PSC LIVE Dubai: Procurement & Supply Chains Strategies Panel
When it comes to navigating disruption, procurement leaders must balance resilience, adaptability and intelligence.
That was the recurring message at Procurement & Supply Chain LIVE Dubai during the Procurement & Supply Chain Strategies panel.
During the discussion, three industry voices explored how procurement and supply chain strategies are being reshaped to tackle global challenges.
Panellists included:
- Ata Elyas, Head of Procurement at SAB
- Dr Ahmed Sedky, Senior Vice President ‑ Procurement at Al Ghurair
- Tatjana Ozgoren, Senior Director Strategy & Transformation – Digital Procurement at PepsiCo
Together, they outlined the key trends influencing global procurement in 2025, discussed regional adaptations and shared practical ways organisations are building more resilient supply chains.
Uncertainty demands strategic agility
Kicking off the panel, Attar Elias addressed the growing uncertainty in global trade.
“It’s not the first time we face disruption,” he said, recalling the lessons of COVID.
Ata highlighted the importance of supplier mapping, local content programmes and market intelligence tools in helping organisations mitigate risk.
“It’s very important to know who your tier one, tier two and tier three suppliers are,” he added.
Ahmed followed by identifying three pillars that shape strong procurement strategies today: resilience, intelligence and adaptability.
“Competition is no longer between companies but between supply chains,” he said.
To stay competitive, strategies must “cater to long-term goals while executing short-term needs,” he explained, adding that they should also embrace digital tools that improve interaction across the value chain.
Tatjana contextualised these shifts with a 20-year reflection.
“Procurement has evolved through three phases - pre-COVID, COVID, and post-COVID,” she noted.
The current phase, she argued, centres on agility and technology integration, noting that “advanced analytics and digital tools are paramount across our supply chains."
Regional adaptation requires contextual intelligence
Responding to a question on how strategies can be made fit for different regions, Ahmed explained that “true strategic strength lies in contextual intelligence.”
From regulations and economic factors to culture and tech maturity, strategies must be localised. “You need to decentralise and empower local teams,” he noted.
Tatjana elaborated on how technology is helping meet regional demands.
“Technologies have emerged across all streams in procurement, especially in supplier risk,” she said.
These solutions are enhancing visibility into both internal and external disruptions. She emphasised the value of understanding not just tier one, but also tier two and tier three suppliers to enable effective risk mitigation.
Ata reinforced the importance of synergy with national visions, such as Saudi Arabia’s Vision 2030.
“You cannot go in a different direction from your country,” he said.
Strategies must also align with regional customer expectations, workforce capabilities and ESG priorities, which vary significantly by geography.
Making supply chains resilient through technology and mindset
When asked how to strengthen supply chains, each panellist offered tangible strategies. Tatjana championed a dual approach.
“Short-term wins with minimal investment must be balanced with a long-term vision for future-ready procurement,” she said.
The key is a roadmap that enables both cost-saving and innovation.
Ahmed broke the process into four stages – anticipation, absorption, adaptation and transformation.
“You need to be ready to absorb impact and evolve,” he explained.
He called for real-time analysis supported by AI and big data, and emphasised cultural readiness: “You must build the right mindset for change.”
Ata focused on proactive supplier management. His approach includes prequalification assessments, business continuity plans with tested backups and regular performance evaluations.
“You don’t wait until something happens,” he said. “You test your suppliers in advance.”
On making change a friend rather than a foe, all panellists agreed: it starts with a mindset.
“Change is the only constant,” said Tatjana. “You need to be comfortable with discomfort.” Ahmed added that leadership style plays a crucial role: “If you remain static, you’ll be in big trouble.”
Choosing the right technology partner is make or break
Wrapping up the panel, the discussion turned to technology partners.
“It’s a make-or-break decision,” said Tatjana. She urged firms to find partners who grow with them and align culturally as well as technologically.
Ata added that more than 60% of technologies fail due to poor adoption.
“Not all ROI is quantitative – some is qualitative,” he said, stressing the need for tailored assessments that fit each organisation’s strategic roadmap.
Ahmed closed the session by emphasising that technology is no longer a luxury – it’s essential.
“Working without it may have worked before, but it won’t work now,” he said.
A technology partner should be “a value creator” that offers end-to-end flexibility to evolve with the business.
The panel concluded with thanks from the host and a reminder of just how fast change is accelerating across procurement.
From resilience to regional strategy, from digital tools to cultural transformation, the session made clear that successful procurement strategies in 2025 must be as dynamic as the world they operate in.
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