Procurement - April 2023

April 2023 | procurementmag.
com
WOMEN IN
PROCUREMENT THE
SMART
CUBE
TAI ENGINEERING Blockchain
Driving distribution
technologies
with data analytics
TRAILBLAZER
CONGA Lisa Martin
A new frontier for
CPO of GFK
contract management
UPS
ADVOCATING
SUPPLIER
DIVERSITY Why global inclusion is the blueprint to value creation
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EDITOR-IN-CHIEF FEATURE DESIGNERS DIGITAL VIDEO PRODUCERS MARKETING MANAGER
ILKHAN OZSEVIM MIMI GUNN MARTA EUGENIO ANDREW STUBBINGS
SOPHIE-ANN PINNELL ERNEST DE NEVE
CHIEF CONTENT OFFICER HECTOR PENROSE THOMAS EASTERFORD PROJECT DIRECTOR
SCOTT BIRCH SAM HUBBARD DREW HARDMAN CRAIG KILLINGBACK
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MANAGING DIRECTOR
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CHIEF DESIGN OFFICER CEO
PRODUCTION MANAGERS
MATT JOHNSON VIDEO PRODUCTION GLEN WHITE
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MANAGER
HEAD OF DESIGN MARIA GONZALEZ
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SENIOR VIDEOGRAPHER
LEAD DESIGNER
JUSTIN SMITH HUDSON MELDRUM
FOREWORD
Diversifying your suppliers

means nothing less than
diversifying your opportunities
Procurement Magazine looks at the consequences of
diversification and the stultifying outcomes of failing
to do so. An old adage stipulates that you shouldn’t
put all your eggs in one basket, and supplier diversity
seizes on this maxim
“Employees expect companies to address inequities,

with both current and potential employees thinking more
“Employees expect favourably of brands that are committed to supplier
diversity,” says Kris Oswold, Vice President of Global Supplier
companies to Diversity at UPS.
address inequities, Supplier diversity is far-reaching, in that it promotes a
with both current more inclusive and equitable economy. When businesses
only work with a select few suppliers – many of whom are
and potential already established and have more resources, connections,
employees thinking and opportunities than smaller businesses, particularly those
more favourably that are minority-owned – the same companies continue to

benefit financially and reputationally.
of brands that This can create a cycle of exclusion where the same
are committed to suppliers keep getting all the business, while others struggle
supplier diversity” to grow.

Companies that seek out and work with diverse
suppliers can help level the playing field and give smaller or
underrepresented businesses a chance to compete. This not
only helps those businesses grow and succeed, but it also
brings new perspectives and ideas to the table, which can
lead to innovation and better products or services.
Kris Oswold explores this important facet of modern
business and procurement in this issue.
ILKHAN OZSEVIM
PROCUREMENT MAGAZINE ilkhan.ozsevim@bizclikmedia.com
IS PUBLISHED BY
© 2023 | ALL RIGHTS RESERVED
procurementmag.com 7
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CONTENTS APRIL 2023
UP FRONT
20
14 BIG PICTURE
US Space Force opens up
launch of procurement
contracts to non-governmental
providers
16 THE BRIEF 22
The latest insights from
the world of procurement
18 TIMELINE D
ST
AT E S S PAC
E
FO
TE
A timeline of
R CE
U NI
global procurement
DE P
E
RC
AR
FO
T M M
M X I X
R
EN I
T OF T H E A
20 TRAILBLAZER
Lisa Martin
22 F
IVE MINS WITH 14
Sayan Debroy
WOMEN
78
CONTENTS
42
FEATURES
42 PUBLIC PROCUREMENT 52
How private engagement
stimulates public procurement
and the economy
52 DATA ANALYTICS
Creating value through optimisation
62 CONTRACT
MANAGEMENT
The next frontier of 62
contract management
70 S
UPPLIER DIVERSITY
Kris Oswold, VP of UPS: Advocate
of Supplier Diversity
78 TOP 10 70
Women in procurement
10 April 2023
APRIL 2023
28
COMPANY
REPORT
28 G4S
Driving towards net zero across
its UK vehicle fleet
BIG PICTURE
AT E S S PAC
ST E
D
FO
TE
R CE
U NI
DE P
E
RC
AR
FO
T M M
M X I X
R
EN I
T OF T H E A
US Space Force opens up launch

of procurement contracts to
non-governmental providers
Los Angeles, United States
US Space Force officials are set to meet industry
executives in Los Angeles to discuss the finer details of the
upcoming national security space launch procurement.
Non-governmental organisations and companies expect
to hear details about the Space Force’s plan to attract new
launch providers to compete for as many as 70 mission
contracts projected for the 2025-2034 timeframe.
The move marks a growing trend of partnerships
between public and private organisations to provide
services to the public while simultaneously generating
revenue through significant procurement contracts.
14 February
April 20232023
THE BRIEF
BY THE NUMBERS
“We've got analytics Improving Human Lives through Knowledge,
implemented from Data and Understanding
outside sources
like DAT, Parade.ai,
“Diversity, equity,
and Greenscreens. and inclusion
ai – all tools that efforts must
are involved in the expand beyond
employees, and
analytics work” should include
Walter Mitchell suppliers and
CEO, Tai Software customers as well”
Kris Oswold, Vice
READ MORE President of Global
“You really need the Supplier Diversity, UPS
analytics to support
your decision-
“By 2025, we want making process”
“Organisations need to
at least 40% of our Walter Mitchell, CEO,
Tai Software be far more proactive by
passenger cars to be anticipating change rather
zero carbon, and all of than responding to it.”
Charlie Bromley-Griffiths,
them by 2030” Corporate Counsel, Conga
Jon Willescroft
Chief Procurement Officer,
EDITOR'S CHOICE
G4S
READ MORE
INDIA'S RAGPICKERS: AN INSIGHT INTO
CIRCULAR ECONOMIES?
Indian Ragpickers, much like the late Rag-and-Bone Men
“Organisations need to of the West, play an important role in India's plastics recycling
– is this an insight or exploitation?
be far more proactive
by anticipating READ MORE
change rather than

responding to it” PROCUREMENT PREDICTIONS 2023
ACCORDING TO ARDENT AND IVALUA
Charlie Bromley-Griffiths
Ardent Partners in partnership with Ivalua, takes a look at 'The Big
Corporate Counsel, Conga Trends' of procurement for the year 2023 in recent research
READ MORE READ MORE
16 February
April 20232023
Kris Oswold, VP of
UPS: Advocate of
Supplier Diversity  PROXIMA
Proxima's Simon
Geale explains that
According to Kris Oswold, supplier sustainability must be
diversity is a business strategy that ingrained as a value
addresses the systemic biases resulting along with cost and
in fewer opportunities, limited access, quality if procurement
and less capital available to diverse is to make progress on
business owners. An executive with more
U
net-zero
than 33 years at UPS, Oswold – Vice
President of Global Supplier Diversity –
brings a wealth of experience to the role.  ACCENTURE
P
“For a corporation like UPS, supplier Saudi Aramco signs
diversity means working to ensure third- contracts worth
party spend goes to companies whose US$7bn with 100+ key
owners reflect the diversity of the suppliers with Accenture
population,” she says. positioned as key player
in its consultancy and
APR
“The data is clear and the experiences
are real. Without intentional efforts to digitalisation journey
develop and include Black, Hispanic,
Asian, Native American, women,
2023
veteran, LGBTQ+, and disabled-owned  PROCUREMENT
BURNOUT
D
businesses, these companies do not
Research has highlighted
have equitable access to contract
five main causes of
opportunities with corporations.”
burnout, many of them
O
At UPS, contracts are awarded based
closer to home than
on who brings the best value. “Diverse-
previously thought
owned businesses often just need the
W
opportunity to show what they can do to
a procurement group that’s open to new
 AVAILABLE
suppliers and understands the business
PROCUREMENT
value of diversity,” Oswold says.
N
RESOURCES
Hackett Group's 2023
Key Issues report finds
procurement fallouts
and rising pressures
will need to be
shouldered with signs of
compounding effects
TIMELINE
A TIMELINE OF
GLOBAL PROCUREMENT
AS COMMERCIAL ORGANISATIONS AND COLLABORATION
EXPANDED THROUGHOUT HISTORY, PROCUREMENT WENT
FROM A TRIBAL, TO A NATIONAL, TO A GLOBAL AFFAIR.
1947
1400s The establishment of GATT
The age of exploration The General Agreement

on Tariffs and Trade
The Age of Exploration
1990s
(GATT) was established in
was a period of global 1947 as a framework for
exploration and trade, during regulating international
which European explorers trade. GATT instituted a The advent of systematic
established trade routes set of rules and principles E-procurement
to Asia, Africa, and the for trade among member
Americas.This era marked Electronic procurement, or
countries, including rules
the beginning of global e-procurement, refers to the
on tariffs, subsidies and
trade and commerce, and use of digital technologies
non-tariff barriers. Over
it paved the way for the to manage procurement
time, GATT evolved into the
development of modern processes. The advent of
World Trade Organisation
procurement practices. the internet in the 1990s
(WTO), which continues
As trade routes expanded, made it possible to develop
to regulate global trade
merchants began to develop e-procurement systems,
today. The establishment
sophisticated procurement enabling companies
of GATT/WTO created
strategies to source goods to streamline their
a more predictable and
from different regions, procurement processes
stable environment
creating the foundation for and automate many routine
for international trade,
today's global supply chains. tasks. E-procurement has
providing a foundation
since become an essential
for global procurement.
part of global procurement,
allowing companies to
manage their procurement
operations more efficiently
and effectively.
18 April 2023
2000s-2010s
The rise of China as a major
global sourcing hub
In the 2000s, China emerged as a

major player in global procurement,
thanks to its low labour costs and
large manufacturing base. Many
companies began to source products
and services from China, creating
2020s
a significant shift in global supply
chains. China's rise as a sourcing hub
has had a major impact on global
procurement practices, with many Pandemic and war:
companies now using sophisticated disruption
procurement strategies to manage
COVID-19, which took
their relationships with
hold in earnest in 2020,
Chinese suppliers.
and the Russian invasion of
Ukraine in 2022 have both
had an extensive impact
on global procurement
practices and supply chains.
2000 Together, they have caused
significant disruptions, forcing
companies to rethink their
The United Nations global compact
procurement strategies
The UN Global Compact was a voluntary initiative and prioritise supply chain
launched by the United Nations in 2003 to promote resilience over traditional,
sustainable and responsible business practices. predictable approaches.
The initiative encourages companies to adopt As a result, many
sustainable procurement practices, such as sourcing companies have been forced
products and services from suppliers that adhere to diversify their supplier base
to high environmental and social standards. The and develop contingency
compact has had a significant impact on global plans to manage supply chain
procurement by raising awareness of the importance disruptions. The pandemic
of sustainability and social responsibility in and Ukraine war have
procurement on a global scale. highlighted the importance
of risk management in
procurement, and it is likely
to have long-lasting effects on
global procurement practices
for years to come.
Lisa
TRAILBLAZER
Martin
Chief Procurement Officer of global
pharmaceutical giant GSK, Lisa Martin
is a force for procurement good
A
highly experienced Chief to be honoured with the J. Shipman
Procurement Officer with a Award – awarded to an individual who
demonstrated history working has performed distinguished service for
across multiple industries, Lisa Martin is the cause and advancement of the supply
a strong purchasing professional skilled in management profession – in 2013.
Acquisitions, Facility Management (FM),
Strategic Sourcing, Business Transformation,
and Mergers & Acquisitions (M&A).
She joined GSK from Teva • Lisa Martin became only the 2nd
Pharmaceuticals, where she held the
woman to be honoured with the
position of Senior Vice President and Chief
Procurement Officer.
J. Shipman Award – awarded to
Prior to that, Martin spent 11 years an individual who has performed
at Pfizer. As Senior Vice President, she distinguished service for the cause
led worldwide procurement, real- and advancement of the supply
estate, corporate services, and facilities
management profession
management for the R&D and
commercial portfolio. • She is a bonafide expert with
Martin has also held roles with Warner
almost 25 years’ experience in
Lambert and Sony Pictures Entertainment.
In 2018, she was listed in the top 30 of the procurement industry
the Procurement Power List UK & Europe,
and she became only the second woman
20 April 2023
FIVE MINUTES WITH...
SAYAN
DEBROY
Sayan Debroy, AVP and Solution Owner at The Smart
Cube, throws light on how blockchain technologies
are transforming procurement and supply chains
Q. P
LEASE INTRODUCE YOURSELF determine the most appropriate
» My name is Sayan Debroy, and I’m the strategies and generate the answers
Associate Vice President and Solution in an efficient manner.
Owner at The Smart Cube. Through custom research, advanced
My role involves working directly with key analytics, and best-of-breed technology,
decision-makers, such as Chief Experience our goal is to transform data into valuable
Officers (CXOs), divisional heads, and insights – enabling smart decision-making
partners in leading firms to develop to improve business performance across
solutions that work for them. both the top and bottom line. We refer to
I have over 14 years’ worth of experience this as: intelligence, accelerated.
in building solutions for clients in the
procurement and supply chain industry,
bringing together specialists, data,
and technology.
This has enabled me to develop a rich
background in business advisory and
project management, providing me
with deep expertise in addressing
issues that clients are facing in a
transformative manner.
Q. WHAT EXACTLY IS THE SMART

CUBE, AND WHAT IS YOUR ROLE
IN THE COMPANY?
» For leading businesses around the
world, The Smart Cube is a trusted partner
in providing intelligence that enables their
teams to become more insight-led and
value-driven.
We work with clients to support them
when it comes to tackling their most
challenging issues, so that they can
“MHI RECENTLY CONDUCTED A

SURVEY AMONGST SUPPLY CHAIN
PROFESSIONALS INTO BLOCKCHAIN,
WITH 68% SAYING THEIR BUSINESSES
INTEND TO ADOPT THE TECHNOLOGY
WITHIN THE NEXT FIVE YEARS”
FIVE MINUTES WITH...
Q. COULD YOU TELL US ABOUT Alliance (BiTA) is the largest alliance of its
SOME TRANSFORMATIONAL kind globally, with the coalition currently
TECHNOLOGIES IN PROCUREMENT being made up of around 500 members
AND SUPPLY CHAINS? in an estimated 25 countries. The aim of
» In recent years, blockchain has come this association is to boost blockchain’s
to the fore as a truly transformational adoption in the logistics industry by
technology with vast implications for establishing industry standards, educating
procurement and supply chains. Blockchain individuals within the industry about
is a shared digital system that allows blockchain technology, and encouraging
users to record transactions and share the use of new solutions.
information securely. Within supply chains, What’s more, companies have also
blockchain is used to move goods between started to utilise blockchain technology
parties. Vital information is recorded at each as part of their supply chains. Examples
stage and all those involved are provided of this can be seen with multinational
with a copy for record-keeping and corporations, such as FedEx and Nestle,
authentication purposes. trialling blockchain solutions in an attempt
This structure produces an audit trail to drive transformation within their
from beginning to end and the data is sustainability and product safety initiatives.
tamper-resistant. It is therefore expected Adding to this, MHI recently conducted a
to significantly improve transparency and survey amongst supply chain professionals
traceability of products within a supply chain. into blockchain, with 68% saying their
The technology is perceived as being businesses intend to adopt the technology
ground-breaking, having the potential to within the next five years.
completely transform the way in which
organisations conduct their business, Q. WHAT ARE SOME OF THE
particularly when it comes to supply DIFFICULTIES ASSOCIATED
chain management and procurement. WITH ADOPTING BLOCKCHAIN?
For example, given the aforementioned » In spite of there being plenty of
characteristics of blockchain, the solution optimism surrounding blockchain,
could also be utilised in the supply chain its adoption and application in most
process for risk and quality assurance, companies has, to date, been relatively
contract compliance, and carbon limited. In fact, more than 80% of
footprint reporting. blockchain projects are currently in their
. proof-of-concept stage, with a small
Q. WHAT IMPACT HAS THIS subsection of this number evolving
TECHNOLOGY HAD ON towards full-scale deployment. This is due
INDUSTRIES SO FAR? to blockchain’s adoption and scalability
» Since the inception of blockchain, the being fraught with numerous challenges.
logistics industry has been one of the Blockchain is also seen as being
technology’s biggest supporters. Founded controversial due to environmental
by some of the biggest firms in the global concerns regarding the technology. This
logistics and supply chain sector in pertains to issues concerning its energy
August 2017, the Blockchain in Transport emissions and usage. At the moment,
24 April 2023
blockchain needs significant volumes of
energy to run. In turn, this produces a large
amount of greenhouse gas emissions.
Even though those working in the
blockchain industry are researching energy
conservation methods: in its current form,
the technology has a substantial
carbon footprint.
What’s more, there have been examples
of blockchain failing to prove its value in “WE WORK WITH
the logistics industry. For instance, when
Maersk and IBM launched TradeLens – CLIENTS TO SUPPORT
a blockchain solution for the shipping
sector – in 2018, the goal was to digitise
THEM WHEN IT COMES
container shipping on a safe and secure TO TACKLING THEIR
global tracking system. However, the firms
announced late last year that they were
MOST CHALLENGING
ceasing operation of TradeLens, stating that ISSUES, SO THAT THEY
the solution had failed to reach “the level of
commercial viability necessary to continue CAN DETERMINE THE
work and meet the financial expectations”. MOST APPROPRIATE
Adding to this, further issues
surrounding blockchain’s use in supply STRATEGIES AND
chains range from data privacy and
confidentiality concerns to there currently
GENERATE THE
being a lack of industry standards in ANSWERS IN AN
place, not to mention problems regarding
integrating blockchain with pre-existing
EFFICIENT MANNER”
legacy systems.
Q. HOW SHOULD PROCUREMENT

TEAMS APPROACH BLOCKCHAIN Once a company has chosen to
ADOPTION? implement blockchain into its supply
» When it comes to the initial adoption chain, there are several prerequisites it
of blockchain technology within supply needs to meet prior to the tech adoption.
chains, procurement teams should begin Firstly, all parties involved must be willing
this journey by running a select number to share data with each other, and they
of pilots or proof-of-concept projects. must all ensure the cost-benefit trade-off
This allows organisations to test things is advantageous for the completion of the
out on a small scale and ascertain if the project. All groups must be in agreement
technology is viable for their business, about making investments that allow the
before deciding whether they should blockchain solution to capture and share
make a sizeable investment. relevant data.
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28 April 2023
G4S
DRIVING TOWARDS
NET ZERO ACROSS
ITS UK VEHICLE FLEET
WRITTEN BY: PRODUCED BY:
SEAN ASHCROFT CRAIG KILLINGBACK
G4S
G4S is one of the world’s largest

security companies, and its
Chief Procurement Officer,
Jon Willescroft, is tasked with
achieving net zero with its huge
vehicle fleet
D
elivering a nationwide
sustainable-fleet programme
is a huge undertaking at the
best of times, but doing so in
the teeth of seemingly never-
ending automotive supply chain issues
makes the challenge even more daunting.
To stay on course with sustainability
targets, despite such difficulties, would be
beyond some businesses, but this is exactly
what the multinational security company
G4S has achieved.
G4S is part of Allied Universal and is
a security and facility services company
providing integrated security solutions that
allow clients to focus on their core business.
Globally, G4S spends over a billion dollars
a year with suppliers and subcontractors, and
overseeing all of this is Chief Procurement
Officer Jon Willescroft, who manages 150
procurement people across the globe
A key area for Willescroft and his team right
now is sustainability.
“Sustainability is a broad subject,” he says,
“and you have to prioritise. I have top-down
support from the executive committee,
who align the procurement sustainability
objectives with the corporate ones.”
In this way, the areas Willescroft agrees
upon with the executive committee “become
our absolute focus”.
G4S is taking big strides in its global 2050
Jon Willescroft,
net-zero commitment, and procurement is at Chief Procurement
the heart of the eco-driving programme. Officer, G4S
30 April 2023
G4S
“By 2025, we want

at least 40% of our
passenger cars to be
zero carbon, and all
of them by 2030”
JON WILLESCROFT
CHIEF PROCUREMENT OFFICER,
G4S
At present, in the United Kingdom

and Ireland (UK&I), an important focus of
sustainability efforts centre around the
decarbonisation of the company’s vehicle fleet.
Willescroft says: “We’ve made great
progress in the last year with our fleet
decarbonisation. More than three-quarters
of our new vehicle orders have been low-
emission vehicles.”
G4S’ renewal programme around
its vehicle fleet is ambitious. To help it
decarbonise its car and light-commercial
vehicle fleet, it turned in 2021 to global fleet
leasing company LeasePlan, which is helping
G4S UK&I decarbonise its fleet, while also in 2035 and its entire fleet by 2040. It is
working with it on using technology to drive also making use of telematics and fleet
cost savings. management tools to optimise operations
Globally, G4S has about 15,000 vehicles. and improve safety.
These include motorcycles and passenger But in the face of ongoing supply
cars, commercial vehicles and heavy- chain issues in the automotive industry
armoured vehicles for the cash business. – caused by the global shortage of
It has around 2,500 in the UK and Ireland, microchips – progress has been far from
of which roughly 1,600 are cars and straightforward; G4S has been unable to
commercial vehicles, and it is these vehicles freely move employees into more carbon-
LeasePlan and G4S are initially prioritising to friendly vehicles as quickly as it would like,
make carbon neutral. because the supply has not been there.
Under targets set out in its Road to Most of the company’s operational fleet
Zero strategy, G4S aims to have all its is low- to mid-range vehicles but, on the
passenger cars zero carbon by 2030, company car side, it also uses mid-range
followed by light commercial vehicles to premium vehicles.
32 April 2023
JON WILLESCROFT
TITLE: CHIEF PROCUREMENT
OFFICER
INDUSTRY: SECURITY
LOCATION: LONDON UK
Jon Willescroft is an
ambitious, energetic and
commercial CPO, specialising
in reshaping procurement in
large, complex organisations. Jon
currently leads procurement at
G4S, part of the world’s largest
security company, encompassing
150 people across 90 countries,
and over $1bn spend. His focus
at G4S is driving sustainable,
commercial transformation across
this complex global business and
its supply chains. Prior to G4S, Jon
held a number of procurement
leadership positions in financial
services and pharmaceuticals, as
well as procurement advisory roles.
“I don't think there's been a single car
manufacturer that has escaped supply
chain issues and labour shortages,” says
Willescroft. “We're regularly facing a
12-month lead time on new vehicles.”
“With crisis after crisis hitting the automotive
industry, we could easily have been blown
EXECUTIVE BIO
off course in terms of timelines. If we had

allowed chip shortages and supply chain
disruption to impact us fully then this would
have put us back by a year or two. It's a change
programme. You're trying to push people
and create momentum, and momentum is
stopped in its tracks if you are waiting 12 to 15
months for a vehicle. But we've managed to
keep on track with our targets.”
LeasePlan driving success on G4S
sustainable fleet plans
Global fleet leasing company LeasePlan has
overcome automotive supply problems to help
security giant G4S decarbonise its UK fleet.
The sustainability programme G4S UK has In 2021 LeasePlan won the G4S tender to help
wrapped around its huge vehicle fleet is decarbonise its UK and Ireland 1,600 car and
ambitious, and to help it meet its targets light-commercial vehicle fleet.
it turned to global fleet leasing company,
LeasePlan. But it’s not just about decarbonisation. LeasePlan
UK is looking at all four pillars of the G4S
LeasePlan operates in 29 countries and runs a organisation – all of which touch fleet: safety and
fleet of around 1.9 million vehicles globally. compliance, data measured fleet performance,
It is also a founding partner of the EV100, the cost and service improvements as well as
global sustainability initiative run by the Climate reducing environmental impact.
Group – an international non-profit – to make
progress on electrifying fleets worldwide. G4S’ Road to Zero strategy targets are ambitious.
It aims to have all its passenger cars carbon
neutral by 2030, followed by light commercial
vehicles in 2035 and its entire fleet by 2040.
It is also making use of telematics and fleet “The supply simply has not been there,” reveals
management tools to optimise operations and Cheetham. Yet LeasePlan UK has succeeded in
improve safety. helping G4S move forward on fleet sustainability
by finding creative ways to skirt supply chain
Overseeing LeasePlan’s work with G4S is Head challenges.
of Strategic Account Partnerships, Leannda
Cheetham, whose team provides end-to-end Its strategy to buy available hybrid and all-
contract management, service delivery and electric vehicle stock, under its established
strategic direction for some of the UK’s largest LeasePlan Flexible proposition meant that they
fleets. could keep momentum for electric transition by
leasing the vehicles on short-term contracts of
“To help G4S with their sustainability targets, anything between 3-24 months without the need
we’re working hard to move their people into for a long-term contract.
vehicles that will help with its net zero goals.”
“We quickly scaled up our LeasePlan Flexible fleet
But in the face of challenges in the automotive to predominantly hybrid and all-electric rentals,”
industry – rocked by supply chain crisis after says Cheetham. “This means drivers were able
crisis – this has been far from straightforward. use these vehicles whilst waiting for their new
company vehicle to be delivered. This has helped
transition as many G4S drivers, as quickly as
possible into hybrid or all-electric vehicles.”
So what’s next for LeasePlan and G4S?

“We’re continuing to help roll-out G4S’ decarbonisation project through delivery of low-
emission vehicles in any way that we can,” says Cheetham. She adds that the company is
also “looking to find new and creative ways of adding value”.
“Mission critical fleets are in our DNA, and we’ve worked with some of the world’s largest
organisations as they adopt new technologies.”
Cheetham continues: “We’re looking at things like how emerging technologies might be
able to help G4S find cost savings, so we can add even more value through the relationship
we’re building together.”
Discover more
We believe that every
day is an opportunity
to do better
We’re committed to helping our clients and
their drivers to reduce their carbon footprint
by promoting alternative-fuelled vehicles,
particularly 100% electric cars and vans.
Discover more
G4S
“There's an awful lot

of factors that make
fleet decarbonisation emission vehicles,” says Willescroft. “This is
complicated, and there’s around 450 vehicles and is a really big step
up from where we were before. This alone
no doubt the easier removes over 1,000 tonnes of carbon from
markets right now are the environment.”
Willescroft himself moved to a leased
UK&I and Europe” electric vehicle while he was waiting for his
Tesla company car. “By 2025, we want 40%
JON WILLESCROFT of our passenger cars to have zero carbon
CHIEF PROCUREMENT OFFICER,
G4S
emissions, and all of them by 2030.”
By 2040, G4S wants its entire UK fleet to
That it is still on track is thanks in no be zero carbon – this target could prove
small part to LeasePlan, which has worked to be the most technically challenging,
with G4S on creative ways to skirt supply because the remainder of the fleet will be
challenges. Chief among them is LeasePlan’s its heavy armoured vehicles, which are used
strategy of buying available hybrid and all- for cash protection.
electric vehicle stock, leasing them to G4S “Cars are becoming easier with regards
on short-term contracts of between three to the net-zero journey,” says Willescroft,
and nine months. “but heavy vehicles are harder to electrify
“More than three-quarters of the new because the technology just isn’t there at the
cars we ordered last year were low- moment to give you the battery range.
38 April 2023
G4S
“We’ve made great “The expectation is that, over the next

five-to-ten years, we'll see continuing
progress this year advancements around battery range,
which will allow us to invest more in the
with our fleet electrification of our heavier vehicles.
decarbonisation. But we’re absolutely fixed on achieving

these targets.”
More than three- On that note, he adds that G4S UK&I has
a number of trials ongoing with some of its
quarters of our new smaller cash vehicles – mostly Transit vans
vehicle orders have that have been fully electrified. “We're kind
of testing and learning as we go on that,”
been low-emission he says.
As with any change, taking people along
vehicles” with you is vitally important, and Willescroft
says LeasePlan has helped here, too,
JON WILLESCROFT ensuring that G4S people transitioning to
CHIEF PROCUREMENT OFFICER, EV and hybrid cars have all the support
G4S
they need.
“That’s been really important, both in terms
of the speed of migrating to low-emission
vehicles, but also people getting excited by
it and being able to create a narrative around
successes. We want to create passion around
the change, because passion is what makes
for change ambassadors, who can help with
making the transition process as quick and
painless as possible.”
In terms of collaborating with an
ecosystem of businesses to meet its
sustainability targets, Willescroft says:
“You need partners who are flexible and
understand your business, trying to problem-
solve and help you achieve your outcomes, as
opposed to a one-size-fixes-all offering.”
G4S is making greater headway on
fleet decarbonisation in the UK&I than
it is in any other territory, although
similar programmes are underway in the
Netherlands, Denmark, and Belgium. But he
also says that, in the UK&I, there is “greater
customer expectation around sustainability
than in many other markets”.
Driving towards a sustainable UK fleet
WATCH NOW
Other factors that are currently limiting He adds that legislation around
progress on EVs in some territories are a sustainability is also getting stronger all the
lack of charging infrastructure alongside the time. “You won't be able to buy a new diesel
many governments not yet incentivising or petrol vehicle after 2030 in the UK, so it's a
businesses to embrace sustainability in the perfect storm of reasons to do it anyway.”
same way as in the UK&I, where there are tax Yet, despite this, Willescroft admits that
breaks around EV initiatives. Plus, according rampant fuel inflation across all markets
to Willescroft, in some countries such as and a year-on-year increase in the cost of
South Africa, coal is still being burned to vehicles “have produced a tension between
create the electricity needed for EVs. cost and the speed at which we can roll out
“In which case, you're not really achieving our net-zero strategy in the UK”.
much by electrifying your fleet,” he points As well as government tax incentives,
out. “There's an awful lot of factors that the company is striving to get as close to
make fleet decarbonisation complicated, cost-neutral as possible. “We buy a lot of
and there’s no doubt the easier markets right vehicles, so we leverage this with OEMs and
now are the UK&I and Europe.” manufacturers,” says Willescroft. “We also make
“We've got a really clear fleet strategy in sure we’re looking at the total cost of ownership
UK&I,” he says. “It's been approved across of vehicles, rather than just the lease price.
the region and it's also something our “This helps us be more creative in terms of
customers really care about. It's the right what we can provide but, ultimately, however
thing to do as a business; it's the responsible you cut it, there'll be a net increase in fleet costs.
thing, and customers want us to do it.” You can't really escape that.”
40 April 2023
G4S
Although squarely focused right now are a core part of how we are measured
on the UK&I, Willescroft and his team are and how our objectives are measured. This
acutely mindful of G4S’s global net-zero way, everything flows all the way down to
targets, which is why it has relationships with individual objectives.”
companies similar to LeasePlan across “Over the coming year, everyone has
its territories. targeted individual measures that are not
“We've got partners in each market that only around commercial delivery, but are
we'll look to lean on in the same way when also really clear on ESG and sustainability
the time comes,” he explains. “We'll look objectives. This means sustainability topics
to leverage our experience in the UK, so are standing-agenda items every time we
we're not recreating it each time we're engage with the business. Every time we
using the playbook.” sit down and review performance with the
On the broader question of sustainability business units or talk about sourcing, deals,
Willescroft says he has “strong, top-down or supply management performance, then
sponsorship from the board, whether it sustainability is a core part of that.”
be net-zero, diversity, or human-rights risks Only by constantly talking about
- sustainabilityustainability is about far more sustainability and ESG does Willescroft
than net-zero.” believe you can fully embed them into
With sustainability and ESG initiatives, a business.
Willescroft says embedding is key. “How
do we do that? By making sure that, at a
functional level, ESG and sustainability
HOW PRIVATE
ENGAGEMENT
STIMULATES
PUBLIC
PROCUREMENT
AND THE
ECONOMY
42 April 2023
PUBLIC PROCUREMENT
Gareth Rhys Williams, Government CCO on how increased

vendor profits in government procurement and how public-
private collaboration benefits the economy
WRITTEN BY: ILKHAN OZSEVIM
P
ublic procurement is the process promoting transparency and accountability in
by which governments and public the use of public resources.
sector organisations purchase The processes and skills involved in public
goods, services and works from sector procurement are the same as those
suppliers. The goal is to secure the best value in commercial settings, with one crucial
for public money, while ensuring fair and difference: the function is subject to specific
transparent competition. Public procurement legal and regulatory frameworks, which vary
plays an important role in the economy by by country and jurisdiction. In general, these
providing opportunities for businesses of all frameworks set out rules and procedures
sizes to compete for government contracts. for how public sector organisations can buy
It also helps to ensure that public funds goods and services, including requirements
are used efficiently and effectively, while for tendering, bidding and contract award.
Making Value
Measurable
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shift in B2B attitude - leveraging
customer-supplier relationships
to drive collaborative performance
excellence, relationship driven
resilience, and sustainability deep
into the ecosystem & supply chain.
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sustainable supply chain.
PUBLIC PROCUREMENT
In the US, for example, it is governed by

a complex system of laws, regulations and
“If you wind
policies at federal, state and local levels. the clock back
One such law is the Federal Acquisition
Regulation, which governs the procurement five years, the
process for federal agencies. It covers commercial
function in
everything from how to solicit bids to how to
award contracts.
Public sector procurement in the
European Union (EU) is largely governed
government wasn’t
by a framework of rules and regulations well regarded”
called the EU Procurement Directives,
which dictates procedures that must be GARETH RHYS WILLIAMS,
followed by public sector organisations in GOVERNMENT CCO
the purchasing of goods, services and works.
There are also EU rules around promoting That said, there are some common themes
small and medium-sized enterprises, such that apply across the region:
as the requirement to divide large contracts • Centralised procurement In some
into smaller lots that can be bid on by SMEs. countries, public sector procurement is
In Southeast Asia, meanwhile, public centralised at the national level, with a
procurement practices vary significantly single agency responsible for managing
between countries, since each has its own procurement across all government
laws, regulations and procedures. departments and agencies.
• Competitive bidding Most countries
require public sector organisations to
follow a competitive bidding process when
procuring goods and services. This typically
involves publishing a tender notice, inviting
bids from suppliers and awarding the
contract to the supplier that offers the best
Gareth Rhys Williams value for money. Some of the frameworks
TITLE: GOVERNMENT CHIEF around public sector procurement in
COMMERCIAL OFFICER Southeast Asia are based on national laws
COMPANY: GOVERNMENT OF or regulations, while others are shaped by
THE UNITED KINGDOM international standards and guidelines.
LOCATION: UK
In the UK, public sector procurement is
Williams was brought in to lead and marshalled largely by a framework called
transform the Commercial Function of 6,000 the Public Contracts Regulations 2015,
staff across all Government departments,
which sets out the rules and procedures
with a spend of over £70bn. Involved in all
major commercial transactions and disputes
across Government.
Gareth Rhys Williams at

Procurement & Supply Chain Live 2022
WATCH NOW
46 April 2023
PUBLIC PROCUREMENT
that must be followed by public sector role for seven years, oversees 6,000 staff
organisations in their procurement activities. across all departments, and controls a spend
The Regulations also require public sector of over £70bn. He is involved in all major
bodies to consider environmental, social and commercial transactions across Government.
ethical considerations when procuring goods As public and private procurement
and services. continues to converge, boosting both the
One of the most important quality of public services and profits, many
procurement positions in the world are companies are wondering how they may
those that relate directly to government tender their products and services and
procurement activities. collaborate with the government. For this, it’s
important that those relationships are dealt
Procurement in the UK Government with efficiently.
Gareth Rhys Williams is Government Chief
Commercial Officer at the Cabinet Office, Public contract management best practice
which supports the British Prime Minister “There's no point in managing the vendor
and helps ensure the effective running of if you don't also manage the contract,”
government. Williams, who has been in the Williams says. “So we've had 12,000
“There's no point in managing the vendor
if you don't also manage the contract”
GARETH RHYS WILLIAMS,
GOVERNMENT CCO
people now do the basic-level contract left and we didn't have the structure or
management training, and it’s working resources to tackle the workload we had.
really well.” So we set up the Commercial Assessment
This goes to many aspects in procurement and Development Centre. If you are a
which in recent years have been highlighted commercial specialist and you want to enter
as requiring the same level of supervision the Government Commercial Function,
and care after implementation. Just as you undergo classroom-based tests and
digital transformations are not just one-off training. Its purpose is to recruit commercially
overhauls, but require steering after launch, astute professionals into the Government
contract management abides by the same Commercial Function.”
rules of engagement, and if handled correctly,
can yield some impressive fiscal results. How public procurement
“We have saved £720mn so far,” says reflects public service
Williams, as both the profitability, and the The importance of procurement was catapulted
status of public contracts gain traction. into the spotlight following global supply chain
“If you wind the clock back five years, disruptions, as we all now know. This realisation
the commercial function in government wasn't confined to private procurement alone.
wasn't well regarded. We had some great Williams says: “We're trying to make the
people, but too often our good people point that we're taking the procurement
48 March
April 2023
2023
PUBLIC PROCUREMENT
exercises seriously now. We're tracking our efficiencies both on the demand and supply
training, and we're tracking our assessments, side of the equation. So another policy that
and it's delivering. In 2021 we made savings the UK Government has put in place is around
of £3.7bn. That is seven teaching hospitals. prompt payment. Williams says: “SMEs are
However you look at it, that is a massive freeing being paid dramatically faster now, not just by
up of cash to reinvest in public services.” us, but through the supply chain.”
Williams points out that at the same
time, government vendors are getting more The Public Procurement Bill
profitable. “So this is about taking waste out of In light of all the regulations and laws that
the system. This is not about just beating up on govern procurement, Brexit was a huge
our vendors. We need them to be profitable.” stimulus for change.
And of course, the impact of efficient Since one in every three pounds of public
government procurement functions, expands money, some £300bn a year, is spent on public
into the wider economy. “Our delivery is procurement, the UK government introduced
getting better and better, year-on-year, the UK Procurement Bill, to adapt to the change
and we are working well for the economy,” and lay down the necessary framework for an
Williams says. effective domestic procurement system.
To ensure that this process is as effective The bill includes a number of regulation-
as possible, all parties involved require making powers which are necessary to ensure
“The Public Procurement Bill promises
simplicity, flexibility and transparency”
GARETH RHYS WILLIAMS,
GOVERNMENT CCO
50 April 2023
PUBLIC PROCUREMENT
that the legislation will continue to

facilitate a modern procurement structure
for many years to come and will allow the
UK to keep pace with technological
advances, new trade agreements and
ahead of those who may try to use
procurement improperly.
Williams says: “The Procurement Bill
will replace the current EU regimen for
public procurement. It promises simplicity,
flexibility and transparency. As part of the
new bill, the government plans to create
a simpler and more flexible commercial
system in the hopes of better meeting
the needs of the country while remaining
compliant with international obligations.
So this is a fundamental change.”
Commercial Functional Strategic Plan

“Now we have left the European Union, it’s
all about simplification, streamlining, and
making us more business-to-business in
the way that we work with our vendor base
and our supply chain, but with everything
underpinned by the fair and transparent
backdrop we need for public procurement,
to make sure there's no hint or trace of
corruption or favouritism.”
And there is still so much to be done,
and the project is no small feat, but it is one
with massive resources and energy being
pooled into it. Williams highlights that there
is a lot of training to do in this regard. He
says: “There's 15,000 or so procurement
professionals in Government that we need
to train around the new regulations. We also
need to invest in updating our databases, to
give much more transparency for citizens
to see how contracts are delivering. We
also need to be able to track our contract
pipelines, so we can see how different
vendors are performing. This is all part of our
Commercial Functional Strategic Plan.”
AI IN PROCUREMENT
DATA ANALYTICS IN
PROCUREMENT:
CREATING VALUE
THROUGH OPTIMISATIO
Tai Software’s Transportation Management System
exemplifies how data analytics empowers freight to achieve
maximum efficiency. CEO Walter Mitchell shows us the way.
52 April 2023
DATA ANALYTICS
ON
54 April 2023
DATA ANALYTICS
F
rom the standpoint of augmented
effectiveness, procurement and
data analytics are now inseparable;
any procurement organisation
that has their finger on the pulse of
global events will be utilising data analytics
throughout their entire ecosystem.
Tai Software’s TMS (Transportation
Management System) uses historical data
and third-party tools to bring together
multiple sources of information and
display them in a single place that’s easy
for users to consume. This single location
becomes the centre of the procurement
process. Within this process, the system
performs data analytics against historical
information to present both summarised
‘lane data’, as well as comprehensive and
detailed carrier and shipment data.
Tai’s truckload quoting page, for
example, provides the user with a
single location where all background
analytics are surfaced to empower their
decision making.
“We've got analytics implemented from
outside sources, like DAT, Parade.ai, and
“USING MULTIPLE DATA

SOURCES ALLOWS AN
OVERVIEW WHICH, OF
COURSE, ADDS CONFIDENCE
BECAUSE OUR CLIENTS ARE
ABLE TO SEE ALL OF THESE
DIFFERENT SOURCES – IN A
SINGLE SNAPSHOT”
WALTER MITCHELL
CEO,
TAI SOFTWARE
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DATA ANALYTICS
“IT'S PRETTY EASY FOR ALL OF His prolific career has been focused on
translating complex business needs into
US TO SAY: IF I COULD JUST practical software applications, emphasising
ELIMINATE A COUPLE OF THE efficiency and usability, while delivering
MISTAKES I MAKE ALONG solutions that solve business problems and
help customers.
THIS ROAD, LIFE COULD BE He tells us that Tai’s TMS (Transportation
SO MUCH BETTER” Management System) is focused primarily
on freight brokers moving North American
WALTER MITCHELL domestic freight. They specialise in FTL (Full-
CEO, Truckload) and LTL (Less-than Truckload)
TAI SOFTWARE
freight processes.
Concerning Tai’s TMS, which drives freight
Greenscreens.ai – all tools that are involved in into the modern world, he says: “We're
the analytics work,” says Walter Mitchell, Tai searching all that data in one place, providing a
Software’s CEO. summarised view of where all the analytics are
Mitchell has more than 17 years experience displaying results, including our own – most
in architecting software applications and notably showing data relating to lane history.”
leading entire teams that build software Making an important distinction he says:
applications for businesses. “It's one thing to run data analytics – which
is, of course – extremely important, but
making sure you have the tools that run
effective analytics and putting their results
within the context of how the users actually
need them? That’s going the extra mile to
provide far better results. And that’s what
Tai’s TMS is all about.”
Informing procurement decisions

through data analytics
Tai’s TMS is designed to be the source of data
driven decisions. Recently, they transitioned a
brokerage to their TMS to give them end-to-
end automation – from posting to booking,
dispatching to tracking – using Tai’s data
integration to help provide both predictive,
as well as historical analytics. Bringing these
data points together along with various
other valuable sources allows their clients to
make decisions based on all the data that’s
available, rather than just having to rely on a
single source.
Mitchell says: “These reps can now interact
with carriers more smoothly than ever before,
as carrier profiling used to involve pen and
paper, and the strength (or lack thereof) of the
broker’s memory. With the capacity insights,
reps have access to a much broader view of
capacity, and this allows them to cover loads
much earlier, and to keep more off the spot
market. Now they can easily see rates in their
TMS, being provided with data analytics that
can compare between systems to identify
any issues early on and ensure that each load
is rated accurately.”
How Tai ensures procurement data is

accurate, complete, and of high quality
By leveraging multiple sources of data, Tai are
able to use each data source as a verification
against all others.
“This allows you to evaluate the accuracy of
the data simply, because the market shifts very
58 April 2023
DATA ANALYTICS
“WE'VE GOT ANALYTICS

IMPLEMENTED FROM
OUTSIDE SOURCES LIKE
DAT, PARADE.AI, AND
GREENSCREENS.AI – ALL
TOOLS THAT ARE INVOLVED
IN THE ANALYTICS WORK”
WALTER MITCHELL
CEO,
TAI SOFTWARE
quickly at times,” says Mitchell. “And when it

shifts, some of the analytics – especially if you’re
looking in the rearview mirror – won't always be
as up-to-date as you want.
“However, using multiple data sources allows
an overview that, of course, adds confidence,
because our clients are able to see all of these
different sources in a single snapshot. By looking
across the whole set of available data points,
users are able to evaluate which ones are the
most accurate.”
Fraught freight: addressing key

procurement challenges with data analytics
Mitchell says that making sure there is enough
data available for a specific lane is a critical
part of the process. When the amount of data
is scarce, it’s much more difficult to use data
alone to improve confidence.
“We end up having to widen the range to get
more data and, sometimes, that will reduce the
accuracy of the specific request.”
For the more experienced pros, however,
having data analytics for common lanes adds
trust. “When you get into an area that's less
familiar, that's where data provides even more
value,” he says.
“That's why we focus on data analytics
in the first place: it helps make sure that
DATA ANALYTICS
we're making good decisions, that we're

making smart decisions, and that we know
where we can generate revenue off of the
shipment or margin.”
According to Mitchell, for uncommon
lanes in the world of freight, “you really
need the analytics to support your
decision-making process”.
“For the less experienced brokers,
they're not going to have all the experience
to know that, on certain days, a particular
lane is actually going to provide
more value.”
He continues: “For brokers, the data
provides such a tremendous step forward
since they can negotiate the terms of
the shipment without having to doubt
themselves or take a loss.
“It allows them to leapfrog forward by
years of experience.”
The road to success

Using data analytics for procurement is an
essential part of the process. “It’s important to
use as many tools as are available to ensure that
you have the confidence to accurately negotiate.
“When we are working in a world where we're
transactional and we're running a high volume
of transactions; one of the things that I think we
would all be really happy with is knowing we're
going to make mistakes.
“There will be times when we make a bad
call – we can't cover a load, we can't pull the
margin that we’re looking for out of this run. But
what we can do with these tools is allow you to
reduce the number of mistakes, even if it's just
10%. If we can eliminate some of the mistakes
or their severity, it allows for brokers to win so
much more.”
Mitchell concludes: “It's pretty easy for all of
us to say: ‘If I could just eliminate a couple of the
mistakes I make along this road, life could be so
much better’.
60 April 2023
“THAT'S WHY WE FOCUS
ON DATA ANALYTICS
IN THE FIRST PLACE;
IT HELPS MAKE SURE
THAT WE'RE MAKING
GOOD DECISIONS, THAT
WE'RE MAKING SMART
DECISIONS, AND THAT
WE KNOW WHERE WE
CAN GENERATE REVENUE
OFF OF THE SHIPMENT
OR MARGIN”
WALTER MITCHELL
CEO,
TAI SOFTWARE
THE NEXT
FRONTIER
OF CONTRACT
MANAGEMENT
Charlie Bromley-Griffiths, Corporate Counsel at Conga,
demonstrates why the future lies in turning traditionally
vertical contract management to the horizon
O
ver the last year, there every contractual agreement; however, it is

have been several major important to mitigate as much risk where
legislative changes to how possible.” Bromley-Griffiths emphasises that
business operations and data it is never a good idea to grow complacent,
exchanges will be conducted. especially with contract management. “As
With the Electronic Trade Documents Bill, we enter a recession,” she says, “budgets are
the Northern Ireland (NI) protocol data shrinking and customers’ buying behaviours
sharing agreement, and the Schrems II are shifting.”
legislation all now in effect, leaders have to Gartner reports that most organisations
navigate one of the most complex regulatory have been forced to re-evaluate their go-to
landscapes as they enter a period of great market strategies. Commercial agility is
economic uncertainty. proving key to businesses’ survival. Leaders
“There can be no doubt that enterprises must stay ahead of any emerging market
have huge digital transformation projects trends by adjusting their revenue operations
ahead of them,” says Charlie Bromley- (RevOps) model accordingly.
Griffiths, Corporate Counsel at Conga.
“All businesses will have to review their The current state of data and
operations to ensure personal data transfers contract management
are lawful and compliant, and remain vigilant Early into the pandemic, contract
for the road ahead. After all, risk comes with management and post-signature solutions
62 April 2023
CONTRACT MANAGEMENT
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CONTRACT MANAGEMENT
were accelerated. Customers and suppliers “In fact, many will have had to remediate
raced to seek variations to terms, understand hundreds, if not thousands, of existing
the status of performance, to identify contracts to include the updated standard
obligations, rights, and the implications of contractual clauses (SCCs).”
contract change and amendment. She continues: “As a result, organisations
“There was an increased focus on the need to be far more proactive, anticipating
application of artificial intelligence (AI) change rather than responding to it;
such as Large Language Models to provide ‘doubling down’ on extracting value from
more consistency of service and better their current resources and better managing
risk management,” says Bromley-Griffiths, their costs; and constantly reviewing their
“especially when it came to managing the means of working. However, this requires
increase in paperwork and document drafting.” a far more comprehensive and flexible
A recent study by RevOps model.”
Globality revealed that
90% of procurement
leaders are currently in
the process of transforming their
operating models, with 87% focusing
on building data teams that gain
more predictive insights and deploy new
technologies to better meet the challenges
of today’s volatile business world.
More recently, Schrems II required
businesses to carry out risk assessments
before transferring data from the EU and EEA
to countries that aren’t deemed adequate,
complying with new international data
transfer regulations. Bromley-Griffiths says:
“Since then, companies have had to put a
whole range of new processes in place to
comply with export jurisdictions, execute
transfer impact assessments, and establish
new cross-border data flows.
“Moving forwards, companies should address

these challenges head-on by regularly reviewing
their internal operations and having clear
measures in place”
CHARLIE BROMLEY-GRIFFITHS
CORPORATE COUNSEL,
CONGA
“By taking the
technical steps
more proactively,
organisations can
build up critical
capabilities and
maintain their
customers’ trust”
CORPORATE COUNSEL,
CONGA
66 April 2023
CONTRACT MANAGEMENT
Establishing a more effective RevOps model

According to Bromley-Griffiths, without an
effective contract management structure,
a gap in value can arise over the lifetime
of the contract, wherein the anticipated
benefit at the start of the arrangement
is gradually eroded over time. “Effective
contract management can help avoid this by
enabling enhanced value to be derived from
contracts,” she says.
Digital transformation programmes are
incredibly complex. Therefore, leaders
should view these recent legislative changes
as an opportunity to reassess and streamline
their vital business processes. Rather
than rushing digital change programmes,
adopting new technologies, and scaling these
initiatives at pace, leaders should instead
be more strategic with their investments.
She says: “It is best practice to start off by
reviewing legacy systems and establishing
clear objectives prior to implementation,
prioritising vital business processes.”
She points out that organisations need
to think beyond how they incorporate
technologies, such as contract lifecycle
management, machine learning, and AI, into
their contracting lifecycles, and how it can be
managed from a company-wide perspective.
“Rather than approaching contract
management in a vertical way, leaders need
to consider how contracting technology, and
contracts themselves, can be drawn up more
comprehensively and collaboratively across
different business functions.
“It is also about embedding a pro-data
culture throughout the organisation – from
the board to the sales team. This itself can
be challenging as the organisation must
first establish a system to identify, assess,
and manage risk exposure while ensuring
they have the appropriate measures and
technology in place that are aligned with
clear business goals.”
CONTRACT MANAGEMENT
“Organisations need to be far more

proactive by anticipating change
rather than responding to it”
CORPORATE COUNSEL,
CONGA
Complete end-to-end data is accounted for, flowing between

contract management teams. “Leaders also need to identify and
End-to-end contract lifecycle streamline the business processes and
management maximises the value of implement technology to complement their
every contract with tools to automate revenue goals. This can allow departments
and standardise processes, lower risk and to focus their time and resources on the
boost compliance, as well as speed up more complex, strategic issues. Only after
contract management tasks and improve reviewing legacy systems, prioritising key
efficiency. This can only be achieved, revenue processes, and adopting new
though, if organisations have their data in solutions in a phased manner will contract
order first. Bromley-Griffiths says: “It is vital intelligence technology provide genuine
that leaders review their internal structures benefits and improve overall business
and unify systems of record to ensure all performance.
68 April 2023
“Teams will then be able to focus on that there will be other changes in the
operations, benefitting from the faster future. “Moving forwards, companies
delivery of products and services to market should address these challenges head-on,
without being held up by unnecessary process regularly reviewing their internal operations
and legal aspects. By establishing a cohesive and having clear measures in place,” says
and proactive RevOps strategy, organisations Bromley-Griffiths.
will be able to identify trends, areas of “By taking the technical steps more
improvement, and provide insight into data proactively, organisations can build up
flows to help accelerate revenue streams.” critical capabilities and maintain their
customers’ trust. In return, businesses
Looking towards the future will be better prepared for all outcomes
Now, businesses are in the midst of a new and enter the new frontier of contract
digital landscape and there’s no doubt management.”
KRIS OSWOLD,
VP OF UPS: ADVOC
OF SUPPLIER DIVER
Vice President of Global

Supplier Diversity at UPS,
Kris Oswold, on why supplier
diversity is the blueprint
of value creation
70 April 2023
SUPPLIER DIVERSITY
CATE
RSITY
72 April 2023
A
ccording to Kris Oswold, supplier diversity
is a business strategy that addresses
the systemic biases resulting in fewer
opportunities, limited access, and less
capital available to diverse business owners.
An executive with more than 33 years at UPS,
Oswold – Vice President of Global Supplier
Diversity – brings a wealth of experience to
the role.
“For a corporation like UPS, supplier
diversity means working to ensure third-
party spend goes to companies whose
owners reflect the diversity of the
population,” she says.
“The data is clear, and the experiences
are real. Without intentional efforts to
develop and include Black, Hispanic, Asian,
Native American, women, veteran, LGBTQ+,
and disabled-owned businesses, these
companies do not have equitable access to
contract opportunities with corporations.”
At UPS, contracts are awarded based on
who brings the best value. “Diverse-owned
businesses often just need the opportunity
to show what they can do to a procurement
group that’s open to new suppliers and
understands the business value of diversity,”
Oswold says.
The benefits that supplier diversity can
bring to businesses and commerce
Small and medium-sized businesses
SUPPLIER DIVERSITY
are critical to the health of commerce drive economic equity. Data shows that,
and economies. Oswold highlights the when a customer becomes aware of the
importance of understanding that “diverse supplier diversity, their perception of the
populations start more businesses than UPS brand and likelihood to purchase from
majority groups, and these businesses are UPS improves.
spread across all industries and located “Additionally,” she continues, “employees
throughout the US”. expect companies to address inequities,
“Buying from diverse businesses also with both current and potential employees
brings incredible value to companies. thinking more favourably of brands that are
At UPS, customers expect the company committed to supplier diversity.”
to value diversity and take actions that All of this is, of course, in addition to the
benefits of finding great new suppliers:
“Employees expect “Diverse companies are often more flexible,
companies to address innovative, and efficient – they just need the
opportunity to show what they can do.”
inequities, with both
current and potential How supplier diversity relates
employees thinking to ESG and sustainability
more favourably Oswold highlights that supplier diversity
of brands that are is an integral part of building long-

term success.
committed to supplier “Combatting forms of ignorance and hate
diversity” is part of what must be done to help ensure
employees, customers and suppliers have
the inclusive and equitable communities
KRIS OSWOLD
VICE PRESIDENT OF GLOBAL
they need to thrive.”
SUPPLIER DIVERSITY, UPS Today, driving ESG initiatives across
SUPPLIER DIVERSITY
UPS is more important than ever. “UPS is

committed to pursuing solutions to improve
the wellbeing of our people, customers,
communities, and other stakeholders.
“UPS understands the strong connections
between environmental and social
justice and is making steady progress to
build a more sustainable, resilient, and
inclusive world.”
The main barriers to supplier

diversity and their solutions
Oswold says that in order to overcome
barriers to achieving supplier diversity, the
first thing that’s required is “an increase in
awareness of its value in corporations, and
among diverse business owners.
“Data from market research firm,
Hootology,” she says, “reveals that awareness
of supplier diversity among US business
decision-makers hovers in single-digit
percentages.
“One of the core goals of the UPS supplier
diversity strategy is to raise awareness both
inside and outside the company. In addition,
only a small fraction of diverse businesses
obtain third-party diversity certifications.
Getting a certification that the business is at
least 51% owned, managed, and controlled
by diverse individuals is the first step to
leveraging supplier diversity as a channel to
grow the business.
“Second is internal to corporations within
the procurement staff and stakeholders,”
she says. “Much like the biases companies
have recognised and been addressing for
years regarding a lack of diversity in hiring and
promotions, similar biases exist in the supplier
selection process.
“It can feel safer to hire a company where
there is already familiarity and risky to
take a chance on a business only recently
discovered. Mitigating risks and getting people
76 April 2023
“Diversity, equity,
and inclusion efforts
must expand beyond
employees, and should
include suppliers and
customers as well”
KRIS OSWOLD
VICE PRESIDENT OF GLOBAL
SUPPLIER DIVERSITY, UPS
comfortable with change is an important part

of a supplier diversity strategy to help ensure
diverse businesses win contracts and are not
simply invited to bid in vain.”
The true value of supplier diversity
Oswold says that supplier diversity brings
“real, measurable business value, while
simultaneously broadening economic
inclusion”. Companies should approach
it as a business strategy with the focus,
resources, and accountability necessary to
achieve results.
“Diversity, equity, and inclusion efforts
must expand beyond employees, and
should include suppliers and customers as
well. With an authentic approach, if you care
about diversity and inequity anywhere, you
must care about it everywhere.”
Kris Oswold is Vice President of
Global Supplier diversity at UPS. Prior to
leading supplier diversity, Kris designed
and executed a variety of UPS business
processes across the globe, including
customer and technical support, billing,
accounts receivable, and human
resources operations.
Driving change through the large
organisation is where Kris excels, so being
tapped to lead a rejuvenation of supplier
diversity at UPS was a great fit.
WOMEN
Earlier this month Procurement Magazine

released its list of TOP 100 Women – here we
look back at who made the prestigious TOP 10
WRITTEN BY: KAYLEIGH SHOOTER
78 April 2023
TOP 10
Read on for
TOP 10, or
view the full
TOP 100 online
TOP 100
TOP 10
10
Amy
Jones
Chief Procurement Officer
Samsung Electronics
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Amy is currently the Chief Procurement

Officer at Samsung Electronics. The company
has been, from its inception in 1969, a
global leader in technology, since growing
into one of the world’s leading technology
companies and becoming recognised
as one of the top 10 global brands.
Amy has been the Chief Procurement Officer at

Samsung Electronics since July 2020. Prior to
commencing her journey there, Jones spent just
shy of six-and-a-half years at Tata Communications,
a leading digital ecosystems enabler with over 300
Fortune 500 clients. She joined Tata as Assistant
Procurement Manager, before being promoted to
Director of Procurement less than two years later.
80 April 2023
TOP 10
9
Severine
Thery
Chief Procurement Officer, Direct Sourcing
L'Oréal
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Severine has over 20 years in procurement Thery also has a degree in Chemical Engineering,
and is a specialist in direct sourcing awarded by HEI - Advanced Engineering Studies.
(raw material, packaging, contract-
Severine possesses a unique skill set that is required
manufacturing), particularly focused on
satisfying stakeholders' needs while being for success in her specialist field, including transversal,
self-motivated and results-driven. systems-wide thinking and the ability to engage
across the entire value chain along with all functional
Severine currently holds the title of Chief disciplines – including R&D, Manufacturing/
Procurement Officer Direct Sourcing at the Supply Chain, Brand Marketing, and Finance.
international beauty giant L'Oréal.
Severine has commented that the key to her
She has been with the company since 2000, success is being able to interface efficiently with
joining as Packaging Buyer - France, Mass Market suppliers and departments across the organisation
Division, before climbing the ranks to numerous to develop and implement new ideas in a
positions such as VP of Direct Sourcing - Americas, collaborative mindset. During her extensive career
Packaging Buyer - Europe, Luxury Division, Head of at the beauty company, Severine has acquired many
Raw Material Sourcing - Americas, and others. skills: strategic sourcing, market analysis, supplier
relationship management, risk management (risk
While working at L'Oréal, Thery studied at and
anticipation and crisis management), stakeholder
graduated from the MIT Sloan School of Management
engagement, benchmarking, cost optimisation,
with a Master in Business Excellence. On top of this,
cross-functional team building, and much more.
TOP 10
8
Florence
Tinsley-Roy
Global Chief Procurement Officer
PwC
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Florence is a proven expert in the and marketing, as well as co-leading the supply chain
transformation of procurement teams workstream for the company's net-zero programme.
and developing global strategies
Prior to joining PwC back in 2018, Florence spent over
alongside change management, with
experience of offshoring, outsourcing, six years at the consulting giant EY, holding two titles;
negotiations, and vendor management. Director Global Procurement - Technology and External
Content Categories and Director Global Procurement -
She is currently working as the Global Chief Procurement Products & Services Category & Process & Tools Leader.
Officer at PwC, an international professional services
Her role as Director Global Procurement - Products &
firm employing over 327,000 people in 152 countries.
Services Category and Process & Tools Leader included
Florence has held the position of Global Chief leading a global procurement team of 150 professionals
Procurement Officer since June 2022, after joining as and being responsible for the management of a
Global Technology Procurement Leader in 2018 and later US$2bn spend portfolio of indirect spend categories.
being promoted to Global Procurement Leader in 2021.
Her previous procurement experiences include Barclays,
In her challenging role as Global Procurement Leader, AstraZeneca, and Fujitsu. Through these experiences,
Tinsley-Roy is responsible for leading the global she has acquired skills such as procurement
procurement team that negotiates global agreements transformation, thought leadership, strategic sourcing,
for the benefit of the PwC network firms, operating category strategy, cost management, and more.
in the areas of technology, data/knowledge, travel,
82 April 2023
TOP 10
7
Natasha
Gurevich
Nike
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Natasha is the Chief Procurement Officer McKesson; Global Strategy Leader, Corporate
at the global sportswear company Nike, and Professional Services at IBM; and Director,
starting with the company in March 2021. Global Procurement at PayPal, among others.
Prior to Nike, Natasha spent just over three years Gurevich has over 18 years of procurement
at Salesforce, working as Vice President Global experience, starting her career as Manager,
Procurement. This role entailed strategising and Strategic Sourcing at Visa back in 2005, before
implementing an approach to spend assessment; climbing the ranks to many high-level roles.
and driving team collaboration within Global
She has a consistent track record of delivering
Procurement, Shared Services, Legal, and Finance to
significant cost reductions and continuous
elevate the level of services provided by Sourcing,
improvement initiatives, on top of success
outsourcing 80% of transactional activities and
in deploying processes and procedures to
80% of contract administration volume.
streamline corporate operations, increase
During the pandemic, Gurevich created a efficiency, and enhance profit performance.
collaborative, supportive environment that brought
On top of her day job, Natasha is a Wish Granter
the team closer through virtual Happy Hours,
for the Make a Wish Foundation, describing it as “a
Digital Detox Days, and mandatory time off.
privilege to put a smile on the face of a child with a
Her other procurement experiences include: life-threatening illness by fulfilling their wishes".
Senior Director, Enterprise Sourcing at
TOP 10
6
Sapna
Alva Tariyal
Chief Procurement Officer, Asia Pacific
Capgemini
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Sapna has over 24 years of experience Tariyal has numerous University degrees: a Diploma
in sourcing, vendor governance, and in Materials’ Management, Logistics, Materials, and
supplier management. She is currently Supply Chain Management, a Bachelor of Law, LLB
working as Chief Procurement Officer, General, and a BA (Economics & Commerce).
Asia Pacific at Capgemini, the consulting
giant specialising in industries such as A people-management professional who believes
insurance, energy, automotive, and more. in having the right attitude, Sapna embraces
learning opportunities that have helped her on her
Prior to joining Capgemini, Sapna held numerous professional journey from the office to the army.
procurement positions including SVP, Head of
Before commencing her corporate procurement
Sourcing at Societe Generale Global Solution Centre;
career, Sapna spent over six years as a Captain
Director Procurement at Fidelity Investments,
– a multi-faceted role – in the Indian Army,
Assistant Manager Purchase at Aricent, and more.
responsible for formulating budgets for the timely
Her role as Senior Manager Procurement at Fidelity procurement of inventory, developing long-term
Investments involved developing procurement partnerships with suppliers, ensuring on-time
strategies across the IT and travel categories for payments for long-term relationships, and more.
India, managing the Governance of the extensive
When thinking back on her career in the
Vendor Management Program across various
Army, Tariyal says: “I followed my dream”.
business units within the organisation, and
supporting end-to-end of all IT procurement.
84 April 2023
TOP 10
5
Alexandra (Massa)
Lopez
Cisco
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Alexandra is currently working as the On top of her day job at Cisco, Alexandra is a Board
SVP and Chief Procurement Officer at Member (previously President) at YWCA Silicon
the technology giant Cisco, a company Valley, a non-profit organisation that is dedicated
that operates in many areas including to eliminating racism, empowering women, and
business, education, and philanthropy. promoting peace, justice, freedom, and dignity for all.
With the company for over 12 years, she joined as She has also been a Board Member at Maui
Vice President, Global Business Services, before being Diagnostic Imaging for over five years and
promoted to Chief Procurement Officer and VP Global graduated from the University of California, LA,
Procurement Services nine years later. She was then furthering her professional development.
ultimately promoted to her current position in 2020.
Alexandra's peers describe her as a
With over 30 years of experience in procurement, she
‘fantastically talented person’, with ‘excellent
is a great fit for Cisco’s ever-expanding business.
financial skills and attention to detail’.
Lopez's procurement career commenced back in 1992
The specific skills she acquired through her
when she joined the logistics giant DHL Express as Manager
career include outsourcing, procurement, supply
Marketing Planning. She moved on to General Manager,
chain management, change management,
Managed Services at Hewlett Packard, then Director Global
strategic sourcing, analysis, and more.
Supply Chain Services at Hewlett Packard, and, finally, VP
and CFO, Procurement & Supply at Kaiser Permanente.
TOP 10
4
Christina
Lascaris
Global Procurement Director
PepsiCo
4
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Christina is a seasoned procurement driving competitive advantage through productivity,

expert with extensive experience across innovation, and sustainability programmes.
a wide range of roles and in various
With this role comes high levels of responsibility,
market segments. She is currently working
as the Global Procurement Director but Lascaris is well experienced, having held titles
Ingredients and Seasonings at PepsiCo. such as Europe Indirect Purchasing Manager at
Plastic Omnium and Packaging & Raw Materials
She has been with the company since 2012, when she Purchasing Manager at Roche, among others.
joined as Global Procurement Director Western Europe
She has experience in the transformation of indirect
- Indirect Procurement, before climbing the ranks
organisations through stepping up procurement
to numerous positions, such as Global Procurement
productivity, developing sourcing strategies and
Director - Manufacturing Services & Supplies, and Energy
capabilities, and implementing P2P processes,
and Global Procurement Director - Indirect Services.
with a proven background in due diligence, change
In her current role at the beverage giant, Christina is management, and process optimisations.
responsible for leading seasonings and ingredients
Through her various experiences, Christina has acquired
procurement across Europe, developing and ensuring
specific skills such as procurement, outsourcing,
the execution of a strategy that supports PepsiCo’s
change management, purchasing, and more. These
global nutritional/functional food strategy while
complement her University degrees: a master’s in
partnering with R&D for affordable innovation in
Biology, Biochemistry, Environment & Ecotoxicology.
the areas of 'healthy' Ingredients & seasonings and
86 April 2023
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88 April 2023
TOP 10
3
Rhonda
England
Global Chief Procurement Officer
Deloitte
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Rhonda, who has over 30 years of Cox School of Business and a Bachelor of Science
procurement experience, currently in retail from Indiana University Bloomington.
works as the Global Chief Procurement
Her procurement peers describe her as an
Officer at Deloitte, one of the biggest
consultants in the world. She has held ‘incredibly talented individual’ with ‘tremendous
this position since January 2020. knowledge of the retail industry’ and a ‘deep
level of commitment to any task she takes’.
Prior to joining the management consulting giant,
Through her extensive retail and procurement
Rhonda spent over 12 years at large-scale retail
experiences, Rhonda has acquired many skills
company JCPenney where she joined as Senior Buyer
such as merchandise planning, private label
back in 2007 before climbing the ranks to positions
retail buying, assortment, and more. These
such as Divisional Vice President, ecommerce and Vice
skills have been heavily endorsed by her retail
President, Corporate Initiatives and Consumer Insights.
colleagues, including those at JCPenney.
Her career commenced back in 1991, when
England has a strong, proven track record of delivering
she joined Famous Barr Department Store
success across procurement, especially in retail.
as a Buyer, after which she went on to work
for many different retail companies.
On top of her practical work experience, England

boasts two University degrees: a Graduate certificate
in Finance from Southern Methodist University -
TOP 10
90 April 2023
TOP 10
2
Patricia “I’m a deep believer in forging
diverse partnerships”
Stroup
Nestlé
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For over 15 years, Patricia has helped industry as a whole. Her and her team's work have
lead the sourcing of diverse ingredients brought together priorities on social responsibility,
and materials for the world's largest food sustainability impact, business results, and
and beverage company – Nestlé. She building long-term partnerships. Through this,
has been with the company since 2006, it’s clear to see Patricia’s belief in forging diverse
when she joined as Group Manager before partnerships with a team of international experts.
climbing the ranks to numerous high-
level positions such as Assistant Vice On top of her extensive experience at the largest food
President, Global Vice President and and beverage manufacturer in the world, Patricia also
Head of Commodities before her current boasts two University degrees: a bachelor's degree in
position of Chief Procurement Officer. Communications and Public Relations from Virginia
Tech and a Master of Business Administration - MBA,
Stroup has held the role of Chief Procurement
Business Administration and Management, Economics
Officer (CPO) twice at Nestlé, first in 2015 and then
from the Purdue University Daniel’s School of Business.
again from 2020 onwards, following three years as
Global Vice President and Head of Commodities. When Patricia is not navigating the complexities
Before joining Nestlé, Stroup spent nine years as of procurement, she can be found catching
a Director at Hilmar Cheese Company, Inc. up on the latest Freakonomics episode or
enjoying the surrounding Swiss landscapes.
In her current role, she is partially responsible for
transforming the sourcing of key commodities,
not only for Nestlé, but for the global food
THE TOP 100
WOMEN IN
PROCUREMENT
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Digital Content for Digital People

TOP 10
TOP 10
1
Jennifer DID YOU KNOW:
The original name of
Moceri Google was Backrub.

Google
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Jennifer is a global executive and change model, built global capabilities, and introduced
agent with extensive, proven experience a new level of transparency that was critical to
in the consumer, automotive, and food gaining trust, enabling significant cost savings,
ingredients industries. She is recognised and raising the profile of procurement as a valued
as a highly accountable and resilient partner in the long-term business strategy.
leader, achieving results by "building
collaborative relationships with a relentless Prior to Tate & Lyle, Jennifer spent the first half of her
focus on continuous improvement to career in the automotive industry – much of it with Lear
drive step-changes in productivity". Corporation – where she quickly advanced through the
procurement and supply chain function, holding various
Her passion is around organisational transformation, global leadership positions of increasing responsibility.
including building talent and capabilities to enable Through this time, she built a solid foundation of
growth, improve profitability, and increase value advanced procurement practices, innovative supplier
to customers. After her successful role of Chief partnerships, lean mentality, and a global perspective.
Procurement Officer at Diageo, Jennifer joined
Google as their VP, Global Procurement & CPO. Jennifer has received numerous recognitions for
her hard work, being named on the Procurement
Before joining Google, Jennifer held numerous positions Power List UK & Europe as "One to Watch" in
at Diageo, Tate & Lyle, Lear Corporation, and more. 2018 and landing a place in the top 30 of the
Procurement Power List UK & Europe in 2019.
Her role at Tate & Lyle as SVP Chief Procurement
Officer included delivering a global procurement
transformation where she developed a new operating
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“MHI RECENTLY CONDUCTED A

Q. HOW SHOULD PROCUREMENT

“By 2025, we want

“There's an awful lot

“We’ve made great “The expectation is that, over the next

“USING MULTIPLE DATA

“WE'VE GOT ANALYTICS

“Moving forwards, companies should address

“Organisations need to be far more