Jun 4, 2021

The Ultimate Procurement & Supply Chain LIVE Event

3 min
A one-of-a-kind live event featuring experts analysts and senior industry executives in procurement and supply chain, coming September 2021

After hearing from our global audience, BizClik Media thought it time to bring some of our brilliant magazines to life. Over the course of three days, from September 28th-30th, 2021, our virtual Procurement & Supply Chain Live event will be packed with lively roundtables, fireside discussions, and keynote presentations. 

In addition to strategic leadership, Procurement & Supply Chain 2021 is an excellent opportunity to network with international thought leaders. With speakers including Robert Copeland, CPO at G4S, Nick Jenkinson, CPO at Santander, Mark Bromley, Director at Mastercard and Javette Hines, Director and Head of Supply Chain Development, Inclusion, and Sustainability at Citi, you can’t help but gain insight into the industry’s most pressing issues. 

The event will include:

  • Keynote addresses from respected industry leaders
  • Dynamic live roundtables (inc. Q&A)
  • Fireside discussions
  • Inspirational Speakers & Presentations
  • Extensive networking opportunities

Meet the Speakers

Each week, from now until the event, Supply Chain Digital will be announcing four new names who will be gracing our physical or virtual stage, prepared to share their knowledge and insight with attendees. 

Here’s the first batch. 

Robert Copeland

Global Procurement & Supply Chain Director (CPO) at G4S PLC, Robert Copeland, is a cost transformation professional with a track record of solving inefficiencies in procurement. During his time at G4S, he managed procurement across Europe and the Middle East, including £1bn of third-party spend across 20,000 suppliers and 25 countries. Currently, he controls £1.8bn across 40,000 suppliers and 80 countries to deliver outstanding value and operational efficiency. 

Nick Jenkinson

Recognised with CIPS’ Excellence in Procurement Awards 2020, Procurement Leaders 2020 World Procurement Awards, and 2019 CIPS’ Supply Management Awards, Nick Jenkinson is now the Chief Procurement Officer at Santander UK. A results-driven and highly dynamic leader, Jenkinson has accelerated efficiency, commercial excellence, and innovation at ARYZTA, Astellas Pharma, Verto Solutions, and Santander. Said colleague David Naccarato: “Nick’s energy and dedication are boundless”. 

Mark Bromley

As the Director for Mastercard Products & Services, [Innovation and R&D] Labs, and Cyber Intelligence, Mark Bromley has led strategic sourcing throughout Europe, the Middle East, Africa, Asia-Pacific, and the US. With more than 15 years of experience in procurement, he recently designed a new process that allowed Mastercard to cut its time on-boarding fintech startups from 2 months to 2 weeks. In addition, he leads the company’s Supplier Diversity Agenda in EMEA. From Elvin Tan, Strategic Sourcing: “Mark is truly a best-in-class procurement professional!” 

Javette Hines

Director and Head of Supply Chain Development, Inclusion, and Sustainability at Citi, Javette Hines, has expanded Citi’s global supplier selection process to include diverse firms. With 20+ years of experience in supply chain, Hines has led recruiting at Historically Black Colleges and Universities (HBCUs), increased supply chain opportunities for women in developing countries and worked to align Citi’s supply chain with the UN’s Sustainable Development Goals (SDGs). 

In addition to her impressive corporate leadership accolades, Hines serves on the Women’s Leadership Board of Harvard Kennedy School’s Public Policy Programme and belongs to the New York City Bar Association. Overall, she remains a master of social and corporate responsibility. 

Join us to hear industry-leading insights from the listed speakers, and many more, as we discuss the future of procurement and supply chain in an increasingly digital world. To buy tickets, head over to our Event Page


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Jun 11, 2021

NTT DATA Services, Remodelling Supply Chains for Resilience

6 min
Joey Dean, Managing Director of healthcare consulting at NTT DATA Services, shares remodelling strategies for more resilient supply chains

Joey Dean, the man with the coolest name ever and Managing Director in the healthcare consulting practice for NTT DATA and is focused on delivering workplace transformation and enabling the future workforce for healthcare providers. Dean also leads client innovation programs to enhance service delivery and business outcomes for clients.

The pandemic has shifted priorities and created opportunities to do things differently, and companies are now looking to build more resilient supply chains, none needed more urgently than those within the healthcare system. Dean shares with us how he feels they can get there.

A Multi-Vendor Sourcing Approach

“Healthcare systems cannot afford delays in the supply chain when there are lives at stake. Healthcare procurement teams are looking at multi-vendor sourcing strategies, stockpiling more inventory, and ways to use data and AI to have a predictive view into the future and drive greater efficiency.

“The priority should be to shore up procurement channels and re-evaluate inventory management norms, i.e. stockpiling for assurance. Health systems should take the opportunity to renegotiate with their current vendors and broaden the supplier channel. Through those efforts, work with suppliers that have greater geographic diversity and transparency around manufacturing data, process, and continuity plans,” says Dean.

But here ensues the never-ending battle of domestic vs global supply chains. As I see it, domestic sourcing limits the high-risk exposure related to offshore sourcing— Canada’s issue with importing the vaccine is a good example of that. So, of course, I had to ask, for lifesaving products, is building domestic capabilities an option that is being considered?

“Domestic supply chains are sparse or have a high dependence on overseas centres for parts and raw materials. There are measures being discussed from a legislative perspective to drive more domestic sourcing, and there will need to be a concerted effort by Western countries through a mix of investments and financial incentives,” Dean explains.

Wielding Big Tech for Better Outcomes

So, that’s a long way off. In the meantime, leveraging technology is another way to mitigate the risks that lie within global supply chains while decreasing costs and improving quality. Dean expands on the potential of blockchain and AI in the industry

“Blockchain is particularly interesting in creating more transparency and visibility across all supply chain activities. Organisations can create a decentralised record of all transactions to track assets from production to delivery or use by end-user. This increased supply chain transparency provides more visibility to both buyers and suppliers to resolve disputes and build more trusting relationships. Another benefit is that the validation of data is more efficient to prioritise time on the delivery of goods and services to reduce cost and improve quality. 

“Artificial Intelligence and Machine Learning (AI/ML) is another area where there’s incredible value in processing massive amounts of data to aggregate and normalise the data to produce proactive recommendations on actions to improve the speed and cost-efficiency of the supply chain.”

Evolving Procurement Models 

From asking more of suppliers to beefing up stocks, Dean believes procurement models should be remodelled to favour resilience, mitigate risk and ensure the needs of the customer are kept in view. 

“The bottom line is that healthcare systems are expecting more from their suppliers. While transactional approaches focused solely on price and transactions have been the norm, collaborative relationships, where the buyer and supplier establish mutual objectives and outcomes, drives a trusting and transparent relationship. Healthcare systems are also looking to multi-vendor strategies to mitigate risk, so it is imperative for suppliers to stand out and embrace evolving procurement models.

“Healthcare systems are looking at partners that can establish domestic centres for supplies to mitigate the risks of having ‘all of their eggs’ in overseas locations. Suppliers should look to perform a strategic evaluation review that includes a distribution network analysis and distribution footprint review to understand cost, service, flexibility, and risks. Included in that strategy should be a “voice of the customer” assessment to understand current pain points and needs of customers.”

“Healthcare supply chain leaders are re-evaluating the Just In Time (JIT) model with supplies delivered on a regular basis. The approach does not require an investment in infrastructure but leaves organisations open to risk of disruption. Having domestic centres and warehousing from suppliers gives healthcare systems the ability to have inventory on hand without having to invest in their own infrastructure. Also, in the spirit of transparency, having predictive views into inventory levels can help enable better decision making from both sides.”

But, again, I had to ask, what about the risks and associated costs that come with higher inventory levels, such as expired product if there isn’t fast enough turnover, tying up cash flow, warehousing and inventory management costs?

“In the current supply chain environment, it is advisable for buyers to carry an in-house inventory on a just-in-time basis, while suppliers take a just-in-case approach, preserving capacity for surges, retaining safety stock, and building rapid replenishment channels for restock. But the risk of expired product is very real. This could be curbed with better data intelligence and improved technology that could forecast surges and predictively automate future supply needs. In this way, ordering would be more data-driven and rationalised to align with anticipated surges. Further adoption of data and intelligence and will be crucial for modernised buying in the new normal.

The Challenges

These are tough tasks, so I asked Dean to speak to some of the challenges. Luckily, he’s a patient guy with a lot to say.

On managing stakeholders and ensuring alignment on priorities and objectives, Dean says, “In order for managing stakeholders to stay aligned on priorities, they’ll need more transparency and collaborative win-win business relationships in which both healthcare systems and medical device manufacturers are equally committed to each other’s success. On the healthcare side, they need to understand where parts and products are manufactured to perform more predictive data and analytics for forecasting and planning efforts. And the manufacturers should offer more data transparency which will result in better planning and forecasting to navigate the ebbs and flows and enable better decision-making by healthcare systems.

Due to the sensitive nature of the information being requested, the effort to increase visibility is typically met with a lot of reluctance and push back. Dean essentially puts the onus back on suppliers to get with the times. “Traditionally, the relationships between buyers and suppliers are transactional, based only on the transaction between the two parties: what is the supplier providing, at what cost, and for what length of time. The relationship begins and ends there. The tide is shifting, and buyers expect more from their suppliers, especially given what the pandemic exposed around the fragility of the supply chain. The suppliers that get ahead of this will not only reap the benefits of improved relationships, but they will be able to take action on insights derived from greater visibility to manage risks more effectively.”

He offers a final tip. “A first step in enabling a supply chain data exchange is to make sure partners and buyers are aware of the conditions throughout the supply chain based on real-time data to enable predictive views into delays and disruptions. With well understand data sets, both parties can respond more effectively and work together when disruptions occur.”

As for where supply chain is heading, Dean says, “Moving forward, we’ll continue to see a shift toward Robotic Process Automation (RPA), Artificial Intelligence (AI), and advanced analytics to optimise the supply chain. The pandemic, as it has done in many other industries, will accelerate the move to digital, with the benefits of improving efficiency, visibility, and error rate. AI can consume enormous amounts of data to drive real-time pattern detection and mitigate risk from global disruptive events.”


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