Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I bring over two decades of global experience in supply chain optimisation, strategic sourcing, and category management across diverse sectors, including mining, healthcare, FMCG, IT, and energy. My career spans leadership roles at organisations such as YANCOAL, Queensland Health, Glencore, Caterpillar, and Reliance Worldwide, where I have consistently delivered measurable outcomes, ranging from multimillion-dollar savings to operational transformations.

As the founder of SIRI Supply Chain Consulting, I now advise clients on lifecycle modelling, vendor benchmarking, and compliance alignment. My expertise lies in translating complex procurement and logistics challenges into strategic opportunities. I have led ERP rollouts, implemented Sales and Operations Planning (S&OP) frameworks, and driven inventory reductions of over 65%, while enhancing service delivery KPIs by up to 100%.

My academic foundation includes a PhD in Logistics and Supply Chain Management, complemented by hands-on experience in contract governance, risk mitigation, and scenario modelling. Whether optimising magnesia distribution for Sibelco or transforming pathology procurement for Queensland Health, I blend analytical rigour with stakeholder collaboration to deliver sustainable value.

Fluent in four languages and recognised with multiple awards—including the President Star Award and Long-Term Incentive Award—I am passionate about mentoring, digital transformation, and unlocking strategic advantage through supply chain excellence.

 

Q2. How do you see supply chain optimisation priorities evolving across industries such as FMCG, automotive, and resources over the next 3–5 years?

Over the next 3–5 years, supply chain optimisation will shift from cost-centric models to resilience-driven, digitally enabled ecosystems. In the FMCG sector, speed-to-market and demand sensing will dominate, with AI-powered forecasting and agile last-mile logistics becoming increasingly critical. The automotive industry will continue its pivot toward electrification and modular manufacturing, demanding tighter integration across Tier 1–3 suppliers and real-time visibility into component flows.

In the resources sector, where I have led procurement for mining fleets and chemical inputs, the focus will be on decarbonisation, asset lifecycle optimisation, and ESG-aligned sourcing. Predictive maintenance, autonomous haulage, and digital twins will redefine operational efficiency. Across all sectors, scenario modelling and risk-adjusted planning will become standard practice, especially in response to geopolitical volatility and climate disruptions.

The convergence of sustainability, digitisation, and compliance will drive cross-functional collaboration. Procurement and supply chain leaders must evolve into strategic orchestrators—balancing cost, risk, and innovation while aligning with board-level imperatives. Organisations that embed resilience into their operating DNA and leverage data for proactive decision-making will lead the next wave of transformation.

 

Q3. What new technologies or digital tools do you see making the most significant impact on supply chain performance today?

The most transformative technologies today are those that enable visibility, agility, and predictive intelligence. AI and machine learning are revolutionising demand forecasting, supplier risk profiling, and inventory optimisation. Tools such as predictive analytics and scenario simulators allow leaders to model disruptions and make informed trade-offs in real time.

Blockchain is gaining traction for enhancing transparency and traceability, particularly in ESG-sensitive categories such as rare earths and pharmaceuticals. IoT sensors and edge computing are driving more innovative asset utilisation and condition-based maintenance—critical in mining and healthcare, where I have implemented lifecycle strategies.

Digital twins are emerging as game changers, enabling the virtual modelling of supply chain networks to test resilience and optimise flows. Cloud-based platforms such as SAP IBP and Coupa are integrating procurement, planning, and finance, breaking down silos and accelerating decision cycles.

Robotic Process Automation (RPA) streamlines transactional tasks, freeing teams to focus on strategic value creation. Meanwhile, control towers and supplier collaboration portals are enhancing multi-tier visibility and responsiveness. The key is not just adopting technology but embedding it into governance, workflows, and capability building to unlock sustained performance gains.

 

Q4. How do you think ESG and sustainability imperatives are reshaping procurement and category management practices?

ESG and sustainability are no longer peripheral—they are central to procurement strategy. Category managers must now evaluate suppliers not only on cost and quality but also on their carbon footprint, ethical sourcing practices, and circularity. In mining and healthcare, I have seen firsthand how ESG-aligned procurement can mitigate reputational risk and unlock stakeholder trust.

Lifecycle costing is replacing lowest-cost sourcing, with total impact—environmental, social, and financial—factored into decision-making. Supplier scorecards now include emissions data, diversity metrics, and compliance with modern slavery laws.

Contracts are evolving to include sustainability KPIs, with penalties and incentives tied to ESG performance.

Sustainable procurement also demands deeper supplier engagement. Co-innovation, joint audits, and capacity building are becoming standard, especially in complex categories such as chemicals and medical devices. Digital tools are helping track Scope 3 emissions and validate claims, while AI is flagging ESG risks across global supply chains.

Ultimately, ESG is transforming procurement into a strategic lever for enhancing brand equity, ensuring regulatory compliance, and generating long-term value. Leaders who embed sustainability into category strategies and supplier relationships will future-proof their organisations and drive competitive advantage.

 

Q5. Where do you see the most significant opportunities for organisations to unlock long-term value through supply chain optimisation?

Long-term value lies in aligning supply chain strategy with enterprise goals, including resilience, innovation, and sustainability. One significant opportunity is in lifecycle optimisation of assets and contracts. By modelling the total cost of ownership and integrating predictive maintenance, organisations can extend asset life and reduce downtime, as I have done in mining and healthcare.

Another lever is supplier segmentation and collaboration. Strategic partnerships with high-impact vendors can drive innovation, reduce risk, and improve service levels.

Organisations should invest in supplier development, joint planning, and shared digital platforms to unlock mutual value.

Data-driven decision-making is also key. Advanced analytics can uncover inefficiencies, forecast disruptions, and enable dynamic reallocation of resources. Control towers and digital twins provide real-time visibility and scenario modelling, enabling proactive responses.

Sustainability is a value driver, not a cost centre. ESG-aligned sourcing, circular supply chains, and carbon reduction initiatives can enhance brand reputation and attract investment. Finally, talent and capability building—embedding supply chain thinking across functions—will ensure that optimisation is sustained and scalable.

 

Q6. In your view, which players have been most successful in adapting their supply chains to balance cost, resilience, and sustainability?

The most successful players are those who have embraced digital transformation and stakeholder-centric strategies. Unilever stands out in the FMCG sector for integrating sustainability into its sourcing practices and leveraging AI for demand planning. In the automotive industry, Tesla’s vertically integrated model and agile supplier management have enabled rapid innovation and cost control.

In mining, BHP and Rio Tinto have invested heavily in autonomous operations, ESG reporting, and supplier partnerships. Their use of digital twins and predictive analytics has improved resilience while reducing environmental impact. Leading healthcare institutions, such as the Mayo Clinic and Queensland Health, where I spearheaded procurement transformation, have adopted value-based sourcing models and robust supplier risk frameworks to strategically balance cost efficiency with optimal patient care outcomes.

These organisations share common traits: cross-functional alignment, investment in digital capabilities, and a proactive approach to risk and sustainability. They treat supply chain as a strategic asset—not just a cost centre—and continuously evolve their operating models to stay ahead of disruption.

 

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

As an investor, my critical question would be: “How does your supply chain strategy align with your long-term value creation and risk mitigation goals?”

This question probes the depth of strategic integration. I would want to understand whether the company views supply chain as a tactical function or a strategic enabler. Are they investing in digital tools, ESG compliance, and supplier innovation? Do they have visibility beyond Tier 1 suppliers? How do they model and respond to disruptions?

I would also assess governance—are supply chain risks discussed at board level? Is there a clear roadmap for decarbonisation, resilience, and agility? Companies that can articulate a coherent, future-ready supply chain strategy are more likely to deliver sustainable returns and withstand volatility.

Ultimately, supply chain maturity is a proxy for operational excellence, stakeholder trust, and strategic foresight. It is where competitive advantage is built—or lost.