When it comes to procurement and supply chain, a chief procurement officer (CPO) is deemed to be one of the top roles for professionals in the field. Their role is that of an executive focusing on strategic sourcing, procurement, and supply management of an enterprise. The current situation, globalization and compliance pressures have only elevated the profession of procurement and the role of a CPO in an organization. The global world of procurement in general, MENA & UAE has seen a remarkably diverse leadership in procurement and supply chain. In this session we, CIPS Northern Emirates Branch feature to our members and readers, Dr. Arafat and Eric van der List where in they explain their perspectives on the profession and a day in their professional life as a Chief Procurement Officer (CPO). Dr. Arafat El Mourad is Vice President – Head of Strategic Sourcing at Emirates NBD Bank, which is one of the leading banks not only in UAE but also globally, based on a recent global survey. He possesses nearly 2 decades of experience across diverse organizations with core experience in Digital Banking & Digital Marketing. He is a Procurement Lecturer (Author & Doctor of Business Administration (DBA), Fellowship of Chartered Institute of Procurement & Supply (FCIPS), Master of Applied Business Research from SBS Swiss Business School, Master of Business Administration from University of Atlanta as well as Master of Technology - Project Management from Chifley Business School - Torrens University) Eric van der List is Senior Director of Global Procurement and Sourcing at Future Pipes Industries , which is also a global company based in UAE. Eric possesses nearly 2 decades of experience in strategic sourcing and procurement and has extensive knowledge and practice in the field of international negotiations, contracts, and multidisciplinary and innovative projects. Page 1 of 10
Contents The Journey of a CPO .................................................................................................................................... 2 A day in the life of CPO ................................................................................................................................. 4 Recommendations to the current situation ................................................................................................. 5 The CPO’s outlook ......................................................................................................................................... 7 Talent Acquisition ......................................................................................................................................... 8 Recommendations to professionals ............................................................................................................. 9 Acknowledgments ....................................................................................................................................... 10 The Journey of a CPO Q1 What are some of factors you look back has shaped you what you are today? Determination, discipline and commitment to achieve my personal and professional goals First of all, I landed in Procurement by coincidence. I graduated as a Master of Chemical Engineering and right after leaving university I bumped into the world of buying (Procurement/Sourcing/Purchasing). The first thought was: “buying is what you do on a Saturday in Spinneys”, but in my first year a whole new world opened for me. In that time, I got a job in Saint-Gobain, world’s largest building materials manufacturer, and in the business unit I was in, we started with cooperation and globalization. I loved the international aspect and linking with people from other cultures and backgrounds, experiences, and thoughts. During my studies I learned how to get to the bone of issues/problems/questions and form an answer with the information at hand. This means sometimes making an educated guess, assumptions, etc. Factors which you were asking: persistence (never give up!), agility, clear and open mind, language (more than English) and common sense. Page 2 of 10
Q2 What has it taken to be a CPO and what will it take to remain an outstanding CPO? Having cross functional knowledge to speak the language in the organization and building relationship and trust with my internal and external stakeholders. Maintaining knowledge and stakeholder relationship while having the characteristics of a visionary and influential leader. Keep developing yourself and keep learning, either through courses, trainings, etc. but also on the job and outside of the office. Active listening and without judgement Q3 For aspiring professionals, please help us explain your way up the career ladder. What challenges, sacrifices and compromises are they likely to face on the way up the ladder? It takes patience and time to make it and achieve what you want to be. I started my journey bottom up and outside procurement domain. My experience in IT field was a factor in entering procurement field as an IT procurement Manager. From here and with determination and many learning helped to become where I am today. Procurement reality and mandate is to ensure control, compliance to corporate policy and processes, risk mitigation and cost reduction which we usually face push back from our stakeholders due to preferences, therefore procurement leaders are tasked with the difficult role of change management in the organization. As you progress the ladder you need to learn the political landscape and understand your stakeholders and become stakeholder savvy. My first job was a RM buyer at 23 and at 26 I became Purchasing Manager, but the company thought I was too young to be named like that and branded me “deputy”, like the sheriffs and cowboys in movies. I was working 24/7 to keep the regular stuff running (operationally) and moreover to do what I do best: touch the tactical and strategic level, go outside of the box, etc. when I became the Deputy, I was so angry that within 12 months I resigned and moved to my next position. That always haunted me. Never decide based on emotions but see how to turn the tide. I feel that I did not do this enough back then. There are not a lot of sacrifices but time: good work needs time and there is always work and plenty to do, so I sacrifice time and enjoy it at the same moment. Page 3 of 10
A day in the life of CPO Q4 How does a CPO time manage, split his workday? Time spent with the team, strategic sessions, new projects, suppliers, stakeholders, etc. Just to understand the role. To manage my time, I prioritize my daily and ongoing activities. I set a side sometimes on monthly basis to review the long-term strategy and objectives to ensure that they are relevant and attainable. Stakeholders occupy most of my time between managing our relationships and addressing their demand, challenges and prioritize their requirement to deliver the best outcome to them and to the organization. The rest of the time is ensuring my team is equipped with the right tools and skills to perform their job with high quality and empowering them to become strategic thinkers. I Also spend an adequate time with strategic vendors to ensure their roadmap is aligned with our organization’s objectives and that they can add value. Nice question. The good thing of Procurement is that no day is the same, never a dull moment. In this interesting time of WFH, I make overtime in calling people to see how they are doing both personally as business wise. This goes from team members, suppliers, and other business partners/colleagues. Obviously out of interest in my circle of (business) friends but also to understand how it impacts the business, what we can do to support, etc. I am in the GCC since 2013 and I do not think there is a lot of time to sit on strategy, if it is not in my evening hours. The mindset and way of doing business is very underdeveloped compared to other parts of the world and there is still a lot to be done. This causes daytime to be very operational and evening hours to uplift it to tactical/strategic. Page 4 of 10
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