May 17, 2020

Institute for Supply Management unveils its 30 under 30 Rising Supply Chain Stars

Supply Chain Management
Supply Chain
Institute for Supply Management
Dale Benton
3 min
The Institute for Supply Management (ISM) has unveiled its 30 Under 30 Rising Supply Chain Stars.
The Institute for Supply Management (ISM) has unveiled its 30 Under 30 Rising Supply Chain Stars.

The listing, now in its fifth year, shines a spotligh...

The Institute for Supply Management (ISM) has unveiled its 30 Under 30 Rising Supply Chain Stars.

The listing, now in its fifth year, shines a spotlight on supply chain professionals who are 30 or younger that demonstrate leadership, innovation, collaboration and other outstanding attributes at work and through their professional associations.

Sponsored by Proxima, ISM looks to bridge the talent gap in procurement and supply management and hopes that the list will provide role models to the supply chain professionals of the future.


"The accomplishments and talents of this group are remarkable," said Tom Derry, CEO of ISM. "They stand out for their entrepreneurial spirit, strategic innovations, digital problem-solving, and abilities to drive and showcase value enterprise-wide. These next-generation leaders are providing their organizations with a powerful competitive advantage on the worldwide stage."

"The latest 30 Under 30 winners exemplify the new generation of supply chain leadership," said Derry. "They demonstrate daily what impactful, high-performers can achieve in this profession."

Look out for an exclusive interview with Tom Derry and Institute for Supply Management (ISM) Supply Chain Digital.

The full list of the ISM 30 Under 30 winners include:

  • Alfredo I. Ramirez, principal supply chain subcontracts specialist, Northrop Grumman Corporation (San Diego).

  • Amanda Kachinsky, strategic sourcing manager, procurement, bluebird bio (Cambridge, Massachusetts).

  • Angela Monzo, commodity manager, U.S. Steel Corporation (Pittsburgh).

  • Brittney Manzagol, category activation manager, Danone North America (Denver).

  • Brooks Williamson, area logistics coordinator, Shell Corporation (New Orleans).

  • Charlotte Delepine, CCWP, senior manager, procurement for mergers, acquisitions and divestitures, GlaxoSmithKline (London).

  • Daniela Osio, global risk management leader, DuPont (Wilmington, Delaware).

  • Elizabeth Skipor, consultant, Source One Management Services (Chicago).

  • Eric Burlingame, logistics engineering manager, The Volvo Group (Macungie, Pennsylvania).

  • Eric Solomon, senior manager global logistics, logistics services, Starbucks (Seattle).

  • Fan Yang, CPSM, contracting officer and team lead, U.S. Postal Service (Washington, D.C.).

  • Grace Gunner, CPSM, senior sourcing consultant, MetLife (Cary, North Carolina).

  • Greg Warnert, logistics strategy lead, Shell Corporation (New Orleans).

  • Jasdeep Sandhu, global category leader, digital and tech innovation, GlaxoSmithKline (London).

  • Jennifer Gee, manager, global supply chain, Northrop Grumman Corporation (San Diego).

  • Jennifer Lada, director, R&D procurement, clinical research organizations, GlaxoSmithKline (Research Triangle Park, North Carolina).

  • Jonathan Moss, subcontracts administrator, Northrop Grumman Corporation (Ogden, Utah).

  • Josh Tafoya, manager, indirect supply chain, IT, The Boeing Company (Mesa, Arizona).

  • Justin Franklin, CPIM, senior manager, North America international logistics, Baker Hughes, a GE Company (Houston).

  • Kaitlyn Krigbaum, strategic sourcing and communications consultant, Source One Management Services (Chicago).

  • Kevin Wolcott, supply chain manager, Shell Corporation (Pittsburgh).

  • Marana Matrozza, commodity manager, U.S. Steel Corporation (Pittsburgh).

  • Pitipon Rodruan, procurement agent, The Boeing Company (Mesa, Arizona).

  • Queezarwoe Pella Borh, procurement leadership development professional, Johnson & Johnson (St. Paul, Minnesota).

  • Rosalyn Nye, CPSM, category manager, U.S. Steel Corporation (Pittsburgh).

  • Ryan Holcomb, analytics manager, A.T. Kearney (Chicago).

  • Sara Kim, associate director, supply chain proposal strategy and operations, Leidos (Reston, Virginia).

  • Sarah Chrobak, PMP, complex leader — Kansas City insulation plant, Owens Corning (Kansas City, Missouri).

  • Scott Rownd, manager, ingredient category management, The Hershey Company (Hershey, Pennsylvania).

  • Taryn Smith, senior buyer, Anthem, Inc. (Indianapolis).




Share article

Jun 10, 2021

Will Public Procurement Budgets Increase in 2021?

3 min
Often overlooked, government procurement professionals will play a critical role in helping communities, and local businesses recover from the pandemic

Procurement is more than just a private enterprise. COVID-19 reminded us that sourcing materials is an essential part of the government’s role. Throughout 2022, tiny departments sourced massive amounts of personal protective equipment (PPE), medical supplies, and emergency vaccines and testing kits. Even non-procurement professionals were pulled into the fray, as frantic timelines demanded nothing less. 

According to Celeste Frye, co-founder and CEO of Public Works Partners, the crisis brought procurement to the attention of skilled employees who had never considered it. As non-procurement personnel stepped up to help their coworkers, many found that they’d stumbled upon a critical and rewarding job. “Existing public employees have seen the essential nature of the work”, Frye said. “[They’ve] gained some critical skills and possibly [grown] interested in pursuing procurement as a longer-term career”. 

Small, Local Suppliers Take Charge

Frye, whose firm helps organisations engage stakeholders and develop long-term procurement strategies, thinks it well worth the effort to open one’s mind to new opportunities. Cooperative contracts, for instance, can help public departments and municipalities save money, time, and effort. By joining together with other towns or cities in the region, public procurement teams aggregate their purchasing power and can drive better deals. 

These cooperative contracts have the added benefit of advancing equity. Smaller suppliers that struggle to compete with established firms for government contracts can act as subcontractors, helping big suppliers fulfil bits of the project. Once they get their foot in the door, small, local, and disadvantaged suppliers can then leverage that government relationship to take on additional projects. 

Especially as governments start to pay attention to procurement resilience, public procurement departments must expand their requests for proposals (RFPs) to take into account innovative solutions and diverse suppliers. According to Frye, Public Works Partners—a certified female-owned firm—has benefitted from local and state requirements that specify diversity. 

Post-Pandemic Funding Swells Procurement Budgets 

And the pandemic won’t be the end of it. City governments need to build sustainable energy infrastructure such as solar panels, charging stations, and recycling plants, ensure that masks and medicines are never in short supply, and source new technologies to keep up with cloud and cybersecurity concerns. 

Public procurement budgets will likely increase to match demand. As Peter Ware, Partner and Head of Government at Browne Jacobson, explained, “in a non-pandemic world, the [U.K.] government spends on average around £290 billion on outsourced services, goods, and works...anywhere between 10% and 14% of Gross Domestic Product (GDP). Post-pandemic, city procurement will only increase as national governments provide local divisions with emergency funding.
And in truth, government employees might jump at the opportunity. Frye noted that public procurement could give immediate feedback on new programmes: “[Procurement] is where new laws and policies ‘hit the road’ and are implemented”, she said. “Professionals in these fields get the satisfaction of creating real change and seeing quantifiable outcomes of their work”.

Share article