digital transformations.

Professional Journey

Can you share your career path and what led you to your current role as Change Leader at Wipro?

My challenge has always been that I have a broad range of interests and a desire to understand the mechanics behind systems—whether it’s an institution, company, historical event, or industry. I’ve always been fascinated by how systems work and what makes them thrive or fail. This curiosity made starting my career challenging because I was more of a generalist than a specialist. I also resisted being ‘cloned’ into one of the established leaders because I saw leadership as putting the mechanics of the system in place.

At the time, there wasn’t a formal field of change management. I essentially watched that discipline grow from its inception, evolving to the point where we began saying, “change is the only constant.” Initially, I was involved in technology change and implementations, but over time the focus shifted to adoption challenges as technology became commoditised. Getting people to adopt new ways of working, including new technologies, became the typical assignments I got involved with.

As problems grew more complex, so did change leadership. My fascination with complexity expanded as I saw the systemic challenges shift from individual issues to company-level challenges, and eventually to global, interconnected systems. We could no longer solve all pain points at the company level because companies are now part of a larger, global economic ecosystem. Seeing the mechanisms in action is one thing, but they’re often beyond your direct influence.

In the fall of 2022, I was asked to take on what seemed like an impossible task. I was asked if I could build a solution to address existing pain points across an entire industry, where the technical solution hadn’t even been defined, and to do so in just six months as an innovation play. Naturally, the challenge was immense, but it aligned with my vision of understanding the interdependencies of systems. This marked the beginning of my expanded role in leading ecosystem change.

Supply Chain Leadership

As Change Leader for Supply Chain Innovation at Wipro, how do you define the objectives of this change, and what are its primary focus areas?

Supply chain is a discipline that naturally spans across companies. Organisations with complex supply chain processes constantly work to optimise these systems for greater efficiency, but they do so within their own company’s reach and boundaries. Whether it involves technology, inventory, automation, procurement, contracting, or ways of working, leaner supply chain processes help companies become more cost-effective. However, the scope of these improvements typically stops at the company’s limits, with solutions focused on internal processes and users.

End-to-end supply chain mechanisms, however, concern many companies. This interdependent operation operates on a broader level. In our economic and enterprise thinking, we are often trained not to focus on addressing pain points for other companies. This means that solutions tend to be isolated to ‘your’ company, without considering the “weakest link” in the entire chain. The objective our team was given was to think beyond a single enterprise and create a technology solution that would serve multiple roles across companies, each playing a part in the broader supply chain ecosystem. The goal was to design a solution that would benefit four key players in the supply chain ecosystem with a single platform. This approach to change was a significant shift, mainly because it involved aligning stakeholders across different organisations.

A primary focus has been to define the most common pain points for all these roles in a way that a technology solution could address them and provide value to all parties involved. In tackling an ecosystem, it takes time to identify the right stakeholders, build relationships, understand their challenges, foster cross-company collaboration, and define use cases that would address the most widespread issues. Unfortunately, time was not on our side. Our team was assigned a company-level task with tight deadlines, which meant we had to be incredibly creative in exploring the best possible journey to involve ecosystem players and define the most critical use cases quickly. Our goal was to show the world a working product, not just a theory.

Digital Transformation in Supply Chain

How is WiproFalcon leveraging digital technologies to enhance efficiency and innovation within the supply chain process?

The objective our team was given was to think beyond a single enterprise and create a technology solution that would serve multiple roles across companies, each playing a part in the broader supply chain ecosystem. The goal was to design a solution that would benefit four key players in the supply chain ecosystem with a single platform. This approach to change was a significant shift, mainly because it involved aligning stakeholders across different organisations.

Sustainability Initiatives:

In what ways is WiproFalcon assisting clients in integrating sustainable practices into their industrial operations?

The Falcon solution for supply chains addresses several aspects of sustainability. One of the immediate benefits of digitisation is the reduction of paper usage. With manual and paperbased approval and authorisation processes eliminated, we save significant amounts of paper as documents no longer need to be physically moved between companies. This shift directly contributes to sustainability efforts.

More specifically, focusing on Environmental, Social, and Governance (ESG) goals, we see that both companies and regulators are increasingly targeting CO2 footprint reduction, especially in manufacturing processes, transportation, and the reuse of components beyond the product lifecycle. Our Falcon Digital Product Passports enable the tracking, tracing, and monitoring of every step in the process, including the justification of ESG targets and requirements.

Furthermore, thanks to our blockchain technology, this process is fully auditable, with an immutable history recorded on the blockchain. This ensures no greenwashing and provides actual proof of compliance with legislator requirements. Sustainability is now more than just a goal—it is an accountable, traceable process that holds supply chain partners to account in adhering to ESG sustainability targets. At WiproFalcon, we support companies in achieving this, overseeing the endto-end process at the product lifecycle level and bringing transparency to sustainability at an industry-wide scale.

Client Collaboration Strategies

What approaches does WiproFalcon employ to ensure successful collaboration with clients during large-scale digital transformation projects?

WiproFalcon’s approach is to position an innovative SaaS-based platform at the heart of a company’s supply chain operations, enabling collaboration across their supply chain partners. My guiding principle from the outset of this journey has been to innovate WITH the industry and FOR the industry.

Our clients increasingly request consultancy services in the form of partnerships. They seek long-term relationships, shared risk-taking, and shared revenue models. This shift towards long-term thinking aligns perfectly with my vision of co-creating sustainable technology solutions at the ecosystem level to achieve economies of scale. Only by working at this level can we create meaningful impact for both clients—improving profitability, efficiencies, and reputation—and for the planet—promoting sustainability, responsible sourcing, and transparent manufacturing.

With a heightened consciousness across the supply chain and accessible contributions to common goals, large-scale transformations are better embraced, and people are more willing to contribute by adopting new ways of working. Additionally, once core platform functionality is adopted by our clients, facilitating improved cross-company collaboration, the willingness to continue co-innovating grows. For me, this approach uncovers new opportunities for change management. We are transforming ourselves into champions of change leadership at the industry or ecosystem level. This involves full 360-degree stakeholder engagement across supply chain partners, collaborating to co-develop next-level use cases and functionality that benefit all parties, including consumers and the planet.

Navigating Economic Challenges

Given the current economic climate, how is WiproFalcon adapting its strategies to continue delivering value to clients?

As Einstein famously stated, “No problem can be solved from the same level of consciousness that created it.” I believe that the current economic climate demands a shift in how we approach solutions. Siloed, company-only strategies simply won’t cut it anymore. When one company finds a solution that works, others tend to follow suit. It is much more effective to understand the economic problems at an interdependency level and address them collectively beyond the boundaries of any single company.

One of the approaches I advocate for is innovating the way we ask questions. By utilising smart AI to construct industry-level questions, we can identify both the pain points and ambitions of various players, as well as their capabilities. This allows us to define common ground and adopt solutions that benefit the largest possible audience. Once we’ve identified this, we build.

This shift in thinking—towards a more interconnected and collective approach—helps us bring value to clients by also creating value for their partners, all within the same ecosystem. By adopting this mindset, we create solutions that are not only effective but have a broader impact, benefiting everyone in the network.

Future Trends in Supply Chain Innovation

Looking ahead, what emerging trends do you anticipate will significantly impact supply chain innovation, and how is Wipro preparing to address these developments?

Supply chains are, by definition, global. Today, we not only face a global economy, but also global and geographical challenges. Recent history has taught us that we must contend with wars, unrest, scarcity, blocked canals, shifting policies, unpredictable trade wars, and embargoes, to name just a few. Despite these challenges, as consumers, we still expect products to be available in stores; as enterprises, we still need to offer products; and as suppliers, we still need to deliver goods on time, at the best possible price.

An emerging trend in the supply chain is to think in terms of ‘adaptive’ or ‘resilient’ supply chains. Once a solid, functioning industry platform is in place with base functionality, the question becomes: can we enhance it with AI to predict the most efficient manufacturing sites, the best production technologies, and the smartest transportation routes across the globe? Additionally, how can we course-correct in real-time based on algorithms that track geopolitical trends?

Technologies like smart warehousing, spare part solutions, predictive maintenance, Digital Twin, programmable payments, and multi-token networks are all contributing to minimising operational downtime, ensuring on-time delivery at reasonable prices, and aligning with sustainability goals. To make this work, it requires collective brainpower and smart, coordinated solution development across industry players.

Wipro is preparing for these developments by focusing on building adaptable solutions that integrate AI and advanced technologies to support predictive, resilient, and sustainable supply chains. By leveraging this collective intelligence, we can create a more agile and efficient supply chain ecosystem that can better withstand global challenges while continuing to deliver value to businesses and customers.

Advice for Aspiring Leaders

Drawing from your experience, what guidance would you offer to individuals aspiring to leadership roles in the consulting industry?

The consulting industry is constantly evolving, and to stay relevant, we must adapt and innovate. We have more data and technology at our disposal than ever before, and we face more complex challenges and customer demands than in the past. Yet, consulting is often hindered by conservatism and outdated business models. If you aspire to a leadership role in consulting, it’s essential to be someone who can change the game. You can no longer advise clients on adopting new strategies or operational models without doing the same within your own organisation. The rise of AI is forcing the consulting industry to adopt these technologies, but it’s important to note that this is not simply about incorporating a new tool. As a leader in consulting, you must be able to foresee the long-term consequences of adopting AI, for example, and understand what unique value you can bring to your clients that they haven’t already considered.

In my view, the consultancy of the future will thrive on innovation, strategic partnerships, long-term engagements, shared risk/revenue models, and large-scale problem-solving with cross-stakeholder collaboration at its core. This is where consulting still holds relevance and meaning for our clients. However, one of the biggest challenges in consultancy leadership is driving change within your own company. It’s difficult to challenge the status quo in your own organisation, to rethink and eliminate non-value-adding internal processes. Standing firm for a new paradigm when support is lacking can be tough. But this, I believe, is what defines true leadership and innovation. My advice to aspiring leaders is to surround yourself with like-minded pioneers, regardless of their level, company, region, or discipline. We owe it to our talent, our clients, and to a world in desperate need of change.

Supply Chain Transformation Strategies

WiproFalcon emphasises building resilient, efficient, and intelligent supply chains. How do you approach designing and implementing these transformation strategies for clients?

At WiproFalcon, we begin by building strong relationships within the industry, starting with a firstmover enterprise to develop initial use cases. We needed to show the industry a working product first—what we consider a beta version. This initial phase involved orchestrating sounding board mechanisms to better understand the broader community’s pain points related to supply chains. By engaging with a variety of stakeholders across different companies, we gained valuable insights and requirements that were consistently added to our development backlog. The art of advancing new functionalities or use cases lies in identifying the biggest common denominators that serve supply chain stakeholders across industries. It’s essential to ensure that every voice is heard in our design process. This approach allowed us to create a solution that addresses a wide range of needs and is adaptable to various industries.

As we continued our efforts, we started to see patterns emerge at the ecosystem level. Over time, by building trust through strong relationships, solid delivery, a proven product, and diversified stakeholder engagement, our team gained access to more strategic-level conversations. These insights were often more visionary and longer-term in nature. It was at this point in our journey that discussions around resilient and intelligent supply chains started to take shape. This is powerful because it takes a robust foundation and proven track record to reach this level of dialogue. We realised that many supply chain partners were seeking similar solutions, but were only discussing them in isolation. I believe that a neutral body like our Falcon Team is well-positioned to sit at the overarching level, connect the dots, and design the ecosystem strategy for a more integrated and collaborative approach.

Blockchain Implementation in Supply Chains

You’ve been involved in developing blockchain-based digital passports for the energy sector. Can you discuss the benefits and challenges of implementing blockchain solutions in supply chains?

Blockchain technology has various applications, from financial transactions to smart contracts, but one of the most impactful uses in supply chains is the development of blockchain-based Digital Product Passports. These digital passports track the lifecycle of assets or components, providing companies with a detailed, immutable record of each item’s history from production to end-of-life. This ensures total lifecycle traceability and transparency, which is especially valuable in industries like medical device manufacturing, where verifying the authenticity and history of components is critical for safety and compliance.

For example, when a purchase order is placed, any components can be assigned a digital passport. As these components move from the buyer to suppliers, manufacturers, and eventually to energy providers as completed devices, each transfer or inspection is recorded as a new transaction on the blockchain. This creates a comprehensive, tamper-proof history of each component’s journey, enhancing the overall transparency and accountability of the supply chain.

This level of detail is crucial for quality assurance and control. It enables device manufacturers to quickly identify and resolve issues with specific batches of components, should they arise. In the event of a recall, the blockchain ledger can be used to trace the affected components’ paths back through the supply chain, allowing for a more targeted and efficient response that improves patient safety and ensures regulatory compliance.

While the implementation of blockchain itself is not particularly challenging, as we run a SaaS platform that facilitates onboarding parties, the adoption of this new way of working presents the real challenge. Blockchain brings transparency and traceability, which are generally positive attributes for most parties, but for some, it may also imply exposure. Overcoming this resistance to change and ensuring that all stakeholders embrace this new technology is essential to its successful implementation.

Cross-Industry Innovation

How does WiproFalcon facilitate cross-industry innovation in supply chain management, and what advantages does this approach offer to clients?

At WiproFalcon, we’ve gained valuable experience in supply chain management from both a technology solution standpoint and an ecosystem perspective. This experience has allowed us to quickly learn what it takes to promote and support the adoption of new solutions. It’s unique knowledge that we can leverage to make our offerings more efficient and to streamline the adoption process for our clients.One key advantage of our approach is our push towards standardisation. When each supply chain partner has its own processes and data definitions for the same product or process, it can create unnecessary complications, inefficiencies, and delays. By encouraging all parties to adopt a shared standard, each participant may initially put in extra effort to align their processes, but the long-term benefits are clear. Once adopted, this standardisation significantly improves operational efficiency, elevating the entire supply chain to a higher level of performance.

With this foundation in place, we can continue to grow and mature supply chains to become smarter, more intelligent, and resilient. This, in turn, drives improved sustainability, helps clients achieve their ESG targets, enhances their reputation, and ensures clear accountability in relation to regulatory compliance.

Another interesting insight is that, despite initial perceptions, supply chains across industries do not differ as much as we once thought. This has allowed us to create a fairly robust ‘global template’ for ecosystem supply chains. Customising this template for other industries is now a far quicker process than starting from scratch, and we no longer need to reinvent the wheel. The same goes for our evolving adoption strategy, which is designed to be adaptable and scalable across industries. This cross-industry approach accelerates the adoption of smarter, more efficient, and resilient supply chain practices for all our clients.

Digital Product Passports

In your work on digital product passports, how do these tools enhance traceability and compliance in supply chains, particularly in regulated industries like medical devices?

Digital Product Passports (DPP) are transforming the way we trace and track products, equipment, and even components throughout their entire lifecycle. With a DPP attached, any item is trackable from cradle to grave, providing unparalleled visibility into its history and status. The successful adoption of blockchain technology in the medical device industry, primarily through digital product passports, relies heavily on collaboration among industry leaders to establish standardised protocols for data sharing, passport structures, and security measures. This standardisation is essential for securing and streamlining the supply chain, ensuring that medical devices are delivered safely and reliably.

While component-level tracking is not yet mandatory, it is likely to become a regulatory requirement in the near future. Consumers and regulators—such as those behind the EU’s DPP regulation—are increasingly demanding greater transparency and traceability. Furthermore, advancements in IoT and data analytics are enhancing device monitoring, driving greater accountability. By proactively adopting blockchain-based digital product passports, medical device companies can stay ahead of external pressures, demonstrating their commitment to quality, patient safety, and regulatory compliance. This not only improves transparency but also helps companies prepare for future regulatory changes, giving them a competitive edge in an increasingly compliance-driven market.

Connected Supply Chain Solutions

WiproFalcon’s Connected Supply Chain solution aims to provide end-to-end visibility. Can you elaborate on how this solution improves decision-making and operational efficiency for businesses?

The concept of Connected Supply Chain essentially speaks to the heart of what the solution offers. The advantage of WiproFalcon’s digital product passport (DPP) system is its flexibility, allowing clients or buyers to specify which product or equipment components they wish to track. This control enables them to start by applying digital passports to the most critical parts of a product, device, or component—those that are vital for operations, safety, performance, or compliance.

For example, a hospital might request DPPs for the high-risk components of an MRI scanner, ensuring that any issues with these parts can be swiftly identified and traced back to their origin. This capability enables proactive maintenance and compliance checks on products, equipment, or devices. With detailed visibility into the lifecycle of each critical component, industry providers in sectors like healthcare, energy, automotive, and pharmaceuticals can better plan maintenance schedules, manage inventory, and ensure that all parts meet the latest health and safety standards.

Incorporating blockchain into supply chain management opens the door to many valuable use cases across industries such as manufacturing, medical devices, and spare parts management. When meticulous coordination is required, blockchain’s real-time tracking ensures that each component or device reaches the user at the right time, much like the precision seen in advanced logistics. By leveraging AI alongside blockchain, businesses can ensure a single source of truth across supply chains, enhancing compliance and operational excellence with real-time data and predictive analytics.

The Connected Supply Chain solution enhances decision-making by providing not just real-time data, but validated data, thanks to the blockchain element. This verification process ensures that users, companies, and transactions are recorded with an immutable history on the ledger. This is critical in building trust in the data, enabling businesses to make faster, more accurate decisions and adjust operations in real-time, regardless of location or time.

Supply Chain Resilience Post-Pandemic

In the wake of recent global disruptions, what measures has WiproFalcon implemented to enhance supply chain resilience for its clients?

Traditional supply chain management solutions have typically been designed to address companyspecific challenges, leading to the development of various siloed systems within industries, even when the devices and components being tracked are similar. This fragmentation increases costs and complicates training and operations, potentially causing inconsistencies in how data is handled. Such discrepancies can directly impact compliance with safety standards.

WiproFalcon’s adoption of blockchain-based digital passports shifts the focus from these isolated systems to an ecosystem approach, benefiting all parties involved. By using a shared ledger managed by a trusted third-party vendor like WiproFalcon, all stakeholders—component suppliers, device manufacturers, and industry providers—are connected within a collaborative network. This network allows stakeholders to verify the integrity and status of components at any point in the supply chain, fostering accountability and promoting collaboration.

This ecosystem approach eliminates redundant processes and reduces the administrative burden associated with maintaining multiple systems. It cuts costs and enhances efficiency, addressing the challenges posed by global disruptions. WiproFalcon’s solution enables companies to stay economically viable, adapt swiftly to geographical disruptions, and navigate with real-time data insights. Furthermore, it enhances integrity with auditable trails that support responsible sourcing and enable transparent, accountable operations.

Wipro Limited, established in 1945, is a leading global information technology, consulting, and business process services company. Headquartered in Bengaluru, India, Wipro operates in over 60 countries, providing services such as cloud computing, cybersecurity, artificial intelligence, and digital transformation across various industries. The company is committed to delivering innovative solutions to help clients navigate their digital journeys.

Jorn Fokkens Change Leader

A STRATEGIC LEADER IN SUPPLY CHAIN

Rahul Vaswan

on Efficiency, Effectiveness and Empathy

Rahul Vaswan is a seasoned professional with over 14 years of experience in the Indian Air Force, where he honed his expertise in optimising supply chain processes and public procurement. A firm believer in the words of Peter Drucker, “Efficiency is doing things right; effectiveness is doing the right things,” Rahul has dedicated his career to executing supply chain strategies with precision while aligning every initiative to broader organisational goals. His skill set spans logistics management, resource planning, and data-driven decision-making, enabling him to drive sustainable results and operational excellence. Beyond his professional success, Rahul is a passionate advocate for sustainability, mentorship, and community engagement, with a deep commitment to empowering others and promoting a cleaner, greener India. In this Executive Insight, Rahul shares his journey, insights into leadership, and the principles that guide his success.

What are the key factors you focus on to build strong relationships with suppliers?

Building strong and enduring relationships with suppliers’ rests on three key pillars: trust, clarity, and flexibility. Trust is the cornerstone of any successful partnership, as it fosters mutual confidence that both parties will consistently deliver value and act in each other’s best interests. This foundation encourages collaboration, transparency, and long-term commitment.

Clarity is equally essential, ensuring that requirements, expectations, and terms are communicated clearly. This minimises misunderstandings and establishes a solid foundation for smooth operations. Open, honest communication channels are critical to maintaining clarity and promptly addressing any issues that arise.

Flexibility is vital in recognising the dynamic nature of business relationships. It involves understanding and accommodating each other’s evolving needs, adapting to unforeseen circumstances, and working together to overcome challenges. This adaptability strengthens the partnership and enhances resilience.

Additionally, regular performance reviews, open feedback mechanisms, and a shared focus on innovation and continuous improvement further enrich supplier relationships. By nurturing these practices, businesses and suppliers can build a

How do you handle conflicts or issues that arise in supplier relationships?

Effectively handling conflicts in supplier relationships begins with identifying the root causes. Most conflicts stem from two primary sources: non-compliance with established procedures and imbalances in the value equilibrium. Recognising these triggers is essential for addressing issues constructively.

Resolving conflicts requires patience, empathy, and a solutionoriented mindset. It’s crucial to engage in open dialogue to fully understand the perspectives and concerns of all parties involved. This approach fosters transparency and lays the foundation for collaborative problem-solving.

Finding a middle ground that respects compliance requirements while addressing the underlying issues is vital. Negotiations should focus on creating mutually beneficial outcomes, ensuring that neither party feels marginalised. Maintaining professionalism and a shared commitment to long-term partnership goals is key to preserving trust and collaboration.

Proactive measures, such as establishing clear communication channels, periodic performance reviews, and predefined conflict-resolution frameworks, can help mitigate the risk of future disputes. By viewing conflicts as opportunities for improvement, both parties can strengthen their relationship and ensure a resilient, thriving partnership.

How do you measure the performance and success of your supplier partnerships?

The performance and success of supplier partnerships can be measured using multiple parameters aligned with organisational objectives. One key metric is the extent to which supplier contributions help achieve strategic goals, such as cost optimisation, timely delivery, and meeting quality standards. Additionally, the frequency and resolution of buyer-supplier conflicts serve as critical indicators; fewer disputes generally reflect strong alignment and effective communication.

Another vital measure is the quality of service provided by the supplier. Consistently high-quality deliverables with minimal defects or rejections are hallmarks of a

successful partnership. Reliability in terms of delivery timelines and adherence to agreed-upon standards further underscores the supplier’s performance.

Metrics like on-time delivery rates, defect rates, and cost savings achieved through collaboration offer tangible data to assess success. Establishing a framework for regular feedback and performance reviews ensures continuous improvement. Finally, the willingness of the supplier to innovate and adapt to the organisation’s evolving needs strengthens the partnership and demonstrates mutual commitment to long-term success.

How do you encourage suppliers to contribute to innovation and value creation?

Encouraging suppliers to contribute to innovation and value creation requires creating an open and collaborative environment. Innovation thrives when suppliers have the freedom to explore ideas and propose creative solutions without being constrained by overly rigid restrictions. Establishing a culture of trust and mutual respect is fundamental, as it empowers suppliers to take initiative and share innovative ideas.

Providing clear goals while allowing flexibility in achieving them fosters creativity. Regular brainstorming sessions and co-development initiatives can help align supplier capabilities with organisational objectives, encouraging joint problem-solving and innovation.

Incentivising innovation through performancebased rewards or recognition programs motivates suppliers to go beyond standard expectations. Open communication channels and feedback loops ensure suppliers feel valued and supported in their efforts.

Finally, involving suppliers early in the product development or process improvement stages allows them to contribute meaningfully to value creation. By demonstrating commitment to long-term partnerships and shared success, organisations can inspire suppliers to invest in innovation and deliver solutions that drive competitive advantage

How do you approach supplier diversity and inclusion in your SRM strategy?

Approaching supplier diversity and inclusion in Supplier Relationship Management (SRM) involves adopting proactive strategies that ensure a balanced and equitable supplier ecosystem. Regular reviews of the registered supplier list, conducted annually or semiannually, are essential to assess supplier performance and identify opportunities for diversification. This process helps prevent over-reliance on a few suppliers and promotes fairness in order allocation.

Maintaining transparency and fairness in procurement decisions ensures that no single supplier is favored, creating opportunities for a broader range of suppliers to contribute. For new procurement requirements, conducting a comprehensive market survey is critical to identifying the best-suited suppliers, fostering diversity by including vendors from various backgrounds, regions, or capabilities.

Encouraging partnerships with small, minority-owned, or women-owned businesses can also enhance diversity and align SRM strategies with organisational values. Establishing clear guidelines for supplier inclusion and monitoring compliance strengthens accountability.

By fostering a culture of diversity and inclusion, organisations not only broaden their supplier base but also unlock innovative solutions, enhance competitiveness, and contribute to the economic growth of underrepresented communities.

BUILDING A SUSTAINABLE FUTURE FOR REFRIGERATED TRANSPORT IN SOUTH AFRICA

An Interview with William Racinne, Managing Director of Petit Forestier South Africa

In this exclusive interview, William Racinne, the Managing Director of Petit Forestier South Africa, shares the company’s ambitious vision for growth and sustainability in the South African refrigerated transport sector. From expanding within the Southern African Development Community (SADC) to embracing cutting-edge technology and sustainability initiatives, William outlines how Petit Forestier is positioning itself for long-term success in a competitive and rapidly evolving market. With a strong focus on collaboration with trusted local suppliers and a commitment to reducing its carbon footprint, Petit Forestier is paving the way for a greener, more efficient refrigerated logistics industry in South Africa.

Career Journey

Can you share your career journey and what led you to your current role as Managing Director of Petit Forestier South Africa?

I’m 36 years old and French. I started my career in the oil and gas industry before transitioning to the airline sector in West Africa. Petit Forestier is a family business I’ve known since childhood—it’s hard to miss all the trucks in France. I joined the company in 2022, and I was extremely motivated to develop the business in South Africa. We expanded our footprint, hired more talented local people, and doubled our fleet in less than two years. I’m confident that today, Petit Forestier is becoming a reference in South Africa for all cold chain partners.

Company Vision in South Africa

How has Petit Forestier adapted its global mission to meet the unique needs of the South African market, and what differentiates your approach here from other regions?

As the European leader in refrigerated solutions rental, Petit Forestier has a great opportunity to become a key player in South Africa. Today, we offer unique, tailored services to our customers, addressing their need for a reliable cold chain. We have a fleet of 400 trucks, ranging from light commercial to heavy commercial vehicles. Our focus is on secondary and last-mile deliveries. With a growing population, we expect our fleet to continue expanding.

Sustainability in Refrigeration

How does Petit Forestier South Africa incorporate sustainability into its operations, particularly in addressing the environmental impact of refrigerated transport in South Africa?

We are focused on providing the most reliable and sustainable cold chain solutions for the Southern Africa region. We are exploring electric vehicles and battery-powered fridge units. We cannot continue relying on fossil fuels as we have been. Even though the transition may not happen quickly, we know that the authorities are seriously considering this shift. Change is inevitable, and we are ready to embrace it. We will invest carefully in the best and most sustainable solutions to support our partners’ needs.

Technological Advancements

What role does technology play in improving the efficiency and reliability of Petit Forestier’s fleet in South Africa, and are there any recent innovations that are making a significant impact locally?

Technology plays a pivotal role in enhancing the efficiency and reliability of our fleet in South Africa. Staying abreast of global technological advancements is crucial, especially in the realm of innovation. We draw inspiration from various industries that introduce transformative changes. Engaging in discussions with local leaders provides valuable insights into their business management and innovative strategies, which we can adapt to optimise our operations. Embracing change is essential; without evolving our business practices, we cannot achieve the desired results.

Customer-Centric Approach

How does Petit Forestier South Africa ensure a customer-focused experience, especially given the diverse industries in South Africa that rely on refrigerated transport?

We have a strong customer base in South Africa, ranging from small business owners to medium and large corporations. We offer a personalised experience through our full maintenance lease, ensuring that our customers have the distribution solutions they need and that we take care of all aspects of the service. Our motto is to provide peace of mind to our customers regarding their distribution needs.

Our refrigerated truck rental solutions, without drivers, are an excellent way for businesses to keep their distribution running smoothly without challenges, allowing them to focus on their core operations. While we encounter some reluctance from customers who prefer owning their vehicles, the ultimate goal is not about owning the distribution vehicles but about enabling businesses—such as meat producers or dairy product suppliers—to focus on their core business and opportunities.

Challenges in the South African Market

What are the key challenges Petit Forestier faces in the South African refrigerated transport industry, and how are you addressing these challenges to remain competitive?

In South Africa, the key challenges we face include the quality of the roads and ongoing security concerns. To address these, we have a dedicated team that monitors our vehicles 24/7, ensuring their safety and location tracking at all times. Additionally, we place a strong emphasis on driver training, making sure that all drivers are well-prepared with the necessary skills and knowledge before operating our vehicles.

Another challenge is the need to diversify and empower the local workforce. We are committed to promoting gender equality within our industry and are actively working to bring more women into the sector. We offer training programs for women to become refrigeration technicians, diesel mechanics, or workshop supervisors, which is an important step towards creating a more inclusive and skilled workforce in the refrigeration and transport industry.

Expansion and Growth in South Africa

What are your plans for expanding Petit Forestier’s presence in South Africa, and how do you plan to grow your operations in the region in the coming years?

Currently, our head office is in Midrand (Gauteng), and we also have branches in Cape Town and Durban, with service points in George, Port Elizabeth, East London, Mthatha, and Kokstad. Our goal is to expand strategically by opening new branches to ensure we have a solid network and comprehensive coverage across the country. South Africa is vast, and we recognise the importance of being present in multiple regions to serve our customers effectively. We are committed to supporting clients throughout the country, and we will continue to carefully grow our operations to meet the increasing demand for refrigerated transport services.

Fleet Management and Innovation

How does Petit Forestier South Africa manage its fleet to ensure optimal performance, and what innovations have been implemented to enhance fleet management in the local context?

At Petit Forestier South Africa, we employ a variety of tools to effectively manage our fleet and ensure that we have the right truck available at the right time and place. Our internal Business Intelligence (BI) tool helps us generate the necessary reports to monitor fleet performance and make datadriven decisions. A key asset in our operations is our Operations Manager, Aymeric Celeste, who has spent the last five years in Johannesburg since the start of Petit Forestier’s presence in South Africa. His deep understanding of the market allows him to adapt our fleet management strategies throughout the year, adjusting the fleet size based on the season’s volatility. Aymeric plays a crucial role in developing our business model and works closely with our Business Unit Operations Manager to ensure we meet our customers’ needs efficiently.

Sustainability Goals for South Africa

Can you discuss Petit Forestier’s long-term sustainability goals in South Africa and how the company is working towards reducing its carbon footprint in the local refrigerated logistics sector?

Petit Forestier has set ambitious targets for incorporating electric vehicles into our South African fleet, aiming to introduce a significant number of electric vehicles by 2028. We are actively collaborating with our local partners to explore innovative solutions that not only help them reduce their environmental impact but also support our shared goal of sustainability. We are committed to reducing our carbon footprint, and we recognise that every small step counts toward making a meaningful difference. Additionally, we have a dedicated team at our headquarters focused on researching sustainable solutions across all the markets in which we operate. For more details on our sustainability efforts, you can visit our page: https://www.petitforestiergroup.com/en/climate-andenvironment

Future Vision for PETIT FORESTIER South Africa

What are your future plans for Petit Forestier’s development in South Africa, and how do you see the refrigerated transport sector evolving in the country over the next few years?

Petit Forestier is committed to expanding its presence in the Southern African Development Community (SADC) region, with South Africa remaining as our central hub. We are focused on growing sustainably by partnering with a select group of trusted suppliers who share our vision. Key collaborations include working with chassis providers like Isuzu and UD Trucks, IceCold Bodies for our insulated boxes, ThermoKing and Spheros for our refrigeration units, and DH Lift for the tail lifts. It is essential to have strong local partners who understand our identity and the successful model we’ve established in Europe. Together, we are laying the foundation for long-term growth in South Africa and beyond.

Petit Forestier, founded in 1907, is a global leader in refrigerated rental solutions, offering a fleet of over 80,000 refrigerated vehicles, 49,000 display units, and 5,700 refrigerated containers. Operating in 20 countries across Europe, Africa, the Middle East, and the United States, the company provides comprehensive services to more than 15,000 customers, ensuring quality and excellence in temperature-controlled logistics.

William Racinne Managing Director

LEADERSHIP INSIGHTS WITH ERIK KROKEN

Shaping the Future of Alligator Group in a Dynamic Maritime Landscape

In this interview, we sit down with Erik Kroken, Managing Director of Alligator Group, to gain insights into his leadership approach and the strategic priorities that guide the company’s growth in the fastpaced maritime, industrial, and welding sectors. With a focus on innovation, sustainability, and customer satisfaction, Erik discusses the challenges and opportunities that Alligator Group is addressing as it continues to navigate an ever-changing global market. From digital integration and supply chain sustainability to the company’s commitment to building strong relationships with customers, Erik provides an in-depth look at how Alligator Group is positioning itself for success in the years ahead.

Strategic Leadership

As Managing Director of Alligator Group, what are your key priorities for leading the company in today’s dynamic maritime market?

As Managing Director, my top priorities are focused on three key areas: automation, sustainability in the supply chain, and customer satisfaction.

Automation is critical for improving efficiency and reducing operational costs, allowing us to remain competitive in the fast-paced maritime industry. Sustainability in the supply chain is also a priority, ensuring our operations are environmentally responsible and aligned with industry standards. Finally, customer satisfaction remains at the heart of our business, and we are committed to delivering exceptional service to our clients by maintaining high standards of reliability, quality, and responsiveness.

These priorities will help Alligator Group stay agile and successful as we navigate the challenges and opportunities of the maritime market.

Innovative Solutions

Alligator Group is known for providing a ‘one-stop’ solution in the maritime sector. Could you elaborate on the most innovative solutions that Alligator offers to its customers?

At Alligator Group, our approach to innovation is driven by market developments and the evolving needs of our customers. While we don’t specifically focus on being “innovative” in the traditional sense, we closely monitor trends in the maritime industry and adapt quickly to emerging topics that align with our customers’ expectations.

Our solutions are designed to be practical and impactful, ensuring that we deliver value to our clients. We focus on offering a comprehensive, one-stop solution that helps customers streamline their operations. By being agile and responsive to market changes, we ensure our offerings remain relevant, effective, and aligned with customer needs.

Market Challenges

What are the most significant challenges currently facing the maritime products and services industry, and how is Alligator Group addressing these challenges?

At Alligator Group, we are actively addressing industry challenges through a commitment to sustainability and talent development.

We collaborate closely with our manufacturers to thoroughly understand the environmental impact of production processes. By doing so, we identify opportunities to reduce this impact, working towards a more eco-friendly and sustainable supply chain. Our efforts include strict adherence to environmental standards and government regulations, all with the goal of minimising our carbon footprint.

Equally, we prioritise talent development by investing in comprehensive training programs and fostering a supportive work environment that attracts and retains top industry talent.

Through these initiatives, we aim to navigate the complexities of the maritime industry effectively

Technology Integration

How does Alligator Group integrate new technologies into its service offerings, and what impact has this had on your operations?

At Alligator Group, we continuously monitor and assess new technological solutions that can enhance the efficiency and effectiveness of our operations. Specifically, we focus on innovations commonly used in warehouse management and logistics, particularly those that suit our size and scale. By integrating cutting-edge solutions, such as advanced automation tools and real-time tracking systems, we aim to streamline processes and improve service delivery. This approach has allowed us to stay competitive in the rapidly evolving maritime market and ensures we can meet our customers’ growing demands for efficiency, transparency, and sustainability. Additionally, leveraging technology has helped us optimise our supply chain operations, reduce overheads, and enhance the overall customer experience by providing faster and more reliable service.

Sustainability Practices

Sustainability is becoming increasingly important in every sector, including maritime. What initiatives has Alligator Group taken to promote sustainability in its operations?

At Alligator Group, we are deeply committed to promoting sustainability across all aspects of our operations. One of the key initiatives we’ve implemented is the creation of a supplier portal where we gather valuable data from our suppliers. This enables us to monitor their sustainability efforts and ensure that we are aligning our practices with environmentally responsible standards. We also encourage our suppliers to reduce plastic use whenever possible, contributing to the overall reduction of waste in our supply chain.

In our warehouses, we actively promote recycling, particularly by reusing cardboard boxes and pallets, thus minimising the environmental impact of packaging materials. Moreover, we are exploring new, more sustainable innovations in warehousing, particularly those that focus on reducing energy consumption and waste.

Looking ahead, we are considering further investments in renewable energy solutions, such as solar panels, and exploring the adoption of hybrid vehicles and Autonomous Mobile Robots (AMR) for logistics operations. These initiatives aim to reduce our carbon footprint while enhancing operational efficiency, allowing us to meet the increasing demand for sustainable practices in the maritime industry.

Customer Relationships

How does Alligator Group build and maintain strong relationships with its diverse clientele across different regions?

At Alligator Group, we believe that strong customer relationships are built on trust, reliability, and a willingness to go the extra mile. Flexibility is key to meeting the diverse needs of our clients, and we are always prepared to adapt to ensure that we provide the best possible service. However, we also understand that there are times when we may not be able to fulfil a customer’s specific request. In such cases, we are transparent with our clients and direct them to suppliers who can better meet their needs, ensuring they still receive the support they require.

Our commitment to customer satisfaction extends beyond transactional interactions. Personal relationships remain a cornerstone of our sales and marketing strategy. We prioritise face-toface communication and value the opportunity to engage with our clients on a more personal level. This approach helps us not only to build long-lasting partnerships but also to gain a deeper understanding of our customers’ evolving needs, allowing us to continually improve and enhance our service offerings.

Global Expansion

Can you discuss any recent or upcoming plans for expanding Alligator Group’s

global presence?

At this moment, Alligator Group does not have concrete plans for global expansion. While we are always on the lookout for new opportunities, our primary focus during these challenging times is to maintain and strengthen our market share in the regions where we currently operate. We are dedicated to ensuring customer satisfaction and operational excellence, which remain our top priorities.

Expansion into new markets will largely depend on the needs of our customers. In the maritime supply chain, cost is a significant factor, and we are mindful of this when considering any potential growth opportunities. Should the demand arise from our clients to expand into new regions, we will carefully assess the market conditions and ensure that we can deliver the same high standards of service and value that have defined our success so far.

Competitive Edge

What differentiates Alligator Group from its competitors in the maritime, industrial, and welding product sectors?

One key differentiator for Alligator Group is our ability to carry physical stock for over 3,500 SKUs, which enables us to provide last-minute deliveries to customers in urgent need. While some may argue that this could be easy to achieve, it is certainly a costly commitment, and we take pride in being able to meet this challenge. Additionally, we set ourselves apart by being available to our customers 24/7 across all our areas of operation. This level of accessibility ensures that we are always there when our clients need us most. Moreover, we work closely with our customers to integrate systems and processes, ensuring smooth, accurate, and efficient operations. This commitment to seamless service is a cornerstone of our competitive advantage in the market.

Future Vision

What long-term goals do you have for Alligator Group, and where do you see the company in the next five years?

Looking ahead, our five-year plan focuses on organic growth as well as potential acquisitions, should the right opportunities arise. Recently, we moved to a larger warehouse in Shanghai, doubling the size of our previous facility to 5,000m². This expansion allows for quicker and easier access to our products, improving efficiency and service delivery.

We also expect to see growth in our other branches, where there is a clear need for more warehouse space. A key priority for us is enhancing integration with our customers and automating our internal processes as much as possible. By streamlining operations and continuing to scale, we aim to strengthen our position in the market and further improve our service offerings over the next five years.

Advice for Aspiring Leaders

Based on your extensive experience, what advice would you give to aspiring leaders in the maritime and industrial sectors?

My advice is simple: enjoy what you do. Passion for your work is essential for long-term success. When you truly enjoy your role, you naturally become more dedicated, motivated, and resilient in the face of challenges. It’s this enjoyment and commitment that will help you lead effectively, inspire your team, and drive meaningful results.

Alligator is a dynamic technical one-stop wholesaler specialising in maritime, industrial, and welding products. With a catalog of over 15,000 items, including renowned A-brands and proprietary products, Alligator ensures timely deliveries by maintaining stock of these specific maritime products. Headquartered in Rotterdam, the company also operates strategically located warehouses in Singapore, Shanghai, and Houston, enabling efficient service to customers worldwide.

Erik Kroken Managing Director

LEVERAGING DATA FOR SMARTER DECISIONS

A Personal Perspective on Advanced Analytics in Supply Chain

With over 15 years of experience in transport and infrastructure consulting, spanning roles from Operations Director to Managing Director of Airport Services at ACCIONA, Víctor Carballo has built a career around optimising operations, managing risk, and driving efficiency. Currently a Senior Engagement Manager at ALG, Victor has developed a deep understanding of how advanced analytics can transform supply chain and operations management. In this interview, he shares his personal perspective on how data and analytics are reshaping the future of supply chains and the pivotal role they will play in making smarter, more resilient business decisions.

How are you leveraging data analytics to improve decision-making and operational efficiency in your supply chain?

I have many years of experience using data analytics to enhance decision-making and operational efficiency, especially in supply chain management and operations that require demand forecasting and sizing. Over the years, the capabilities of data analysis have greatly improved, enabling more accurate predictions and providing better insights for decisionmaking. For example, in logistics and air transport, analysing historical data helps forecast future

production needs. By incorporating additional factors like holidays or weather conditions, we can refine these predictions even further. Automated production forecasting ensures that timely requests are made to suppliers, improving supply chain efficiency. In an airport environment, predicting demand by combining historical data with flight schedules, holidays, and weather conditions helps optimise resource allocation and streamline operations.

What types of data do you find most valuable in predicting supply chain disruptions, and how do you act on these insights?

In predicting disruptions within the supply chain, I find real-time data to be invaluable. These data points help us anticipate short-term disruptions and adjust our operations accordingly. In complex environments like airports, accessing real-time information about potential disruptors—such as flight delays, weather changes, or mobility issues affecting access to facilities—is essential. This data allows us to dynamically adjust our resource allocation. For example, if an unexpected flight delay occurs, we can

quickly recalibrate our resource deployment, ensuring that the necessary personnel and equipment are available to handle the revised schedule efficiently. Acting swiftly on these insights helps maintain operational continuity and ensures high service levels.

Can you provide an example where advanced analytics helped you optimise inventory levels or improve demand forecasting?

A prime example of advanced analytics in action is managing inventory levels, such as determining the number of baggage carts needed at an airport to meet future operational demands. By using advanced data analysis techniques that combine historical data with mathematical models, we can establish correlations between anticipated flight volumes and resource requirements. My experience has shown that applying polynomial or logarithmic models to analyse data pairs—specifically, comparing historical

needs against flight volumes—enables us to create highly accurate predictive formulas. These models are customised to the unique operational characteristics of each airport, allowing us to maintain optimal inventory levels, preventing both shortages and excessive surpluses.

What challenges do you face when implementing analytics-driven decision-making, and how do you overcome them?

The main challenge in implementing analytics-driven decision-making is accelerating the data analysis process so that decisions can be made quickly and effectively. While many organisations can perform targeted analyses with the help of key personnel, automating these analyses and integrating them into daily operational systems remains a challenge. To overcome this, I focus on helping organisations systematise the integration of data analysis into their decision-making processes. This is similar to using

navigation tools that adjust routes based on real-time traffic data; in the same way, companies can benefit greatly from using real-time analytics to adapt their operations. Although setting up such systems may take more time upfront, the potential to prevent costly disruptions justifies the investment.

“By using advanced data analysis techniques that combine historical data with mathematical models, we can establish correlations between anticipated flight volumes and resource requirements.”

How do you see the role of data and analytics evolving in the future of supply chain management?

I envision the role of data and analytics becoming increasingly central to the future of supply chain management. As real-time data integration becomes more commonplace—much like how GPS navigation has become integral to driving—companies will increasingly rely on continuous data analysis to enhance their operational decisions. This evolution will lead to the development of more sophisticated analytics platforms that can seamlessly integrate with existing management systems, enabling companies to leverage data for strategic planning and operational adjustments. The ability to predict and mitigate disruptions before they occur will not only streamline operations but also significantly improve overall supply chain resilience.

Víctor Carballo

LOGIPHARMA’S 25TH ANNIVERSARY

Shaping the Future of Life Sciences Supply Chain – Insights from Program Director Will Robinson

As LogiPharma celebrates its 25th anniversary, we sit down with Program Director Will Robinson to reflect on the evolution of the event and its continued impact on the life sciences supply chain industry. With a deep understanding of the industry’s needs and challenges, Will shares his personal reflections on the event’s growth, the key themes shaping this year’s edition, and what attendees can look forward to in this milestone year. From fostering meaningful connections to tackling the most pressing challenges in the sector, Will’s leadership continues to shape LogiPharma as an essential platform for innovation, collaboration, and learning.

Reflecting on 25 Years of LogiPharma:

Reflecting on 25 Years of LogiPharma: As LogiPharma celebrates its 25th anniversary, how has the event evolved since its inception, and what are some of the most significant milestones achieved over the years?

The LogiPharma event series began as a logistics and distribution-focused event for the pharmaceutical industry. As the industry has shifted to a fully integrated and digitalised ecosystem, managing complexities around new products, sustainability, regulation, and resilience, LogiPharma has evolved alongside it. We have also grown organically, expanding from 200 attendees at our first event to over 2,500 today. Fast forward 25 years, and while the name LogiPharma has remained, it could now be considered somewhat of a misnomer!

Today, we cover the end-to-end value chain for the entire life sciences industry, and we have incorporated LogiMed (the world’s leading medical device supply chain event) into our programming. Whether you’re focused on strategy, planning, digitalisation, procurement, temperature-controlled logistics, distribution, medical device supply, clinical scale-up, or manufacturing integration, the 25th Anniversary of LogiPharma & LogiMed caters to attendees from across the industry. Regardless of their backgrounds and specialties, attendees can personalise their agendas to align with their specific objectives.

Key Themes for the 25th Anniversary Edition:

What are the central themes and focus areas for the upcoming 25th-anniversary event, and how do they address current challenges in the life sciences supply chain?

The breadth and scope of LogiPharma are extensive, with over 300 speakers across 10 stages, along with numerous workshops and boardroom discussions taking place over the course of the three-day event. We encourage everyone working in the space to visit our website and explore the full agenda.

Key themes that permeate the entire event include AI integration, advanced data analytics, and digital transformation to enhance visibility, automation, and patient-centric delivery. Sustainability will be a major focus, highlighting green logistics, Scope 3 emissions, and circular economies.

The event will also address critical issues such as geopolitical risks, supply chain resilience through collaboration, improving interactions and customer service for hospitals, healthcare practitioners, and patients, as well as fostering a diverse and inclusive workforce.

Notable Speakers and Sessions:

Can you highlight some of the prominent speakers and sessions planned for this year’s event, and what unique insights can attendees expect to gain?

The pharmaceutical and medical device producers are at the core of the event’s thought leadership, sharing lessons learned and best practices grounded in the use cases they are driving within their own organisations. Steffen Lang, President of Operations & Executive Committee Member at Novartis, will discuss the technology-driven operations transformation taking place across Novartis’ 25,000-strong operations workforce. Ruth Beadle, Chief Supply Chain Officer at Sanofi, will share insights on Sanofi’s “All In on AI” journey, with additional AI perspectives from industry leaders such as Alessandro De Luca, Global CIO at Merck Group, and Brian Thornley, VP of Global Supply Chain Excellence at Moderna.

Sustainability perspectives will come from industry heavyweights such as Joydeep Ganguly, SVP of Global Operations & Chief Sustainability Officer at Gilead Sciences, Malene Gundestrup, VP of Global Logistics & Distribution at Novo Nordisk, and Anne Giovannelli, Global Head of Supply Chain Sustainability at Pfizer, to name a few. This is just the tip of the iceberg!

In addition to the producers themselves, we have senior representation from key stakeholders and industry leaders across the life sciences supply chain. These include logistics leaders such as Oscar De Bok, CEO of DHL Supply Chain, specialty partners like David Simonsson, CEO of Envirotainer, and digitalisation experts like Mark Talens, SVP & Chief Strategy Officer at ParkourSC.

To round off the lineup, there are numerous opportunities to take inspiration from leading perspectives outside of the industry. Notable guest speakers include Kenton Cool, International Mountaineer and Adventurer, IFMGA Guide, 18-time Everest Summiteer, and World Record Holder, who will discuss “Risk and Leadership Amidst Significant Pressure and Logistical Complexity.” Additionally, John Sitildes, Senior Fellow at the National Security Program of the Foreign Policy Research Institute, will explore “Trump, Putin, Xi Jinping & the Global Life Sciences Supply Chain: The New Geopolitics of Trade, Energy, Diplomacy, and War.” The list goes on...

Innovations in Event Experience:

What new features or formats have been introduced in this anniversary edition to enhance attendee engagement and learning experiences?

For this special anniversary edition, we’ve gone all in on elevating the experience at LogiPharma. This includes significant improvements to practical elements, such as how attendees can consensually share their contact information for future meetings in an age where business cards are becoming a thing of the past. Additionally, we’re hosting a very special 25th Anniversary party at the incredible Musée des Confluences, adding a memorable touch to the event.

For the 25th anniversary, we’ve introduced a new event track focused on Procurement and Supplier Management. This track will dive into the opportunities and challenges faced by those working within this specific area of the life sciences supply chain. All sessions across the eight event tracks will start and finish at the same time, allowing attendees to fully personalise their agendas. The rooms will be located near each other, enabling attendees to move seamlessly between sessions and focus on the content that matters most to them.

New formats, such as the novel “soapbox” sessions, along with a significantly expanded agenda of closed-door boardrooms and masterclass workshops (many of which will take place under Chatham House Rule), have been designed to maximise opportunities for attendees to benchmark and learn interactively.

Addressing Industry Challenges

How does LogiPharma plan to tackle pressing issues such as AI integration, sustainability goals, geopolitical risks, and complex product management in the life sciences supply chain?

The key themes I mentioned earlier address pressing issues such as optimising operations through the use of AI, mitigating risks in increasingly volatile global markets, and advancing sustainability to meet environmental goals. By promoting collaboration and innovation, LogiPharma aims to build more adaptable and efficient supply chains. It serves as a platform for life sciences leaders to exchange insights and strategies, equipping the industry to navigate disruptions and embrace opportunities in a rapidly evolving landscape.

Networking Opportunities

What opportunities will attendees have to network and collaborate with peers, and how does the event facilitate meaningful connections among industry professionals?

Alongside all the thought leadership and opportunities for in-depth learning at LogiPharma, the event is also about expanding your network, meeting people who are facing similar challenges, assessing the latest services and solutions in the industry, and having some fun while doing it!

The exhibition hall at LogiPharma is the world’s largest gathering of supply chain service and solution providers in the industry, offering a unique opportunity to discover the “who’s who” in the space.

Feedback from Past Attendees

Can you share some feedback from previous attendees and how it has influenced the planning of this year’s event?

Every year, as soon as we close the door at LogiPharma, the hard work begins on researching content and improving the event for the next year. All attendees have the opportunity to provide detailed feedback on their event experience and the content through a survey, and we’re fortunate that the vast majority of attendees take this opportunity! We then use this feedback to focus our efforts on the key areas we want to develop for the following year.

Before writing the draft agenda for LogiPharma, I personally spend around three months (approximately 300 hours on calls) speaking to industry professionals to understand how things are changing, where the industry’s pain points and biggest opportunities lie, and I write an agenda that reflects this. So, all content for the event comes from the industry itself.

It must be said that LogiPharma is an event highly regarded in the industry, and here are a few examples of feedback we’ve received in the last few months alone:

“Tell me where else you’ll find 2000+ life sciences supply chain leaders at the top of their game... the networking and learnings are unsurpassed. It’s a great mix of engaging content, pharma colleagues, and vendors, combined with world-class event orchestration.”

Tomas Fant, Global Head of Temperature Controlled Logistics Projects, Pfizer

“The inspiration I receive from LogiPharma is unmatched. I eagerly anticipate the 25th Anniversary Edition!”

Bert Lemmens, Head of Supply Chain EMEA, Terumo

“LogiPharma is 100% the best global supply chain event in the life sciences sector!”

Michael Mines, Snr Manager Global Transportation Procurement, GSK

“LogiPharma brings together industry leaders to discuss how new trends in the Life Sciences & Healthcare sectors are impacting the supply chains of our customers, making it an essential event for driving innovation in pharma logistics.”

Oscar De Bok, Chief Executive Officer, DHL Supply Chain

“LogiPharma is the place to be for Pharma Supply Chain Professionals: a high-quality event that brings together crucial discussions on current and future industry trends, great learnings and insights from fellow professionals, very relevant vendors and their offerings, and the best opportunities to network and reconnect in the community. It has a firm place in my agenda every year, and 2025 is no different – see you in beautiful Lyon!”

Frank

Binder, VP Global Supply Chain, Santen

Future Vision for LogiPharma:

Looking ahead, what are your aspirations for the future of LogiPharma, and how do you envision the event continuing to serve the life sciences supply chain community?

As mentioned above, LogiPharma fundamentally acts as a mirror for the industry through the in-depth research we conduct as the foundation for the following year’s content and audience development. The number one aspiration that I and the rest of the team will always have is to ensure that the content and focus of the event accurately represent the challenges and opportunities that professionals in the industry are facing in their roles.

If we can create opportunities for those who attend LogiPharma to learn things they wouldn’t learn anywhere else, meet industry peers they wouldn’t meet anywhere else, and take valuable knowledge and contacts back with them — all while having some fun — we know we’ll have served the community well.

Attending, speaking at, or sponsoring LogiPharma & LogiMed requires our attendees to take time out of their highly pressurised, responsibility-laden roles. It means creating space in incredibly busy schedules to engage with the event and the community. We understand that there is a significant opportunity cost for them and their organisations in that involvement. Our foremost job and aspiration, both now and into the future, is to ensure that the value they take from their involvement far exceeds that opportunity cost, and they leave knowing that their time at LogiPharma & LogiMed was well worth it. If we keep doing this, while staying aligned with the priorities of the industry, everything else will follow.

Personal Reflections

As the Producer of LogiPharma, what has been the most rewarding aspect of organising this event, and what are you most looking forward to in the 25th-anniversary edition?

Producing LogiPharma gives me the opportunity and privilege to gain an in-depth understanding of what is truly happening across one of the most dynamic, fascinating, and important industries in the world! Through my role, I have the chance to speak with and build relationships with some of the most intelligent and dedicated people I’ve ever met.

These individuals are using their expertise and commitment to solve problems that directly lead to positive outcomes for patients worldwide. I find the life sciences supply chain, and the leaders at the forefront of it, utterly fascinating. It’s a tremendous honor to have access to these leaders and their time in the process of creating LogiPharma each year.

The 2025 edition is no exception. Seeing the months of hard work culminate in meaningful discussions, impassioned debates, rounds of applause, and the fantastic feedback we receive each year is the most rewarding part for me.

Will Robinson Program Director

LogiPharma is the world’s leading life sciences supply chain event, bringing together over 2,500 industry leaders to benchmark strategies and build future-ready supply chains. Celebrating its 25th anniversary in 2025, the event focuses on leveraging AI, achieving sustainability goals, and navigating geopolitical risks to enhance end-toend supply chain connectivity and resilience.

TRANSFORMATIONAL LEADERSHIP, STRATEGY, AND RISK & SUPPLIER MANAGEMENT

Sheri Spinks’ Approach to Supply Chain Excellence

Sheri Spinks is a transformational leader with over two decades of experience in global supply chain, strategic sourcing, procurement, and supplier diversity. With deep expertise across industries including manufacturing, CPG, marketing, and distribution, Sheri has managed approximately $1 billion in global spend, overseeing sourcing, contract management, and strategic category management for direct, indirect, raw materials, and capital expenditures. Known for her inclusive leadership style, Sheri excels at aligning and energising teams to reduce risk, enhance performance, and enable growth. Her visionary approach has transformed supply chain organisations, positioning them as strategic business partners delivering excellence in strategy development, innovation, cost management, risk mitigation, and customer experience. A passionate advocate for supplier diversity, Sheri’s leadership is centred on empowering teams and driving competitive advantage. In this interview, Sheri shares her insights into the evolving procurement landscape, effective risk management strategies, and the importance of building resilient and agile supply chains.

How do you approach identifying and mitigating risks in your procurement strategy?

To effectively manage risk, begin by identifying any potential threats to your organisation, assessing them from both financial and non-financial perspectives. Consider the type of risk—whether operational, financial, reputational, legal, supplier-related, or environmental—and evaluate the likelihood of the risk occurring, as well as its potential impact. Prioritise your strategy and support risk mitigation plans based on the highest risks with the greatest impact and likelihood, especially those that could be detrimental to your organisation’s success and health.

It’s crucial to vet this risk assessment with business owners and stakeholders to ensure understanding and alignment. The plan should be flexible, with provisions

for revisions as business needs evolve. In developing the procurement strategy, include methods to reduce the likelihood of risks materialising and to minimise the impact should they occur.

Your procurement strategy should be directly aligned with your organisation’s goals, supporting those objectives through a robust risk mitigation plan. This should focus on optimising strategic partnerships, effective negotiations, stakeholder/shareholder value, and ensuring quality and supply continuity, all while managing costs effectively. The ultimate goal is to minimise disruptions and maximise value, aligned with your organisation’s operational and strategic objectives.

What lessons have you learned from past supply chain disruptions?

I’ve learned many valuable lessons, but here are the top two that stand out.

Firstly, it’s essential to proactively plan and prepare for as many potential scenarios as possible. While it’s unlikely you will predict every possible disruption, having contingency plans in place is a game-changer. By asking yourself, “What if X happens?” and mapping out potential scenarios, you build a solid toolkit to respond to many common disruptions. This approach ensures that you and your team are always prepared, solution-focused, and ready to pivot quickly when faced with the unexpected.

Secondly, building and continuously fostering strong, open, trusting, and collaborative partnerships with

key suppliers is crucial. When things go off track, you need to rely on your suppliers to jump in and problemsolve with you. What is sometimes undervalued is that these relationships, like all others, require time, commitment, and effort to build and strengthen. Just being a customer isn’t enough. Actively commit to understanding your suppliers’ needs and objectives, and prioritise developing strong, mutually beneficial partnerships. Both parties should aim to help and support each other and co-develop continuous improvement plans, contingency options, and solutions.

This combination of proactive planning and true partnerships is a winning recipe in the face of adversity and potential disruption.

How do you ensure that your procurement team is prepared to respond to unexpected challenges?

To ensure that your procurement team is prepared for unexpected challenges, it is essential to provide comprehensive training on strategic supply chain management and risk mitigation strategies. Empowering your team with strong leadership and the confidence to act is key. They must have the right tools and access to data, enabling them to make informed, efficient, and data-driven decisions.

The strategies you deploy should be agile, regularly revisited, and adapted as circumstances evolve. Your team should also be highly collaborative and solutionfocused, with well-established relationships and

networks that allow them to quickly engage and align with all departments and stakeholders. This ensures that any necessary changes within the supply chain are effectively communicated, and all ripple effects and impacts are understood and managed.

Additionally, having a strong roster of key strategic suppliers, along with a network of pre-vetted suppliers who can respond quickly to disruptions, is critical. These suppliers should be capable of providing alternate sources of supply and services when needed, ensuring continuity even in the face of challenges.

How do you balance risk management with maintaining agility in procurement decisions?

Balancing risk management with agility in procurement decisions requires a combination of timely information and smart speed. The global supply chain landscape is constantly evolving, as are the needs of your internal and external customers and the organisation’s objectives. An effective risk management strategy is not a one-time task—it must be continuously monitored, reviewed, and revised in response to changing conditions.

To achieve this, it’s crucial to equip your team with reliable, proactive data on market and commodity trends, geopolitical events, live supplier data, and technological innovations. This information empowers them to navigate potential issues quickly and with confidence.

At the same time, agility is key. Organisations that can swiftly adapt to changing conditions, leveraging the data at their disposal, are better equipped to manage uncertainty. By maintaining agility, you enable your team to ride the waves of uncertainty, finding higher ground and better conditions along the way.

Can you share examples of how you’ve built resilience into your supplier relationships?

Throughout my career, I have developed and enhanced resilience within my organisation’s supply chain and supplier partnerships using a variety of strategies tailored to the specific needs and challenges at hand. Below are a few examples of approaches I’ve deployed:

1. Contract Management and Negotiation: Establishing clear, comprehensive contractual agreements is essential. These contracts outline expectations regarding quality, service, delivery, terms, continuous improvement, and co-developed contingency and response plans. This ensures there is no ambiguity, allowing both partners to act quickly and effectively when issues arise.

2. Supplier Diversification: While consolidating spend with a single partner has its advantages, relying solely on one supplier in one geographical region can be risky. Diversification mitigates this risk by spreading dependency, fostering healthy competition, and providing leverage. It also encourages suppliers to stay engaged and committed to growth.

3. Strategic Supplier Partnerships: Suppliers are an extension of your organisation and play a critical role in your success. Recognising their importance and treating them as strategic partners fosters open communication and collaboration. This mutual focus on success allows for the codevelopment of solutions and ensures rapid support when challenges arise that could impact your business.

4. Real-Time Data and Visibility: Empowering your team with data and real-time insights is key to proactive decision-making. Leveraging technology and AI enables swift, informed decisions regarding suppliers, inventory, logistics, and market trends. This data-driven approach not only prepares your team but also builds confidence in supplier partnerships, as they recognise your commitment to informed, efficient action.