Smarter Sourcing

Jason Moulding, Chief Supply Chain Officer at MultiCare Health System, has spent 25 years building toward a supply chain function that leads M&A integrations, runs enterprise performance analytics, and holds its position at the executive table through leadership transitions. He walks through the strategic planning model he's been running since 2017 and how 3 iterations of a 5-year plan gave Multicare's supply chain the credibility and continuity to expand well beyond traditional cost and purchasing functions.Jason also gets into the operational side of resiliency, including a dedicated vertical staffed with FTEs running continuous environmental scans across distribution and first-tier manufacturers, a BI platform layered on top to compress response time, and a provider-to-provider SKU-sharing agreement he executed with a peer health system during the neurosponge shortage rather than competing for supply. His frame on the AI decision is the make-vs-buy question is live right now, and the organizations that answer it well will be the ones that already did the data infrastructure work.  Topics discussed:Building CEO and executive relationships through formal strategic planning, scorecard reviews, and a year-in-review process Multicare's four-pillar strategic framework: people, process, performance, partnership People development as a strategic differentiator, like number of internal promotions, support for certifications, degrees, & fellowshipsBuilding a analytics and business intelligence platform and expanding to lead enterprise performance analytics for the full organizationMake-vs-buy decision point for AI agents, and how vendor partner selection ties to existing data governance and AI infrastructureBuilding a dedicated resiliency vertical with FTE staffing and continuous environmental scanning across distribution & first-tier manufacturingProvider-to-provider SKU sharing during a shortage as an alternative to competing for supply allocationReframing resiliency investment around total cost of value rather than unit price Governance over pharmacy and clinical spend without formal authority through structured quarterly partnerships 

Yisa Wong, VP of Strategic Sourcing at Fossil Group, has spent over 20 years building sourcing operations across fashion and accessories, with stops at Liz Claiborne, Gap, Coach, and now Fossil Group, where she's based in Hong Kong managing APAC sourcing and procurement. She talks through how she thinks about supplier relationships, supply chain risk, and what it actually takes to build a sourcing function that holds up when things go sideways.Yisa also covers what a single-source failure taught her team about vendor base design, how she thinks about the difference between KPI measurement and relationship equity, and why product development experience makes her a sharper sourcing leader. Topics discussed:Moving from single-source dependency to a qualified backup vendor strategyBuilding 10 to 14 KPI supplier scorecards across operations, costing, and R&DWhy supplier relationships create value that performance metrics can't captureUnderstanding manufacturing processes as a core competency for sourcing leadersCross-functional stakeholder alignment between sourcing, product development, and supply planningManaging global time zones and cultural differences in APAC supplier networksChina-plus-one and supply diversification strategy in the face of tariff volatilityUsing data fluency to find cost efficiency and create value for the businessAI's potential in contract management and procurement efficiency, and where the guardrails need to be set 

Teresa Dail, Chief Supply Chain Officer Emeritus - President at Vanderbilt Health Purchasing Collaborative, spent 17 years as an ICU nurse and nursing leader before being hired back to Orlando Health to close what she describes as a "Grand Canyon" of disconnect between materials management and clinical teams. That background shaped her entire approach for Vanderbilt. The physician-led process she collaborated on with three physician champions ultimately established the capabilities of bringing physicians together to drive sole and dual-source contracts across physician preference items including total joints and cardiac rhythm management. It also produced the price performance and compliance rates that became the foundation for the Vanderbilt Health Purchasing Collaborative, now operating across 48 states with acute and non-acute membership. Teresa walks through how that two-decade foundation culminated in a full restructuring of Vanderbilt's executive value analysis committee, where any product or technology with a negative contribution margin now requires sign-off from the Deputy CEO, CMO, CFO, and hospital presidents, shifting accountability for supply chain decisions to the people who can actually enforce them.Topics discussed:Why a bedside background accelerates credibility with physicians and surgeons in supply chain leadershipBuilding healthcare's first formal value analysis processes by bringing competing community physicians together for technology decisionsDriving sole and dual-source contracts on physician preference items via structured engagement with orthopedic, cardiac, and surgical specialistsCommercializing an internal supply chain model into a purchasing collaborative now operating across 48 states Standing up an offsite case card operations center for supply chain and sterile processing to support rapid OR and ICU expansionLaunching and later divesting a wholly owned DME company to improve discharge velocity and patient satisfaction, then transitioning it to a joint ventureRestructuring the MEOC committee to escalate all negative-margin tech decisions to the Deputy CEO, CMO, CFO, and hospital presidentsDefining the next generation of healthcare supply chain leadership around technology fluency and financial acumen 

CPOs are navigating two pressures at once right now: figuring out where AI actually fits in their operations, and keeping their teams motivated through what feels like unending disruption. Michael Dunlap, Head of Content and Growth, ProcureCon Events at Worldwide Business Research, runs around 30 research calls with procurement practitioners before building each conference agenda, which means he's getting a real-time read on what's on procurement leaders' minds, not just what they're willing to say publicly.Michael shares what CPOs are telling him about tariffs (short answer: wait-and-see, with real uncertainty about how to handle cost-sharing with suppliers), where AI is actually moving in procurement versus where it's still theoretical, and why team motivation has quietly become one of the most consistent themes he's hearing at the senior level. After COVID and now ongoing tariff volatility, procurement leaders are actively asking how to remain an employer of choice when the environment keeps shifting underneath their teams.He also breaks down how ProcureCon's research-first model works, what separates the senior practitioners who show up for hallway conversations from the ones there for sessions, and where the franchise is heading next as it looks beyond the annual conference model.Topics discussed:What CPOs are saying about tariffs, including a shift toward a wait-and-see posture and ongoing uncertainty around supplier cost-sharingWhy team motivation has become one of the most consistent themes at the CPO level after years of back-to-back disruptionWhere AI is actually moving in procurement, from contract review automation to workflow efficiency, versus where it's still unproven hypeHow dozens of practitioner research calls shape every ProcureCon agenda before a single session is confirmed

Chair of Supply Chain Management Jim Francis, has led Mayo Clinic's supply chain for 27 years and built something almost no health system has: a commercial operation with eight revenue-generating businesses that now offset 73% of supply chain operating costs. Jim shares the keys to successful healthcare supply chain commercialization, his annual strategic planning discipline, and why he believes the industry still isn't collaborating enough on shared problems.Chapters:0:00 Introduction1:06 What "Chair of Supply Chain Management" means at Mayo Clinic1:53 Teaching and talent development inside Mayo2:42 Industry generosity and the mentor who shaped Jim's career6:01 Building and sustaining a strategic plan for 27 years7:38 The art vs. science of supply chain strategy8:26 Biggest successes and failures from the strategic planning process9:46 How Mayo launched its commercial supply chain business 18 years ago12:43 The three keys to commercial success in healthcare supply chain13:08 What "taking it out of hide" means and why it works14:25 Collaboration, SMI, and why the industry isn't doing enough of it17:05 Patience as a leadership discipline in long-term partnerships18:32 27 years of team tenure and what sustained loyalty actually requires20:15 Financial pressures in healthcare today and supply chain's expanding role22:19 Why supply chain is finally moving upstream23:37 Digital transformation, AI, and the next three to five years26:22 Parting thoughts

During COVID, Stamford Health built inventory dashboards that updated multiple times per day to track supplies arriving in bulk quantities at unpredictable intervals from new vendors. This real-time visibility transformed clinical leadership's perception of supply chain from back-office function to operational intelligence center. Shenelle Padarat-Singh, Director of Strategic Sourcing, explains how her transition from managing supply chain information systems to leading sourcing operations revealed why the data team's seemingly "annoying" requests for complete item details matter: one missing packaging specification triggers errors in receiving, throws off inventory counts, breaks purchase order-to-invoice matching, and ultimately creates finance reconciliation issues. On supplier relationships, she's direct about why quarterly business reviews and weekly check-ins with key vendors create the communication channels that make same-day approvals and 8am Saturday deliveries possible when a Friday 6pm OR request hits.  Topics discussed:Building COVID inventory dashboards with multiple daily updates to track unpredictable bulk deliveries from new vendor sourcesUnderstanding how incomplete item data cascades through receiving, inventory counts, purchase order matching, and finance reconciliation processesImplementing 360-degree product transition frameworks that evaluate usage patterns, clinical needs, reimbursement rates, and standardization opportunitiesConducting quarterly business reviews with key suppliers to establish communication channels for urgent same-day procurement requestsPresenting supply chain analytics in formats meaningful to clinical audiences to gain stakeholder support for product transitionsManaging tariff impacts through supplier negotiations that identify alternatives and offset cost increases with savings opportunitiesNavigating healthcare supply chain acquisition integrations across different geographic locations, systems, and operational standardization requirementsDeveloping career resilience for healthcare supply chain by mastering ambiguity and mid-task priority shifts during operational interruptions

Procurement's biggest misconception isn't about the work itself; it's about believing your role stops at cost savings. Juliana Saretta, Former VP of US Sourcing at Keurig Dr Pepper, spent 30 years proving that procurement touches every part of the enterprise: growth strategy, cash flow management, brand integrity, and now climate solutions. She shares how when Mott's Applesauce needs to maintain brand integrity around goodness for families, procurement not only sources apples, it also manages relationships with 150 multi-generational farming families in upstate New York who supply 95% of the volume.Juliana also touches on her post-merger integration playbook, which starts with something most leaders skip: generous, attentive listening across both legacy organizations to unearth where the real problems and opportunities sit. She warns against the seductive trap of focusing solely on the allure of cost synergies from combined spend, emphasizing that teams perform best when they're engaged around a purpose beyond just delivering savings. For AI and procurement's future, she argues the critical skill isn't technical fluency but learning aptitude and curiosity, since the technology itself will look completely different in a few months.Topics discussed:Expanding procurement's strategic impact beyond cost savings to influence growth, bottom line, cash flow, and climate solutionsManaging category management across multi-brand portfolios by tailoring strategies to specific brand requirements and positioningSourcing Mott's Applesauce from 150 multi-generational farming families in upstate New York representing 95% of total apple volumeLeading post-merger integration through attentive listening across legacy organizations rather than focusing solely on cost synergy Proactively diversifying appliance manufacturing to prepare for tariff policy expansionStructuring global versus regional procurement models Building future-ready procurement teams by prioritizing learning aptitude and curiosity over specific AI technical fluency or tool masteryRecognizing career limitations when resources don't match ambitions and identifying non-negotiable conditions for professional success 

Amanda Chawla, SVP - Chief Supply Chain & Post Acute Care Officer at Stanford Health Care, inherited a supply chain where half the organization was outsourced, basic functions like category management and master data management didn't exist, and clinical staff were calling daily about missing products. Nearly a decade later, Stanford's supply chain has earned department of the year recognition and top marks in Gartner's rankings. Amanda walks through the framework she used to get there and why she still considers the transformation unfinished.Amanda also breaks down the four-committee governance structure she built around non-labor spend: indirect, medical, pharmaceutical, and a capital committee currently in development. Each is co-chaired by the business with supply chain as a supporting arm, and every senior VP and C-suite executive has a representative on a subcommittee. Amanda makes a case for redefining the chief supply chain officer role, arguing it should function more like a chief spend management officer. She connects that vision to how she built her team, including why she looked outside healthcare to write job descriptions and how she modeled a clinical dyad structure inside a non-clinical function.  Topics discussed:Building supply chain infrastructure from scratch including category management, master data management, and insourcing outsourced functionsApplying a people-first transformation framework across leadership structure, technology, culture, infrastructure, and business processesConverting a non-labor spend program into an executive-level governance model embedded in organizational operating plansStructuring co-chaired spend committees across indirect, medical, pharmaceutical, and capital categories with C-suite subcommitteesRedefining the chief supply chain officer as a chief spend management officer responsible for organization-wide financial strategyModeling a clinical dyad structure inside a non-clinical supply chain function to align business partners and drive accountabilityUsing quarterly business reviews with internal customers like HR and marketing to build trust and expand supply chain's strategic mandateAdopting a data-first, technology-as-enabler approach that links every metric to operational pillars and decision-making cadences 

Utz Brands’ Senior VP/CPO Ron Schnur's M&A integration framework strategy challenges the standard playbook: across six acquisitions, his team at his previous company, White Wave, diagnosed each deal separately. Some received immediate full integration, others got a soft touch for a few months to protect supplier innovation pipelines that created category advantages. The critical question wasn't spend consolidation potential, but whether forcing integration would damage the supplier relationships driving growth. This "leave the nickel on the table" philosophy prioritizes speed-to-market and supplier innovation over immediate cost savings. At Utz, where the company faces competitors several times its size, Ron applies lessons from his roles at companies that had to "punch above their weight class" through risk-taking rather than scale. For hiring, he screens for curiosity and perseverance over technical capabilities, asking probing questions about how candidates work through challenging situations rather than testing Excel proficiency. Universities should handle hard skills; what matters is the ability to challenge first answers and grind through complex supply market problems.  Topics discussed:Building curiosity and perseverance over technical skills when hiring supply chain professionals for complex problem-solving rolesApplying differentiated M&A integration playbooks at White Wave Foods across six acquisitions to protect supplier innovation pipelinesImplementing "leave the nickel on the table" philosophy that prioritizes supplier innovation and speed-to-market over immediate cost savingsCompeting as smaller companies against industry giants by taking calculated risks and building strategic supplier partnershipsLeveraging AI for rapid supply market intelligence gathering compared to traditional three-month global supplier assessment cyclesDeveloping enterprise-wide mindset that values total business impact over purchase price variance and acquisition cost optimizationEvaluating ROI on emerging technologies through targeted investments in customer-facing versus supply-facing AI applications

St. Luke’s Health System built a 330,000 square foot consolidated service center with an ASRS featuring 28 automated pickers and nearly 20,000 bins. Adrian Wengert, CSCO & VP of Supply Chain, spent 3 years visiting a dozen health systems before construction, extracting one unanimous lesson: every organization regretted not building bigger. He secured board approval for initially unused space by extending their 10-year pro forma, arguing future expansion would cost significantly more than justifying empty square footage upfront.The automation investment directly addressed Boise's labor market, where three Amazon distribution centers compete for the same warehouse talent. Facing inflation that has grown fourfold with vendors embedding anticipatory tariffs, St. Luke's is pursuing direct manufacturer relationships, bulk pre-buys, channel fee negotiations, market share consolidation with fewer suppliers, and e-auctions to counter double-digit quarterly supply cost increases. Their clinical integration includes a medical director in supply chain who uncovers opportunities traditional teams miss. Sustainability investments include reusable sharps containers, solar-ready infrastructure for 2 megawatts to power the building and electric vehicle fleet, and blue wrap reduction.  Topics discussed:Building 330,000 square foot consolidated service centers larger than needed by extending 10-year pro formas to justify unused spaceImplementing automatic storage and retrieval systems with automated pickers to combat Amazon's labor market saturationIntegrating tech vendors for goods-to-person automation while managing interface complexity and validation during warehouse implementationsUnifying supply chain and pharmacy operations infrastructures to reduce transportation costs and create operational efficienciesCombating fourfold inflation growth through direct manufacturer relationships, bulk pre-buys, channel fee negotiations, and e-auctionsEmbedding medical directors within supply chain teams to uncover clinical cost reduction opportunities traditional buyers missDeploying contract lifecycle management tools with AI to monitor market share commitments and proactively signal deviationsImplementing reusable sharps containers, solar-ready infrastructure, and electric vehicle fleet transitions for sustainability ROI 

EBIT Intelligent Procurement ditched their 50% gain-share model for fixed-fee managed services after recognizing how gain-share creates operational friction: departments paying fees from their budgets start resenting consultants as cost-cutting mercenaries, regardless of actual performance. The fixed-fee pivot quieted the "who really drove this saving?" disputes that derail stakeholder relationships and freed category experts to focus on supplier relationship management and outcomes beyond P&L line items. When a client needs marketing expertise for a quarter, then shifts to facilities work the next, CEO Joanne McCourt and her team pull from EBIT's specialist pool without carrying fixed overhead or managing staff augmentation contracts. Their C-suite pitch challenges why companies attempt building procurement capability across fragmented indirect spend instead of investing that talent in core business operations. The MRO reality: manufacturing sites that have operated independently with local contractors for years will emotionally resist centralization, even when compliance requirements and supply chain transparency demand it. The business case exists, but the operational resistance is real. Topics discussed:Transitioning from 50% gain-share to fixed-fee managed services to eliminate departmental friction and stakeholder resistanceImplementing virtual procurement models that provide flexible category expertise through monthly feesTargeting C-suite executives instead of procurement teams when selling outsourced services to address strategic business priorities Managing emotional resistance when centralizing MRO and facilities procurement across manufacturing sites that operate independently Measuring procurement success through operational outcomes like supplier relationship management, governance improvements, and board-level reputation rather than savings aloneProtecting revenue through procurement interventions in courier performance issues, payment processing optimization, and customer experience improvements across indirect categoriesPartnering with LogicSource to move away from spreadsheet-based client management systems 

Daniel Hurry, President at Advantus Health Partners & CSCO at Bon Secours Mercy Health, helped  justify building Advantus Health Partners to their board by calculating the admin fee equation, then proving they could negotiate better pricing at their scale. Their commercialization strategy was to skip the crowded commodity categories where another contract for gloves or gowns adds no value, and focus on complex operational purchase services and hyper-complex implants where national GPOs have gaps. Healthcare still lacks universal product codes, which means supply chain leaders can't access the real-time demand planning or behavior modification strategies that retail and energy industries built decades ago on UPC data. Instead, healthcare spawned entire cottage industries for data cleanup and item master enrichment, workarounds that other sectors never needed. Dan's leadership development program, built with Miami University's supply chain school through MBA residencies and internships, has now placed five former team members as chief supply chain officers at other health systems, treating talent development as an industry investment rather than internal retention problem.  Topics discussed:Building Advantus by calculating admin fee equations versus internal operating costs to justify better pricing at scaleCommercializing GPOs by targeting complex operational purchase categories and hyper-complex implants where market gaps existImplementing single-partner category strategies with open-book economics and daily KPI-driven continuous improvement cycles Addressing healthcare's universal product code gap that prevents real-time demand planning available in retail and energy industriesManaging dual chief supply chain officer and GPO president roles through execution excellence despite political and communication challengesDeveloping supply chain talent through MBA residency programs with Miami University producing five chief supply chain officersNavigating post-merger integration and pandemic disruptions while launching new commercial GPO operations and maintaining ministry focusShifting supply chain strategy from foundational pricing benchmarks toward utilization management and consumption analytics at point of use  

Procurement at Memorial Sloan Kettering Cancer Center requires abandoning traditional sourcing language when working with physicians whose primary concern is patient outcomes, not optimization metrics, but Matthew Laud, Director of Strategic Sourcing & Supplier Management, has figured out the translation. Framing procurement's value into clinical terms creates the trust necessary for physicians to delegate critical supply decisions. His approach centers on connecting procurement capabilities to Memorial Sloan Kettering's mission of eradicating cancer, using the universal impact of cancer as common ground for building stakeholder relationships.In turn, his distinction between good vendors and great partners hinges on suppliers who proactively deliver value beyond contractual obligations, whether through emerging technologies that provide competitive advantages or flexible pricing that redirects savings toward patient care. Matthew implements this through rigorous category management including quarterly business reviews, stakeholder scorecards, and regular rebidding of existing suppliers to drive continuous improvement. He also shares why visiting hospital rooms to see sourced medical devices in use with cancer patients provides fulfillment that recognition and praise never could, reinforcing the tangible connection between vendor negotiations and life-saving treatments.Topics discussed:Translating procurement terminology into clinical language that resonates with physicians focused on patient outcomesBuilding trust with stakeholders in cancer treatment by connecting sourcing capabilities to the mission of eradicating cancerDistinguishing good vendors who meet basic requirements from great partners who proactively deliver value through emerging technology, flexible pricing, or enhanced capabilitiesCategory management frameworks, including quarterly business reviews, stakeholder scorecards, and regular supplier rebidding to maintain quality while managing costsOvercoming gatekeeper resistance from internal procurement teams through strategic networking at industry summits and tech eventsManaging sourcing complexity across hundreds of acquired entities with independent sourcing teams and category structuresThriving in procurement's inherent ambiguity by developing complete execution plans from vague, high-level business requestsOperating as an unsung hero who finds fulfillment in impact rather than recognitionEvaluating emerging AI tools and new vendors through rigorous RFP processes that test capabilities against established competitorsAdvancing diversity in both internal team composition and supplier selection to reflect the patient populations being served 

Welcome to the inaugural episode of Smarter Sourcing: Healthcare, with host Eric O’Daffer. Gary Fennessy, VP & Chief Supply Chain Executive at Northwestern Medicine, has been NM's Chief Supply Chain Officer for over 20 years and brings 44 years of industry experience navigating the transformation from a single academic hospital to a multi-site health system. His operational approach during COVID-19 kept Northwestern "two steps ahead of the bear," maintaining full supply availability when other systems faced shortages. That success came from years of building procurement infrastructure and distributor partnerships that most executives overlook until crisis hits.Gary's leadership development philosophy of "throw you in the deep end but never let you drown" has produced chief supply chain officers now leading major health systems, along with multiple CFOs who came up through his finance and operations teams. He identifies shadow supply chain areas like pharmacy and lab as the next major opportunity for cost reduction, noting that indirect spend now delivers bigger returns than traditional medical supply optimization. His candid admission about delegating AI leadership to his team while timing retirement around the next ERP implementation offers a realistic view of generational transition in healthcare supply chain. Topics discussed:Navigating 44-year healthcare career progression from accounting through finance and operations into corporate leadership Managing M&A expansion integrating multiple community health systems into academic medical center operations frameworkBuilding procurement infrastructure that maintained full supply availability during COVID-19 by staying "two steps ahead of the bear"Transitioning from hard-nosed vendor negotiations to collaborative partnership model with distributors, GPOs, and tech providersIdentifying shadow supply chain opportunities in pharmacy, lab, facilities, and indirect spend categories as next frontier for savingsDeveloping leadership talent through "throw them in deep end but never let them drown" philosophy Delegating AI and rapid technology adoption to next generation while planning retirement timeline around ERP implementation cyclesEstablishing executive credibility by delivering value through foundational work

Most health systems report supply chain spend in the high teens while industry data confirms it's actually 35-40% of operating expenses, a measurement gap that systematically undermines investment cases to the C-suite. Eric O'Daffer, Executive Producer for Smarter Sourcing: Healthcare Edition, shares why he's convinced the answer to indirect spend isn't another platform but sustained center of excellence expertise: the average $3 billion health system has 2-3 people managing purchase services at a 1:$250 million ratio across 800 categories, and when they get good at sourcing, they get promoted out. His three true north focus areas reveal where the biggest gaps remain: doubling AI and analytics investment, solving the governance and knowledge retention problem in indirect (which represents roughly 30% of total spend), and creating benchmarking with "unfettered access to data" that counts supply chain the same way. Rather than exhausting failed experiments, Eric argues organizations should lean into entrepreneurial entrants putting focused effort into supply chain. There simply aren't enough companies doing it, and the industry hasn't made it easy for them.  Topics discussed:Measuring supply chain spend accurately by including fully loaded costs instead of GPO-submitted data that undercounts actual expensesSolving indirect spend management through sustained center of excellence expertise rather than platform-only solutionsAddressing the 1:$250 million staffing ratio problem where 2-3 people manage purchase services across hundreds of spending categoriesImplementing "stick-to-itiveness" principle by keeping leaders in roles 5-10 years instead of promoting every 18-24 monthsDoubling investment in AI and analytics technology while recognizing supply chain is understaffed in wrong areas, not overstaffedDeveloping definitive benchmarking systems with unfettered access to data that counts supply chain consistently across organizationsLeaning into entrepreneurial companies focused on supply chain instead of continuing failed experimentsShifting evaluation from pure sourcing lens to integrated clinical alignment, procurement, logistics, and analytics in equal footing 

Aleck Matambo's approach to supplier relationships proved critical during Dell's COVID-era factory relocations. When inventory shortages forced allocation decisions across the industry, suppliers prioritized Dell because of partnerships built long before the crisis. His framework moves beyond transactional cost negotiations to create symbiotic relationships focused on innovation, market insights, and long-term value creation. This partnership model becomes essential during supply chain disruptions, enabling faster adaptation and stronger resilience against geopolitical challenges that continue reshaping global manufacturing. Aleck’s experience at Google reveals that most procurement teams struggle with AI adoption because they lack aligned strategy and change management. Rather than implementing AI tools to improve existing workflows, he advocates for using AI's transformational capabilities to reimagine operating models entirely. The key lies in selecting three to five priority areas, building strong business cases that address change impact, and investing in reskilling so teams view AI as capability augmentation rather than job replacement.  Topics discussed: How e-procurement and e-auctions in automotive achieved 20-30% savings while enabling low-cost sourcing expansion into China. The transition from operator to consultant, bridging the gap between conceptual strategy and practical implementation. Partnering with senior executives to identify how procurement addresses boardroom priorities like innovation, resilience, and growth. Redefining procurement as a strategic enabler rather than cost center through executive partnerships, data-driven decision making, and leveraging AI and digital tools to reimagine workflows and organizational value. Using data as a compass for opportunity identification rather than a mirror for cost savings alone. Building symbiotic supplier relationships that deliver competitive advantages during crises. The balance of trade program where procurement opened doors for sales teams by leveraging supplier relationships that sales didn't have. AI implementation challenges where 85-95% of programs fail to achieve ROI, requiring aligned corporate strategy, prioritized use cases, strong change management, and focus on reskilling rather than replacement. Moving beyond cost-focused metrics to measure total cost of ownership, supplier partnership quality, third-party risk management, and procurement's contribution to organizational resilience and agility during supply chain shocks. Listen on Apple Listen on Spotify Watch on YouTube

Kriti Jain, Sr. Director of Indirect Procurement, walked into Lucid Motors to find an indirect procurement function that barely existed — a team in single digits without the infrastructure to support a scaling EV manufacturer competing against established players. Within a year, she built what she calls "indirect procurement 2.0," growing to nearly 30 people globally while establishing frameworks that position procurement as a strategic partner rather than a cost-cutting function.    Her grandfather, who built an ice factory by hand in India, taught her at age 10 to trace problems upstream to root causes rather than wait for symptoms to cascade. That lesson about following data to find solutions shapes how she approaches organizational transformation decades later, actively seeking companies with "maximum problems" because that's where change creates the most value. She explains why 80% information is enough for decision-making when you can bridge the gap with accumulated expertise, how her team resolves stakeholder pushback through peer-to-peer subject matter expert engagement rather than escalation, and what it takes to earn credibility with engineering-focused leadership in a capital-intensive startup racing established competitors.   Topics discussed: Building procurement infrastructure for technology, manufacturing, and automotive operations simultaneously in an EV startup environment. The decision to prioritize tomorrow's organizational scalability over immediate cost savings when defining transformation success metrics. An 80% information threshold for decision-making that relies on accumulated cross-industry expertise to bridge remaining uncertainty. Developing team ownership mindsets that enable subject matter experts to resolve stakeholder pushback without leadership escalation. How intentionally targeting companies with maximum operational chaos creates the most valuable conditions for professional growth. The three-pillar focus strategy of technology innovation, policy evolution, and people development to avoid overwhelming teams with market changes. How peer-to-peer communication between procurement specialists and business stakeholders builds stakeholder buy-in. Building procurement team capabilities by hiring for ownership mindset and communication effectiveness.

LogicSource Board Chairman & Former CFO of Victoria’s Secret Tim Johnson's three-pillar methodology for collaborative cost cultures centers on objective third-party benchmarking, transparent measurement systems, and positioning procurement teams as strategic partners at the decision-making table. His approach consistently delivered results by focusing resources on growth and innovation rather than headcount reduction.   His organizational structure insights prove equally valuable: he advocates for indirect procurement reporting through finance rather than operations, citing the analytical rigor and accountability that finance leaders bring to cost initiatives. This ensures savings actually flow through P&L statements rather than disappearing into budget assumptions.   Topics discussed: Building cost-conscious cultures through collaboration rather than budget cuts to fund growth and innovation initiatives. Implementing three-pillar methodology: objective third-party data, transparent measurement systems, and strategic partnerships. Addressing the "episodic problem" where companies go to market infrequently versus specialized providers' continuous benchmarking. Positioning indirect procurement under finance leadership for analytical rigor and P&L accountability. Creating regional micro-distribution centers using closed retail spaces to accelerate store remodeling timelines and reduce project delays. Applying indirect procurement frameworks across industries through common spend categories and benchmarking approaches. 

Transactional supplier relationships weren’t working out, so Abhijit Kulkarni, Director of Manufacturing Strategy and Procurement at AMD, and his team shifted to identifying "growth partners" who can scale across AMD's entire product portfolio over three-to-five year horizons.    Abhijit also offer insight on crisis management: AMD runs supply chain stress tests every 3 to 6 months, but he's learned that 60% of leadership development happens during real disruptions, not simulations. His hiring criteria reflects this reality: he looks for business acumen, communication clarity, and "conscious learning," the continuous improvement mindset that separates advancing procurement professionals from those who plateau.    Topics discussed: Identifying 3- to 5-year growth partners versus transactional supplier relationships. Tier 2 and tier 3 supplier mapping as "marathon exercise" for supply chain visibility and risk mitigation. Supply chain stress testing cadence of running scenario analysis every 3 to 6 months for disruption preparedness. Top 3 hiring criteria for procurement talent: business acumen, communication clarity, and conscious learning mindset. Leadership development philosophy is 60% on-the-job crisis training and 40% formal mentoring and classroom learning. Crisis management during real-world disruptions like Taiwan hurricanes and floods affecting semiconductor production. 

Duncan Scott, Sr VP of Strategic Sourcing & Quality at New Balance, manages sourcing and quality for a company that introduces thousands of new footwear and apparel products annually, each requiring specialized manufacturing capabilities that generic suppliers cannot provide. His approach rejects commoditization in favor of deep category expertise and multi-decade supplier partnerships.   The athletic footwear industry operates at a complexity level that surprises outsiders. While automotive manufacturers might produce one mold per model, New Balance requires 39 different molds for a single shoe design to accommodate size and width variations. This specialization demands supplier relationships built on technical expertise rather than cost alone.     Topics discussed: How athletic footwear manufacturing requires dozens of molds per product, creating unique infrastructure and sourcing challenges. How 40-year supplier relationships with specialized factories deliver competitive advantage over generic sourcing tools flooding the market. The cultural differences between Korean vertical integration and Taiwanese interdependent manufacturing models. Why New Balance operates US manufacturing facilities despite higher costs, focusing on efficiency improvements, not pure labor arbitrage. How 3D printed molds enable faster production and complex undercut designs but create new technical challenges. The infrastructure limitations preventing scaled US footwear manufacturing. Why continuous lean efficiency improvements offset inevitable labor rate increases better than chasing the lowest-cost locations. Staying ahead of material science trends by monitoring other industries 3 to 5 years before technologies become cost-effective. The importance of collaborative price point negotiations with suppliers, recognizing that consumer acceptance determines whether cutting-edge features achieve volume scale. Why maintaining objectivity and ethical supplier relationships produces superior problem-solving outcomes. How Asia's emergence as a major consumer market is shifting traditional export-focused manufacturing toward regional onshoring and nearshoring strategies.

Freya Hurwitz, Director of Procurement at TripAdvisor, manages procurement for TripAdvisor's 3,500 employees across four global brands with just one and half people on her team. Rather than trying to control every transaction, she built scalable systems that empower stakeholders to handle their own procurement while her team focuses on high-impact negotiations.    Freya discusses how her cross-functional background helps her understand commercial models, build stakeholder relationships, and skip steps that traditional procurement professionals struggle with. She also addresses a fundamental shift happening in software procurement as vendors move to non-negotiable pricing models and pricing transparency increases across the industry. Her response isn't defensive but strategic: repositioning procurement's value upstream to focus on implementation complexity, tech stack integration, and operational readiness rather than just discount negotiations.   Topics discussed: Managing global procurement for 3,500 employees across four brands with a 1.5-person team by building scalable self-service systems. How cross-functional experience in marketing, product management, and IT operations creates competitive advantages. Creating internal portals with negotiation frameworks and contract templates that empower stakeholders. How procurement teams uniquely see across all functions while other departments remain within specific business units. Achieving 98% adoption of collaboration tools across 3,500 users in one month through extensive stakeholder engagement and addressing specific team concerns months before launch. The strategic challenge of creating economies of scale when independent business units prioritize autonomy. Why procuring technology differs from commodity purchasing due to nuanced feature sets, integration requirements, and implementation complexity. How pricing transparency and non-negotiable vendor pricing models are eliminating traditional procurement leverage based on discount negotiations. Repositioning procurement value upstream to advise on tool selection, implementation complexity, and tech stack integration. Using finance and accounting knowledge to navigate budget approvals, understand cost structures, and communicate effectively. Balancing "speed wins" culture with necessary compliance requirements and contract review processes at a public company. The shift in commercial models as software vendors establish fixed pricing tiers with limited negotiation flexibility. Why staying curious about new technologies, processes, and continuous improvement drives long-term success. How TripAdvisor's user-generated content model for reviews, photos, and videos differs from competitors and creates unique QC challenges.

Cost avoidance delivers the same strategic value as cost savings, but CFOs often miss this reality when evaluating procurement performance. At JLL, Sr. Director, Group Sourcing Lead Brent Kellett has cracked the code on demonstrating total cost of ownership value through cross-functional partnerships that quantify operational efficiencies, energy savings, and service reliability improvements that don't show up in traditional savings calculations.   Brent's approach transforms procurement from order-taking to strategic advisory by focusing early stakeholder involvement and building trusted partnerships with internal teams. His systematic integration methodology turns potential resistance into collaboration when outsourced procurement integrates with existing functions, starting with empathy to understand career drivers and making internal stakeholders look good rather than replaced. JLL's initiative trains procurement professionals to deliver compelling five-minute client pitches, reflecting the C-level presentation skills needed to secure strategic involvement rather than last-stage procurement calls.   Topics discussed: Treating cost avoidance as equally valuable to cost savings when demonstrating total cost of ownership to CFOs. Building trusted partnerships with internal stakeholders by understanding their career drivers and making them look successful. Implementing early stakeholder involvement strategies to transform procurement from last-stage participation to strategic front-end engagement. Integrating outsourced procurement teams with existing client functions through empathy-driven relationship management and collaboration approaches. Deploying unified technology platforms that connect contract lifecycle management, spend analytics, and work order systems globally. Rolling out Azara business intelligence tool for real-time predictive analysis and facility management operational efficiency. Training procurement professionals to deliver compelling 5-minute client pitches requiring C-level presentation and sales skills. Managing global supplier performance through standardized cost, quality, delivery, and innovation metrics across all JLL verticals. 

Mark Vierling, Procurement & Supply Chain Leader, makes a simple observation: while fractional COOs, CEOs, and CFOs are common, virtually no one was providing fractional Chief Procurement Officer services to companies that desperately needed them. His embedded approach, which he shares with John, differs from traditional consulting by making fractional leaders part of the client team rather than external advisors.   Drawing from automotive supply chain excellence learned at General Motors and applied across industries from manufacturing to government, Mark emphasizes why procurement must evolve from reactive cost management to proactive strategic capability. His experience implementing transformations demonstrates how the science of supply chain scales across entirely different business models and regulatory environments.    Topics discussed: How fractional supply chain leadership fills a gap in the executive services market via embedded CPO expertise without long-term hiring commitments. The transformation of procurement from reactive cost management to proactive strategic capability. Common ERP implementation failures caused by inadequate current-state analysis. AI applications in competitive sourcing for companies under $500 million, focusing on increasing competition among existing supplier bases rather than sophisticated predictive modeling. The three P's — people, process, and performance — as the foundation of supply chain management that scales across industries. Why data management and analytics will become the primary competitive differentiator in supply chain excellence. The evolution of entry-level procurement roles as AI automates bid processes and RFP management. Strategic alignment challenges between procurement teams and corporate vision, particularly in smaller companies. The importance of robust SIOP processes for demand and supply management. 

How do you centralize procurement across a $1+ billion health system while maintaining 24/7 operations that literally keep people alive? Dawn Watkins, Director of Strategic Sourcing at UF Health, gives John her blueprint for transforming independent hospitals into an integrated clinical enterprise. Her team of 25 is expanding to 50+ as they merge previously independent facilities across 12 hospitals, nearly 3,000 patient beds, and hundreds of physician practices from Gainesville to Jacksonville. This isn't just organizational restructuring — it's a shift from decentralized decision-making to enterprise-wide standardization that's already delivering concrete results.   Dawn's journey from forklift operator at Honda to directing strategic sourcing for over a billion dollars in non-labor spend reveals how manufacturing discipline translates to healthcare procurement. She brings Honda's core principle of "removing waste before adding complexity" and her MBA professor's warning to "don't pave the cow path" — meaning never automate broken processes without first questioning what truly adds value. Her practical approach includes everything from streamlining supplier invoice corrections (reducing two actions to one) to building mutual incentive partnerships where both UF Health and suppliers benefit from shared success metrics, all while navigating the unique constraints of a regulated industry where you can't simply pass costs to patients.  Topics discussed: Moving from historically independent decision making to centralized procurement across 12 hospitals and 3,000 patient beds, including the governance structure involving C-suite leaders to guide category prioritization and strategy. The principles of "removing waste before adding complexity" and "don't pave the cow path" philosophy — questioning what truly adds value rather than simply automating existing inefficiencies. Creating enterprise-wide collaboration through operational leaders who serve as scaffolding during transformation, ensuring no procurement decisions are made without direct input from clinicians and patient care providers. Building intelligence through supplier relationships and global monitoring services to assess tariff risks, country of origin impacts, and geopolitical disruptions across 100,000+ unique items. Operating in a regulated industry where revenue doesn't always cover basic expenses, making cost pass-through to patients impossible while maintaining 24/7 service demands without downtime. Developing supplier relationships built around shared measurable outcomes where both UF Health and suppliers benefit from aligned success metrics. Systematically identifying opportunities to consolidate products across previously independent hospitals while aggregating purchasing volume for better pricing and supply risk mitigation.  

When Aramark acquired Avenger International—the GPO consortium built by Marriott, Hilton, and other major hotel chains—they weren't just buying a customer list. They were executing a 15-year strategic plan to close competitive gaps while creating unprecedented scale for premium hospitality products. Autumn Bayles, SVP Global Supply Chain & GPOs at Aramark, reveals how this acquisition transformed their ability to serve luxury hotels and stadiums alike with everything from grass-fed beef to regional stadium favorites. From her strategic role orchestrating multiple GPO acquisitions to building advanced analytics dashboards that answer questions like "how many sustainable products do we buy," Autumn shares the playbook for scaling procurement operations while maintaining the hospitality-first culture that drives guest experience from luxury hotels to stadium concessions.    Topics discussed: AI implementation methodology for automated product matching across distributor systems with different naming conventions and data structures A three-year technology consolidation process and backend system harmonization challenges Five-tier product stratification architecture enabling simultaneous ultra-premium and economy sourcing within single-supplier relationships Global business continuity protocol design requiring geographic supplier diversification beyond traditional backup supplier models A dual-accountability leadership structure for managing internal procurement operations while retaining external GPO clients Local-regional supplier network integration strategy balancing national contract leverage with location-specific guest experience requirements Enterprise data processing infrastructure: daily management of millions of transaction rows with AI-enhanced analytical output Cross-GPO spend consolidation identification using harmonized data to reveal supplier relationship optimization opportunities Hospitality vertical complexity: simultaneous procurement for luxury hotels, sports venues, healthcare facilities, and corporate dining environments Strategic GPO portfolio expansion rationale and competitive market positioning through vertical acquisition integration  

Arvind Nathan, SVP of Private Brands & Sourcing at The Michaels Companies, Inc., didn't plan to revolutionize how global teams think about private brand sourcing, but his mathematical approach to procurement has transformed operations in both his current role and his previous one at Walmart. Managing 220 people across Asia and the US taught him that successful sourcing isn't about having better tools than competitors — it's about building the right equation from available variables.   Arvind's framework treats every sourcing decision as part of a balanced equation where over-indexing any single variable can destroy the entire strategy, whether that's cost, quality, speed, or innovation. At Michaels, he oversees 14-15 private brands that must reflect the retailer's identity while competing against national brands with established equity. His team operates on three core principles that have proven essential as the distance between supply and demand continues to shrink in global commerce.   Topics discussed: The mathematical framework for balancing sourcing variables without over-indexing any single factor like cost, quality, or delivery speed. How private brand sourcing complexity exceeds national brand challenges due to retailer reputation risk and personalization requirements. Building cultural alignment across 220-person global teams through shared experiences, open dialogue, and cross-functional storytelling. The evolution of supplier assessment from basic cost-quality-delivery metrics to 15-dimensional evaluations, including e-commerce capabilities and cross-functional support. Strategic approaches to crisis management learned from 2008 and 2020 disruptions, emphasizing fundamental strength over contingency planning. The transformation of supplier relationships from transactional manufacturing focus to revenue generation and innovation partnership models. Leadership principles for global procurement teams including ready-aim-fire decision making, alignment without agreement, and Formula One pit stop operational speed. Cultural adaptation strategies for international business including curiosity as active respect and understanding rather than navigating differences. Technology integration challenges in procurement including AI limitations and the continued importance of human relationship management. Career development advice emphasizing curiosity, agility, exposure to challenges, ownership mindset, and people business fundamentals.

David Pennino, CEO & Founder, built LogicSource by recognizing that indirect procurement represents the largest untapped opportunity for most enterprises. His conversation with John highlights how a company processing $150 billion in spend data approaches categories that consume 20% of revenue but receive minimal professional attention. David's methodology challenges traditional consulting models through comprehensive free assessments and frequency-based expertise that most organizations cannot develop internally. David discusses his unique assessment-first approach, explaining how this model achieves a 93% win rate by proving value rather than promising it. His team's frequency advantage demonstrates how specialized expertise scales across complex procurement categories. The conversation also explores LogicSource's expansion into healthcare, where "wedding pricing" creates unique opportunities for systems that cannot pass cost increases to patients.  Topics discussed:The development of LogicSource's free assessment model and why it outperforms traditional consulting approaches in procurement transformation.How frequency-based expertise in categories like software licensing, marketing services, and facilities management creates sustainable competitive advantages over internal teams.The strategic addition of healthcare markets and why hospital systems face unique pricing challenges that indirect procurement can address.Building category expertise by hiring professionals from both supplier and buyer sides to understand complete cost structures and margin opportunities.The evolution of procurement from "three bids and a cloud of dust" methodology to comprehensive category management that considers relationships, quality, and strategic value.Why GPOs often underperform compared to enterprise-specific procurement strategies for larger companies with significant spend volumes.The importance of vision sessions in aligning procurement strategies with broader business objectives beyond simple cost reduction.How AI will enhance procurement decision-making while requiring domain experts to train and validate machine learning outputs.

Sean Park, VP of Procurement and Transformation at Arm, didn't set out to revolutionize procurement at Arm, but when you're scaling a $4 billion semiconductor company at 20% year-over-year growth without adding procurement headcount, revolution becomes necessity. Sean offers John a peek at how Arm achieved nearly 20% savings on an 8-figure server deal using AI agents that required zero human intervention once launched, completing negotiations in days rather than weeks.   He also shares his SPORT framework — Strategy, Processing & Policy, Organization, Reporting, Technology — that represents a complete reimagining of procurement priorities, while his prediction that 20-40% of procurement knowledge becomes obsolete annually reflects the accelerating pace of change facing the profession. Sean's vision for procurement as a consumer-grade experience, combined with his philosophy of supplier relationships rooted in mutual respect rather than adversarial negotiations, offers a blueprint for procurement leaders navigating AI transformations of their own.    Topics discussed:  The SPORT framework for procurement transformation, encompassing Strategy, Processing & Policy, Organization, Reporting, and Technology as interconnected elements. Implementing AI-powered negotiation agents that achieved 18% savings on 8-figure server procurement with zero human intervention after launch. Scaling procurement impact at a $4 billion company experiencing 20% year-over-year growth without increasing team headcount. Cultural lessons from Japan on the power of listening before reacting, and how this approach transforms stakeholder relationships in high-margin industries. Supplier relationship philosophy based on mutual respect and interdependence rather than adversarial price-focused negotiations. The accelerating obsolescence of procurement knowledge, with 20% or more becoming irrelevant year-over-year thanks to AI advancement. Organizational design featuring business partners vertically oriented by function rather than horizontally by category to improve stakeholder experience. Technology-first approach, where breakthrough tools drive changes in organizational structure, processes, and strategic objectives. Creating consumer-grade procurement experiences through unified platforms, chatbot integration, and simplified stakeholder interfaces. Predictive sourcing and negotiation platforms that accelerate savings maximization while maintaining supplier relationship quality and service. Geographic and functional coverage strategies for global procurement operations spanning multiple continents and complex supplier ecosystems.  

Managing 8+ billion products annually across 180+ countries while reducing logistics footprint by 27% requires more than traditional supply chain thinking. Steeve Yammine, Global SVP of Supply Chain at BIC, has orchestrated this complex operation by fundamentally reimagining how global companies approach contingency planning, regionalization, and talent development.    He tells John his journey from brewery night shifts in Belgium to steering one of the world's most recognizable consumer goods supply chains offers practical frameworks for building resilient, efficient operations. Steeve also touches on how BIC transformed from inventory-heavy contingency planning to dynamic scenario mapping, implemented meaningful sustainability initiatives beyond product redesign, and developed a hiring philosophy that prioritizes critical thinking over technical knowledge in an AI-driven landscape.   Topics discussed: The evolution from inventory-based contingency planning to dynamic scenario mapping using digital tools that activate different responses based on real-time conditions rather than stockpiling safety stock. Implementing a regionalization strategy that balances proximity to demand with strategic global redundancy, ensuring dual sourcing across different geographic regions to avoid single points of failure. Achieving a 27% reduction in logistics footprint through better planning and technology optimization rather than traditional cost-cutting measures. Developing sustainability initiatives that focus on supply chain footprint optimization alongside product innovation, including 78% ocean plastic content in select pen lines and refillable lighter systems. Building and managing culturally diverse teams across global operations while maintaining operational coherence through people-first leadership and cross-cultural communication strategies. Talent selection philosophy, emphasizing 80% focus on problem-solving approach and critical thinking skills versus 20% on technical knowledge, recognizing AI's impact on skill requirements. Managing the complexity of vertically integrated manufacturing where BIC produces everything from raw resin to finished products across 20+ factories globally. Strategies for navigating geopolitical uncertainties and tariff fluctuations while maintaining supply chain stability and avoiding constant operational disruptions. The transformation of supply chain leadership from operational support roles to strategic business partners with seats at executive decision-making tables post-COVID. Integration challenges and supply chain strategies for recent acquisitions like Tangle Teezer and Inkbox, expanding BIC's portfolio beyond traditional product categories. 

"I'm a fireman," is how Yelena Mogelefsky, SVP of Production and Sourcing at Komar describes her role to her children — a perfect metaphor for the daily crisis management that defines sourcing leadership in fashion. In this captivating episode of Smarter Sourcing, Yelena walks John through how she transformed an entrepreneurial opportunity into a $150+ million division over 14 years.    From navigating the complexities of intimate apparel to managing a global team across Sri Lanka, Hong Kong, and the U.S., Yelena reveals how fashion industry sourcing has evolved beyond cost-cutting to become a sophisticated discipline balancing sustainability, transparency, supply chain resilience, and value creation in an increasingly unpredictable geopolitical landscape.   Topics discussed: The entrepreneurial journey of building Komar's intimate apparel division from virtually nothing to a $150+ million business, demonstrating how calculated career risk-taking and strong industry relationships can drive exponential growth. Komar's strategic shift from cost-focused procurement to holistic value creation, measuring success through metrics like cost aversion, chargeback prevention, container optimization, and packaging efficiency rather than simply lowest prices. How Komar structures its procurement with a decentralized approach for general sourcing but maintains a centralized team specifically for their nutrition arm, illustrating how manufacturing businesses can tailor their sourcing organization to product-specific needs. Implementing robust supplier vetting practices after a crisis situation with a Chinese manufacturer revealed financial instability, showcasing how deep supply chain verification prevents costly production disruptions. The critical importance of transparency and traceability in modern sourcing, with Komar developing a proprietary technology platform to track their complete supply chain from raw materials to finished products. Tactical strategies for sustainability implementation, including consolidating fabric orders to achieve cost-neutral recycled materials and working collaboratively with factories to improve their environmental practices rather than simply eliminating non-compliant suppliers. Practical China sourcing mitigation strategies in response to geopolitical uncertainty and tariff increases, reducing Chinese manufacturing footprint from a majority position to just 20-30% of production through strategic diversification. Education gaps in preparing future sourcing professionals, particularly in hands-on technology experience, real-world problem-solving skills, and communication techniques for managing international supplier relationships.

"If your supply chain only reduces costs, it's not a strategic asset — it's a commodity," Randy Bradley, PhD & EVP of Digital Transformation in Life Sciences at BSMA, tells John in this episode of Smarter Sourcing. When 80% of executives claim their supply chain is strategic but expect it only to cut costs, Randy helps expose the disconnect that keeps procurement leaders trapped in operational thinking.    Drawing from 25+ years bridging technology and supply chain, he explains why healthcare organizations relegate their supply chains to "the basement next to the morgue" and provides a roadmap for elevating procurement's role through liquid data assets and a critical mindset shift from resilience to agility.    For procurement professionals tired of being cost-cutters instead of value-creators, Randy's frameworks for translating operational metrics into C-suite language will transform how you position your function's strategic impact.   Topics discussed: How to distinguish between commoditized and strategic supply chains by examining whether they contribute to top-line revenue generation rather than just cost reduction. Translating operational metrics into C-suite language and how to convert supply chain KPIs like inventory turns into financial metrics that executives care about. Why healthcare's operational excellence mindset and failure to reconcile competing global supply dynamics has prevented innovation and strategic elevation. The "resilience vs. agility" framework for supply chain strategy and why organizations should strive for agility (emerging with new capabilities) rather than mere resilience (weathering challenges) when facing disruptions. A three-part methodology for developing data that can be easily recombined, monetized, and shared through engaged data democracies that break down departmental barriers. Why focusing on using AI to eliminate distractions rather than replace jobs allows organizations to unlock human intellectual potential and avoid the resistance that causes organizations to fall behind. Embedding risk management as core business practice and how to shift from reactive disruption response to proactive capability building that prevents supply chain disruptions from causing business interruptions.

What does it take to transform procurement from a cost center into a strategic value driver? Johnathon Baker, Operating Partner & Head of Strategic Sourcing and Procurement at Apollo Global Management, shares his expertise in procurement transformation, gained from leading strategic initiatives at major companies like Starbucks, before taking on his current role at Apollo.    His discussion with John on this episode of Smarter Sourcing explores how Johnathon’s team drives value across Apollo's portfolio companies through strategic sourcing, leveraging AI and analytics while building strong CPO partnerships. From managing complex supplier relationships to preparing for global economic shifts, Johnathon offers valuable insights into modern procurement leadership and the evolution of sourcing from a back-office function to a strategic business driver.     Topics discussed: The evolution of procurement into a strategic business function driving organizational value and operational excellence. Transformation of procurement practices at Starbucks during the 2009 recession, particularly cost reduction while maintaining supplier relationships. Building effective partnerships with portfolio company CPOs while driving significant cost savings and operational improvements. Leveraging AI and analytics to manage complex procurement data across Apollo's extensive portfolio of companies. Preparing portfolio companies for economic shifts through scenario planning and strategic supplier relationship management. The importance of balancing cost-reduction goals with maintaining strong supplier partnerships and business growth. Implementation of technology solutions to streamline procurement processes and enhance decision-making capabilities. Managing procurement transformation across diverse portfolio companies while maintaining individual company autonomy. Development of procurement talent and the changing skill sets required in modern strategic sourcing. Creating value through procurement beyond cost savings, including revenue growth and operational efficiency improvements.

In this episode of Smarter Sourcing, John welcomes Jeff Bever, VP of Strategic Sourcing and Procurement at Russell Stover Chocolates, to discuss how a 100-year-old company is transforming its procurement and supply chain operations for the modern era. Jeff reflects on his diverse career journey across agriculture, construction, and confectionery, sharing how each experience has shaped his leadership style.  He discusses the challenges of building sustainable supply chains, managing cocoa supply in a volatile market, and using an enterprise-wide mindset to drive business value. Jeff also discusses mentoring the next generation of supply chain professionals and the evolving role of AI in procurement.   Topics discussed: How diverse career experiences across industries drive innovation in procurement and sourcing. The importance of building trust and relationships across global management teams. Sustainability challenges in cocoa supply chains, including pricing volatility and farmer welfare. Why a growth mindset is critical for sourcing professionals and team building. The enterprise mindset: thinking beyond silos to drive holistic business value. The role of AI and technology in accelerating procurement innovation and decision-making. Contingency planning for a constantly volatile supply chain landscape. Mentoring the next generation of supply chain leaders to think beyond traditional boundaries. Aligning procurement strategies with broader organizational goals and future growth.

In this episode of Smarter Sourcing, John speaks with Brent Rohrs, VP of Global Procurement & Program Management at Mayville Engineering Company (MEC), to discuss the evolving world of procurement and supply chain management. Brent shares insights from his career, including the importance of centralizing procurement operations to enhance supplier collaboration and efficiency.    Brent and John also explore lessons learned during the pandemic, such as managing supply chain risk and balancing cost with lead times. Brent offers advice on embracing cross-functional learning and building resilient teams in today’s dynamic environment.    Topics discussed: Navigating global supply chain disruptions and the need for stronger risk management strategies in an unpredictable world.   The benefits of centralizing procurement operations to leverage scale, reduce costs, and enhance supplier collaboration.   How cross-functional learning fosters team collaboration and problem-solving across diverse groups and industries.   Lessons from the pandemic, including balancing cost, lead time, and inventory to meet unprecedented demand.   Strategies for building supplier partnerships and treating suppliers as extensions of internal operations.   The value of understanding numbers and cost drivers, even without a finance background.   Developing resilient teams by encouraging open communication and communal learning across all levels of an organization.   Embracing diverse career experiences and taking on challenges outside your comfort zone to grow professionally.   The role of technology in modernizing procurement, from supplier portals to artificial intelligence applications.   Key skills for supply chain professionals, including emotional intelligence and effective relationship-building with vendors.  

In this episode of Smarter Sourcing, John speaks with Asmara Agha, Head of Strategic Sourcing at Nitto Avecia, who shares her insights on the evolving landscape of supply chain management. She discusses the critical role of resilience and adaptability in navigating challenges, especially in the wake of the pandemic.    Asmara emphasizes the importance of leveraging AI and predictive modeling to enhance efficiency and risk mitigation. Additionally, she highlights her commitment to empowering women in the industry and fostering a culture of collaboration and innovation.   Topics discussed:   The significance of resilience in supply chain management, particularly in overcoming challenges posed by global events like the COVID-19 pandemic.   How AI and predictive modeling can enhance efficiency and risk mitigation in supply chain operations, enabling better decision-making and planning.   The importance of contingency planning and having multiple strategies in place to address potential disruptions in the supply chain.   The role of emotional intelligence and soft skills in negotiations and relationship management within the supply chain industry.   Initiatives for promoting women empowerment and leadership within the supply chain sector, addressing the challenges women face in advancing their careers.   The impact of sustainability and green procurement practices on supply chain strategies and the importance of reducing carbon footprints.   Insights into the technological advancements in Japan and how they can influence supply chain practices in other regions, particularly in the U.S.   The necessity of training and development programs for supply chain professionals to adapt to changing technologies and market dynamics.   Approaches to vendor management and building strong relationships with suppliers to foster innovation and collaboration in sourcing.

In this episode of Smarter Sourcing, John speaks with Stephen Sharr, VP of Procurement & Logistics and GM, Contract Manufacturing at Footprint, who shares his decade-plus journey from Anheuser-Busch to a dynamic startup environment. Stephen discusses the evolution of procurement from a transactional role to a strategic partner in driving business growth, particularly in the wake of the pandemic.    He also emphasizes the importance of financial acumen in procurement, explaining how understanding cost structures can enhance decision-making. Additionally, Stephen highlights the challenges and opportunities in supply chain management today, including the shift towards domestic sourcing and the critical need for agility in operations.    Topics discussed: The transformation of procurement from a transactional function to a strategic partner essential for driving both top and bottom-line growth in organizations.  The impact of the COVID-19 pandemic on supply chain management, highlighting the increased focus on risk management and supply chain resilience. The importance of financial acumen in procurement, allowing professionals to understand cost structures and make informed decisions that drive profitability. The shift towards domestic sourcing and reshoring, as companies seek to mitigate risks associated with global supply chains and enhance supply chain agility. Strategies for building strong supplier relationships, emphasizing the need to sell the growth potential of smaller companies to attract key partners. The role of technology in enhancing data visibility and operational efficiency, enabling procurement teams to make data-driven decisions in real-time. Insights on talent acquisition in procurement, balancing the need for foundational experience with the adaptability required in a startup environment. The significance of understanding the entire business landscape, allowing procurement professionals to contribute meaningfully to organizational goals and objectives.  The future of packaging and sustainability, as Footprint aims to eliminate single-use plastics and lead the charge towards more eco-friendly solutions.

In this episode of Smarter Sourcing, John speaks with Marisa Farabaugh, SVP & Chief Supply Chain Officer at AdventHealth, who brings her insights on the transformative role of supply chain management in healthcare, particularly during and after the COVID-19 pandemic. She discusses how her team adapted operations to ensure the availability of critical supplies and the importance of collaboration across departments.    Additionally, Marisa highlights AdventHealth's commitment to sustainability, detailing their initiatives to reduce carbon footprints and promote environmentally friendly practices. She also touches on how effective leadership and innovation can drive success in the healthcare supply chain landscape.    Topics discussed: Strategies for hiring leaders who fit the company culture and possess the potential to drive growth and innovation in the supply chain.   The importance of resilience in supply chain operations, especially during crises like the COVID-19 pandemic, and the lessons learned from those experiences.   Adapting supply chain strategies to ensure the availability of critical supplies during the pandemic and other emergencies.   The role of technology in enhancing visibility and efficiency within the healthcare supply chain, including the development of inventory control systems.   Sustainability initiatives and the commitment to reducing carbon footprints and promoting environmentally friendly practices.   The significance of collaboration across departments in healthcare supply chain management and how it contributes to overall organizational success.   Challenges faced in healthcare supply chains compared to other industries, particularly regarding upstream visibility and communication with suppliers.   The evolving landscape of healthcare supply chains post-COVID and the focus on building more resilient and adaptable systems for the future.  

In this episode of Smarter Sourcing, John speaks with Kevin Spinti, Vice President of Global Procurement at Heraeus Medevio. Kevin shares his insights on the evolving landscape of supply chain management, offering his perspective on the significant impact of remote work on team dynamics and communication as well as how technology has facilitated collaboration in a virtual environment.    Kevin also emphasizes the importance of contingency planning, especially in light of recent global disruptions, and how it has reshaped procurement strategies. Additionally, he explores the changing negotiation landscape, driven by inflation and market shifts, and the need for innovative approaches to supplier relationships.    Topics discussed:   The transformation of team dynamics and communication strategies due to the shift to remote and hybrid work environments in supply chain management.   The importance of contingency planning in navigating supply chain disruptions, particularly in the context of recent global challenges and the pandemic.   How technology is reshaping procurement roles, streamlining processes, and enabling teams to focus on strategic decision-making and supplier relationships.   How the evolving negotiation landscape is influenced by inflation, requiring procurement professionals to adopt new strategies and approaches in supplier interactions.   The significance of dual sourcing and risk mitigation practices in ensuring supply chain resilience and stability amidst potential disruptions.   The role of continuous improvement and training in enhancing the skills and capabilities of procurement teams in a changing environment.   The impact of geographic diversity in procurement, with teams covering multiple facilities and categories across different regions and countries.   The growing emphasis on sustainability and environmentally friendly materials in procurement decisions and supplier partnerships.   The need for effective communication and stakeholder engagement when managing multiple projects and prioritizing risk mitigation initiatives.   The shift in executive expectations, with a greater focus on risk management and strategic insights rather than just cost savings in procurement.

In this episode of Smarter Sourcing, John speaks with Carlos Maceda, Chief Supply Chain Officer at Mount Sinai Health System. They discuss the evolution of leadership in a post-pandemic landscape, with Carlos emphasizing the importance of mentorship and maintaining team morale, while also holding teams accountable.    Carlos shares his personal journey to his current role, highlighting key lessons learned in supply chain management and contingency planning, including the need for proactive, quick decision-making when potential issues loom on the horizon.   Topics discussed: How leadership styles must adapt in a post-pandemic world to maintain team morale and productivity. The significance of mentorship in guiding junior team members and fostering a supportive work environment. The challenges of managing a remote workforce, including strategies for effective communication and collaboration. The need for proactive resource planning and quick decision-making, especially when potential issues loom on the horizon. Tight budgets in healthcare and how they impact supply chain decisions and job security. The importance of analyzing large data sets to drive decisions and improve supply chain efficiency. The significance of building strong relationships with vendors and the benefits of mentoring them into fields they might not have seen. The challenge of maintaining work-life balance in a demanding industry, particularly in remote settings.

In this episode of Smarter Sourcing, John speaks with Colette Crandall, Head of Procurement at One Medical. Colette shares her inspiring journey to her current role, highlighting the importance of maintaining a human touch even as technology advances. She touches on the integration of AI in procurement processes, the thorough vetting required for new vendors to ensure data security, and the evolving landscape of healthcare technology.  Colette also offers unique insights into how her improvisational skills from a theater background have proven invaluable in contract negotiations and team management. This episode is a must-listen for those interested in the future of healthcare procurement and technology.  Topics discussed: The importance of maintaining personal interactions despite the increasing reliance on technology in healthcare. How AI is transforming procurement processes, making them more efficient and data-driven. The rigorous vetting process for new vendors, including extensive questionnaires to ensure data security and compliance. The unique ways One Medical integrates technology to improve patient care and streamline operations. Colette’s approach to managing her team, including regular meetings and fostering an environment of continuous learning. How the supply chain strategy pivots based on external factors, such as increasing order quantities in response to demand changes. The value of soft skills like communication and adaptability in a tech-driven world, especially for younger professionals. Colette’s vision for the future, focusing on the integration of new technologies and maintaining ethical standards in procurement.

In this episode of Smarter Sourcing, John speaks with Heleen Du Toit, VP of Procurement, Rigid Packaging at PepsiCo. Heleen shares her perspective on the vital role of balancing experience and skills for career growth. She touches on the importance of tactical empathy in negotiation, drawing from Chris Voss's book Never Split the Difference.    Heleen also discusses the future of sourcing and procurement, emphasizing a shift from cost to value through the use of market intelligence and artificial intelligence. She offers valuable insights on leadership, negotiation, and adapting to the evolving landscape of the industry, along with practical advice and forward-thinking strategies.    Topics discussed: The importance of balancing hands-on experience with a strong skill set for continued career growth and adaptability in the industry. Insights on negotiation strategies, emphasizing the concept of tactical empathy. Developing strong operational skills and the ability to solve complex problems as key components for success in procurement. The shift from focusing purely on cost to emphasizing value and leveraging market intelligence and artificial intelligence in procurement. Investing in diverse, highly talented teams and matching the right people to the right roles to drive business success. How the pandemic has changed the strategic role of procurement and sourcing within companies, emphasizing agility and responsiveness. The importance of ongoing education, mentoring, and adapting to new business strategies and technological advancements. The necessity of a strong understanding of how actions drive business growth and margin, integrating cost models and macroeconomics.   

In this episode of Smarter Sourcing, John speaks with Adam Cummins, Principal & Director of Portfolio Procurement at The Carlyle Group. Adam shares valuable insights into the importance of creating mutual win-win initiatives, emphasizing the need for engagements that benefit all stakeholders.    Adams touches on how technology and automation, including AI and machine learning, are revolutionizing decision-making and efficiency in procurement processes. He also discusses the evolving criteria for talent in the industry, highlighting the growing importance of tech-savvy professionals.    Topics discussed: The strategic importance of procurement in modern business and how it impacts overall company performance. Emphasis on creating engagement strategies that benefit all stakeholders, ensuring sustainable and successful collaborations. How AI and machine learning are transforming decision-making and efficiency in procurement processes. The changing criteria for sourcing and procurement roles, focusing on the need for tech-savvy professionals. Addressing the struggles these companies face in understanding the value of procurement and implementing effective strategies. Best practices and lessons learned in the industry to help improve procurement processes and outcomes. How procurement strategies are tailored to meet the needs of various portfolio companies within The Carlyle Group. Leveraging data and analytics to drive better procurement decisions and optimize supply chain operations. 

In this episode of Smarter Sourcing, John speaks with Rick Harrison, founder and host of the TV series Pawn Stars and the founder of the Gold & Silver Pawn Shop. Rick shares his journey from humble beginnings to becoming a household name in the pawn industry thanks to his international hit show Pawn Stars.  He discusses the importance of media strategy in elevating his business and how leveraging media appearances led to the success of his TV show. Rick also emphasizes the importance of honesty and reputation in building a long-lasting business. Additionally, he provides insights into the role of strategic marketing in gaining public trust and the necessity of adapting to new technologies to stay competitive.  Topics discussed: The hurdles Rick overcame in obtaining the necessary licenses to open a pawn shop and the legal battles involved. Insights into working with his father and the challenges they faced in establishing their first pawn shop. How Rick used media appearances to generate publicity and boost his business, eventually leading to the creation of Pawn Stars. The importance of maintaining honesty and a good reputation in transactions to build long-term business relationships and success. How the Internet and AI have transformed the pawnbroking business, making it easier to source items and stay informed on market trends. The extensive training programs for employees, including specialized courses on various valuable items like watches and collectibles. Rick’s stories of some of the most memorable and profitable transactions he has made over the years.

In this episode of Smarter Sourcing, John speaks with Bill Courtney, 7x CFO & Senior Financial Executive, about his extensive experience in procurement and sourcing across various industries. Bill reflects on his time at companies like Ford, Hertz, and Delta, highlighting the challenges faced and the strategic decisions made during critical periods such as 9/11 and the COVID-19 pandemic.  They dive into the importance of simplifying complex processes, the impact of leadership in driving organizational change, and the evolving role of Chief Procurement Officers.  Topics discussed: Bill Courtney's journey as a CFO from Ford to Hertz, Delta, and CWT, highlighting leadership lessons, challenges overcome, and strategic decision-making. The critical role of procurement during crises like 9/11 and the COVID-19 pandemic in managing suppliers and costs. The importance of simplifying complexity and fostering partnerships to drive organizational success. The impact of mergers and acquisitions on procurement processes and the need for efficient integration of backend systems. Lessons learned about leadership, compassion, and making tough decisions during company turnarounds and bankruptcies. The evolution of the Chief Procurement Officer role, including increased importance after crises such as 9/11 and COVID-19.

In this episode of the Smarter Sourcing podcast, John sits down with Ulunda Baker, Senior Director, Business Diversity, Category Management & Sourcing, Purchasing at TIAA, who shares her inspiring career journey. Ulunda discusses the importance of strategic sourcing and supplier relationships in achieving business goals.   She also explores her leadership approach and the value of teamwork and continuous learning. Through personal anecdotes and professional experiences, Ulunda underscores the significance of giving back to the community and fostering diversity in the corporate world.  Topics discussed: The significance of strategic sourcing in achieving business objectives and the transformative power of well-managed supplier relationships. Ulunda's leadership approach is focused on mentorship and continuous learning, shaped by her upbringing. The impact of community outreach programs, including Ulunda's family nonprofit. How supplier diversity not only enriches procurement processes but also enhances overall business resilience. The evolving landscape of sourcing practices, particularly during challenging times like the pandemic. Why diversity contributes to innovation and competitiveness in the industry.  

In this episode of the Smarter Sourcing podcast, John speaks with Anna Hammons, Senior Director, Procurement at Sam's Club, about her day-to-day experience in procurement, as well as what characteristics she looks for when building her team.  Anna also talked about how before the COVID-19 pandemic, contingency planning was to simply "figure it out," but now it requires much more planning. They also discuss how Sam's Club is looking to incorporate more technology and to be more sustainable. ***The comments are the views of Anna Hammons and do not necessarily reflect the views of Walmart or Sam’s Club*** Topics discussed: What procurement really looks like – it's more than just purchasing. Risk management in the context of adopting new technology and partnering with startups.  What a procurement leader should look for when building their team.  How Sam's Club is looking for ways to be more sustainable while also incorporating new technologies. How contingency planning has changed since the COVID-19 pandemic: having a backup is more important than ever. What Founder Sam Walton would think of the company if he could see it today.

In this episode of the Smarter Sourcing podcast, John speaks with 11x CFO Raymond Silcock, about Raymond's career in procurement and supply chain management, including at Diamond Foods, CTI Foods, Perrigo, and Neptune Wellness.  Raymond gives examples of the various international supply chains he has seen and how even a few hours made a difference in pricing of a product. In particular, they discussed the challenges a supply chain might face and how Raymond and the companies he worked with addressed those challenges. Topics discussed: How the Campbell's Soup meatpacking supply chain was heavily influenced by politics and the requirements of shipping perishable goods. The challenges of having international workers and how Raymond helped address them while working at a company located on the US-Mexico border. How Swift Armour used triangulation to manipulate the profitability of its Argentina branch. How deeply a company has to dig into the cost base of a product to make sense of the numbers. Putting costs into the context of global events such as a pandemic internally and externally to your company. How sometimes it's better to learn from your mistakes than it is to always have a backup plan.

In this episode of the Smarter Sourcing podcast, John speaks with Bobby Lavan, CFO at Bowlero Corporation. They discuss Bowlero's procurement strategy, how its various vendors have been built up over 27 years, its decentralized approach, and how they're consolidating for cost efficiencies. They also talk about the challenges of implementing technology, why they're focused on performance marketing, and why personalization is the future of entertainment. Topics discussed: How Bowlero has managed their procurement streams that have been built up over 27 years. Why they encourage everyone with a hand in procurement to think about spending every dollar as if it's their own. The challenge of technology implementation, and whether it's a cost center or an efficiency driver. Bowlero's decentralized approach to procurement and how they track every dollar. Why technology companies and their changing pricing strategies keep Bobby up at night. Why personalization powered by technology will shape the future of customer experiences. Why they're focused on performance marketing and practices that drive returns.

In this episode of the Smarter Sourcing podcast, recorded at the ICR Conference, John speaks with Lara Smith Weber, CFO at Inari, a company creating more sustainable seeds. They discuss how Inari is working on its mission to "seed change for a renewed Earth" by genetically changing plants to be more sustainable, how it supplies the market, and the challenges of being supply-constrained. They also talk about how to build a procurement strategy by defining what's "good" for your company, what to look for in new hires, and how new technologies like AI and data lakes can set companies apart. Topics discussed: How Inari seeks to balance financial, risk management, and sustainability in their procurement processes. Where Inari sits in the supply chain and how it gets its seed to farmers. The challenges of being supply-constrained with the time it takes to grow more product. Why the best procurement strategy is based on what "good" looks like for your company — not your competition's. How new technologies like AI and data lakes can help improve procurement and operations, and set a company apart. Why you should look for new talent who can "connect the dots" and see cross-functional impacts. 

In this episode of the Smarter Sourcing podcast, John speaks with Miguel Gonzalez, Chief Procurement Officer at DuPont. They discuss how DuPont takes a centralized approach to its procurement strategy by integrating it across the business, and how they're building supply chain resilience through redundancies and contingency plans. They also talk about their three priorities for procurement, the rising importance of ESG, and how DuPont is prioritizing employee health and wellness. Topics discussed: How DuPont builds supply chain resilience through redundancy and contingency plans. The three priorities in their procurement strategy: compliance, supply security, and creating value. Why DuPont prioritizes employee health and wellness, and how Miguel leads by example. How they model for what's happening worldwide to anticipate changes or disruptions. How they've structured a centralized procurement approach that integrates procurement across the business. The rising importance of ESG and why it should be part of everyone's job. Why procurement leaders need to think about managing indirect costs as well.