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, Senior Director 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.

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 a global services company processes billions in spend across 260,000 employees in 15 countries, traditional spend analytics break down completely. For example, the same product appears as abbreviated text in one distributor’s system and full descriptions in another’s, making category management nearly impossible at scale. Autumn Bayles, SVP Global Supply Chain & GPOs at Aramark, shares their solution: partnering with Palantir to build AI-powered data harmonization that automatically matches products across disparate systems, uncovering millions in missed consolidation opportunities that humans simply cannot detect manually. Beyond technology, Aramark operates a unique dual structure most procurement leaders have never encountered, Autumn tells John: simultaneously running their own global procurement while managing multiple acquired GPOs, including Avendra. This creates complex challenges around supplier relationship management and spend visibility that requires entirely new operational frameworks. 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, Head of Procurement 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.