Podcasts about Procurement

Procurement doesn't have a data problem. It has a data delusion. For 25 years, the function has told itself the same story: if we can just clean up our spend, we'll finally be in control. And yet here we are… swimming in the same dashboards, drowning in fields, and still struggling to answer a simple question: what do we spend? In this episode of Buy: The Way…To Purposeful Procurement, Jason Busch, founder of Spend Matters and now a self-described builder of AI "co-workers," returns to the podcast to pressure-test BuyLaw #5: "prioritize comprehensive, high-quality data." If procurement wants to operate in a world of AI employees, continuous validation, and P&L accountability, their data cannot remain partial, fragmented, or shaped by suppliers.  Jason draws a sharp distinction between the roles or entities that manage procurement data: copilots, agents, and what he calls digital co-workers (multi-agent infrastructures capable of executing complex work autonomously). But all that capability comes with a catch. When the marginal cost of activity drops toward zero, the absolute risk of bad data increases exponentially. Humans have the battle scars and the intuition to know when something isn't quite right with the data. AI doesn't, unless we explicitly teach it what 'right' looks like. That's where procurement's comfort with incomplete data becomes dangerous. For decades, the function has relied on narrow slices of information: negotiated price, historical spend, maybe a market index or two, but in an AI-enabled world, that's insufficient. Jason explains why context means everything – supplier financial health, commodity forecasts, tariffs, inventory signals, competitive pricing, risk data, contract performance signals, governance structures, and the cultural guardrails that determine how decisions are made. If procurement feeds incomplete, biased, or poorly governed data into increasingly autonomous systems, those systems won't just make mistakes faster; they'll actually end up institutionalizing them and making procurement's data problem unnecessarily worse. Jason's advice for procurement is pragmatic and urgent: set up a data governance committee tomorrow. Not to tidy historical spend, but to define what data matters, which sources are trustworthy, what tolerances exist for error, and at what point autonomous systems are allowed to act on that data. In a world of digital co-workers, incomplete data isn't a nuisance. It's a real, human liability. Links: Jason Busch on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

"Procurement tools traditionally look at history. To make better decisions, we need to start looking forward." - Tomas Wiemer, Global Multi-Industry Procurement & Digitalization Executive Procurement teams are under pressure to contribute much more than just savings…  They're being asked to provide strategic intelligence, support faster decisions, and become true business partners. But as organizations look to digital platforms and unified data, many leaders find that legacy models and fragmented systems hold them back. In this episode, global procurement and digitization leader Tomas Wiemer joins Philip Ideson to discuss how procurement's role is changing and what leaders can do to keep up. Tomas shares lessons from building high-performing procurement teams across industries and continents, including why structured data and decisioning platforms are now essential for strategic influence. You'll hear what's working (and what's not) as procurement navigates the shift from transactional control to value-focused partnerships, and get practical ideas for where to start… even if your tech stack is limited or your organization is in the early stages of a transformation journey.  During their conversation, Tomas explains how to: Navigate the shift from transactional work to strategic sourcing focus Build the business case for investing in procurement technology and data Start with the right data and metrics, no matter your maturity level Use decisioning platforms to deepen business partnerships and speed action Links: Tomas Wiemer on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

The episode details a structural shift in the technology landscape: AI models are increasingly being treated as commodity components, with operational control and procurement decisions moving to the orchestration layer. This change is illustrated by government procurement actions, specifically the Pentagon's designation of Anthropic's Claude model as a supply chain risk and the subsequent shift in model eligibility requirements. Policymaking authorities are now directly dictating which models can be used within national security supply chains, reconfiguring where power, liability, and decision-making sit. The primary development is the Department of Defense's recent disqualification of Anthropic's Claude from eligible contracts, leading to both contract cancellations and legal disputes. Anthropic has responded with lawsuits contesting its supply chain risk designation, while Microsoft has sought court intervention to block the Pentagon's ban, asserting this would prevent disruption to military AI workflows. The State Department has also moved its internal chatbot infrastructure from Claude Sonic 4.5 to OpenAI's GPT-4.1, aligning with the President's compliance directive. Supporting developments include Google's deployment of Gemini-powered AI agents within the Department of Defense, and the emergence of tools such as Perplexity's APIs, which aim to simplify workflow construction across multiple models. The episode emphasizes that model swaps by agencies are not merely technical updates, but policy-driven control decisions. These actions underscore a climate in which model eligibility and operational portability are shaped by compliance and procurement authorities rather than technical teams or vendors. Operational implications for MSPs and IT providers are profound. Single-model dependencies now present measurable contract risk, especially for clients in defense, healthcare, or finance sectors. Swapping models requires revalidation of prompts, outputs, and integrations, rather than simple API repointing. Providers are advised to audit workflows for reliance on any one model, prioritize abstraction layers that enable smooth transitions, and position model-agnostic architectures as proactive risk management. In a landscape defined by commodity models and policy-driven eligibility, model diversification now represents continuity planning rather than an engineering preference. Three things to know today: 00:00 Pentagon vs. Anthropic 02:19 Beyond the Model 05:07 Why Do We Care?  Supported by:  ScalePad, Small Biz Thoughts Community

We unpack why the “SaaS-Pocalypse” is less about software dying and more about buyers finally right sizing cloud and marketplace deals with better data. We dig into AI unit economics, token driven cost volatility, and how procurement, FinOps, and venture capital are being rewritten in real time. • Flywl as a cloud meta marketplace across AWS, Azure, and Google Cloud • Buyer pain and buyer empathy as the product design center • Why AI inference costs make traditional FinOps reactive • Treating a marketplace purchase as a transaction lifecycle asset • Real time consumption tracking, alerts, and contract renegotiation timing • Outcome based pricing challenges with token variability and agentic workflows • Revenue recognition uncertainty in consumption and outcome models • Why humans still matter in go to market despite AI agents • The data cleanup problem in procurement and the need for universal product IDs • Why enterprises are not rushing to build all SaaS internally with AI • 2026 VC dynamics, mega rounds, capital concentration, and what counts as real recurring revenue “SaaS-Pocalypse” makes for a great headline, but the real shockwave is quieter and more disruptive: enterprise buyers finally understand their cloud environment well enough to demand better deals, better governance, and real proof of value. We sit down for a roundtable on cloud marketplaces, AI unit economics, and the new reality of software procurement where a purchase is no longer a static line item, it's a living asset you have to monitor, benchmark, and continuously right size. Ankur Srivastava, CEO and founder of Flywl, explains why he built a cloud meta marketplace to unify buying and selling across AWS Marketplace, Azure, and Google Cloud and why “buyer empathy” is the only way to fix a broken procurement playbook. Priya Ramachandran, founder and managing partner at Foster Ventures, connects the dots from operator experience to investing, and breaks down why traditional FinOps can't keep up with AI inference costs, token volatility, and outcome-based pricing models like per ticket resolved. Then we zoom out to the 2026 venture capital environment: mega rounds, capital concentration, and the debate over whether AI-native efficiency makes old funding assumptions obsolete. Along the way, we tackle an agentic economy question: when algorithms negotiate with algorithms, what happens to trust, brand, and human relationships in go to market?Ankur Srivastava: https://www.linkedin.com/in/ankursrivas/Ankur Srivastava is the CEO and Founder of Flywl, the world's first cloud meta-marketplace transforming how enterprises buy and sell software across AWS, Azure, and Google Cloud. Previously, he was an elite sales leader at Amazon Web Services (AWS), where he spent five years as Head of Field and Customer Business Development for the AWS Marketplace.Priya Ramachandran: https://www.linkedin.com/in/sivapriyaramachandran/Priya Ramachandran is the Founder and Managing Partner at Foster Ventures, an early-stage VC firm she built from the ground up to act as the "startup of the VC world". She is an operator-turned-investor with significant experience building and scaling products at companies like Coupa Software, BetterCloud, and Intel.Website: https://www.position2.com/podcast/Rajiv Parikh: https://www.linkedin.com/in/rajivparikh/Sandeep Parikh: https://www.instagram.com/sandeepparikh/Email us with any feedback for the show: sparkofages.podcast@position2.com

The ports of Balboa and Cristóbal bookend the Panama canal. They don't control the canal, and they have been privately operated by CK Hutchison's Panama Ports Company for decades.  Those old contracts are now in the middle of a legal fight, a sovereignty debate, and a live test of how far national power competitions can reach into commercial infrastructure. Panama's Supreme Court recently ruled that the legal terms underlying CK Hutchison's port concession were unconstitutional. The concessions have been canceled and Panama has selected two different operators to take over responsibility for the ports while new owners are determined. If that wasn't complicated enough, Hong Kong-based CK Hutchinson intended to sell the ports to U.S.-headquartered BlackRock, a move that China was not too happy about.  The ports are now in the middle of a high stakes proxy war, with China and CK Hutchison on one side, and BlackRock and the Trump Administration on the other. In this episode of the Art of Supply podcast, Kelly Barner covers the short and long term implications of uncertain Panama Canal port ownership: Panama's disputed Supreme Court ruling  Why the original $23 billion BlackRock-MSC transaction now looks much more complicated than a straightforward ownership transfer. How BlackRock, Maersk, MSC, and other bidders are repositioning around the two terminals. What to watch for when a local concession dispute becomes a multi-jurisdiction legal and geopolitical risk event Links: Who owns the Panama Canal? Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Holly O'Dell, President & CEO of Montana State Fund, joins host James Benham to discuss how systems thinking, people-first leadership, and strategic clarity are transforming workers' compensation — from inside a mission-driven organization that competes and wins in a fully open market. Holly brings a rare combination of credentials to the role: a BSN from Oregon Health & Science University, a JD from Lewis & Clark College, and an MBA from the Wharton School.Before joining Montana State Fund in 2022, she spent nearly 17 years at SAIF Corporation in Oregon, rising from trial attorney to VP of Strategy, Government Relations, Legal, and Procurement. Montana State Fund covers more than 60% of Montana's workers' comp market — in a fully competitive environment where they earn every dollar.In this episode:- Why risk tolerance is the real foundation of innovation — and how to build it before anything else- How Montana State Fund reduced 27,000 annual policy cancellations by two-thirds — without a single new technology- The people-first shift that brought claims turnover from 40% down to 4.5%- Building a culture where frontline employees have genuine FOMO about AI and innovation projects- What it means to be strategic in an industry full of shiny objects- The world's first workers' comp regulatory sandbox — and what it could unlockKey Quotes:"I'm not into norming. I'm into storming.""Risk is an opportunity for gain or for a loss.""Nonprofit is not a business model.""Strategy is an integrated set of choices.""This is an industry worth hanging out in."Timestamps:07:53 — The 20-sided dice: why insurance attracts multi-disciplinary thinkers15:12 — "I'm not into norming. I'm into storming." — Holly's leadership philosophy19:30 — Cancel cancellations: solving a 27,000-policy problem without technology23:57 — From 40% turnover to 4.5% — the people transformation at Montana State Fund27:04 — The FOMO effect: building a culture where everyone wants in on AI35:51 — Firefighter training injuries reduced from 50% to zero — the predict-and-prevent model in action

From time to time, we'll re-air a previous episode of the show that our newer audience may have missed. During this episode, Santosh is joined by Graham Scott, Vice President of Procurement at Jabil, a global manufacturing solutions provider that designs, produces, and delivers a wide range of electronic products and supply chain services for industries including healthcare, automotive, aerospace, and consumer electronics. Santosh and Graham explore the evolving landscape of supply chains, focusing on electronics manufacturing and semiconductors. Key topics include the complexities of managing a large supplier base, the balance between supplier diversification and consolidation, and the impact of geopolitical factors and tariffs. Graham highlights the challenges in the semiconductor supply chain, the necessity for continued investment, and the transformative potential of AI in procurement. The episode underscores the importance of adaptability, strategic supplier relationships, and so much more. Highlights from their conversation include: Graham's Background and Journey to Jabil (1:32) Overview of Jabil (2:33) Graham's Role in Procurement (3:43) Supplier Base Complexity (7:57) Resilience in Supply Chain (9:44) Challenges of Geopolitics (11:56) Future of Procurement with AI (13:52) Trends in Electronics Manufacturing (15:11) Semiconductor Supply Chain Overview (18:55) Concerns in Mature Technologies (22:49) AI in Procurement (25:51) Data Mining and Negotiations (27:03) Rapid Fire Segment to Close (29:04) Final Thoughts and Takeaways (30:32) Dynamo is a VC firm led by supply chain and mobility specialists that focus on seed-stage, enterprise startups. Find out more at: https://www.dynamo.vc/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of the ProcureTech Insider Startup of the Week, host Jyothi Hartley speaks with Ricky Ho, Co-Founder and CEO of SourceReady, about how AI and big data are transforming global supplier discovery and sourcing strategy. SourceReady is building an AI-powered sourcing platform designed to automate the most time-consuming parts of the sourcing process – from supplier discovery to quote comparison and risk analysis. With access to 1.2 million suppliers across 100 countries, the platform helps procurement and sourcing teams uncover new suppliers, analyze risk, and streamline supplier communication. Ricky shares how his background in a family textile business and his experience building and selling a supply chain startup led him to create SourceReady. Together, they discuss the limitations of traditional supplier directories, the growing complexity of global sourcing, and how AI agents can help procurement teams focus on strategy rather than manual tasks. Links: SourceReady Provider Profile Download the 2025-26 ProcureTech100 Yearbook Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Organ procurement and transplant surgeries are among the most unique and emotionally powerful cases the OR team may encounter. And while they may not happen often, or in every facility, when they do occur, preparation, collaboration, and advocacy matter more than ever. In this First Case Articles-On-The-Go, Lindsay Joyce, MSN, RN, CNOR, walks through the Top 10 things perioperative teams should know about organ procurement and transplant, from understanding the role of visiting procurement teams and honoring donor consent, to managing complex multi-team procedures and the intense coordination required for life-saving transplants. Tune in to discover how to prepare for the organ procurement and transplant procedures. ------- Articles On-the-Go presents perioperative insights from written articles in a creative, easy to listen, audio format. Think audio book, meets busy Operating Room professional! #operatingroom #transplant #ornurse #nurse #scrubtech

Today, Eric addresses the uncertainty we're experiencing in the world. Uncertainty has become the new normal, and our industry has shifted fundamentally with buyers being more cautious, procurement tighter than ever, and AI reshaping how we work. However, that uncertainty also provides opportunities. Our Industry Has Changed Permanently You must be cautious about every buying decision. Procurement teams are asking tougher questions. AI is transforming how work gets done. At the same time, as technology increases, so does the desire for real human connection. With many owners retiring and no clear successors in place, consolidation is creating space for those who are prepared. There is disruption, but there are also real opportunities. A Fragile  Business If everything in your business relies on you, the business is vulnerable. Tough markets reveal when revenue is inconsistent, messaging is unclear, or too much income depends on one client. They also show when the owner has become the bottleneck. A business that can perform well only when conditions are easy is not well-structured. It is running on momentum. Building it as if you might sell it one day forces you to delegate, build stronger systems, and create long-term stability. Clarity Clarity is your competitive advantage. Uncertain times expose weak positioning, unclear offers, revenue concentration, and emotional decision-making. If you cannot quickly explain who you serve, the problem you solve, and why you're different, you will struggle when budgets tighten.  Emotional Reactions Undermine Growth When pressure rises, it's easy to react. Panic marketing, heavy discounting, agreeing to everything, overworking, or avoiding financial reviews may feel productive, but they erode value. Operating in survival mode replaces strategy with short-term fixes. And hope, no matter how positive, is not a viable financial plan. Five Non-Negotiables Five areas deserve consistent attention: financial clarity, focused positioning, a predictable revenue engine, disciplined time management, and emotional control. Those are leadership fundamentals, and when they are strong, uncertainty becomes manageable. Financial Clarity Know your monthly break-even. Know your six-month runway. Understand your cash flow forecast and your pipeline. Review your KPIs weekly. You don't have to prepare every report yourself, but you must understand the numbers. When you know where you stand, uncertainty loses much of its power. Focused Positioning Generalists struggle in tight markets. Be clear about who you serve, the problems you solve, and why your experience makes you the right choice. If you can explain your positioning confidently in 30 seconds, you're already ahead. Clear positioning attracts the right clients and filters out the wrong ones. A Predictable Revenue Engine Referrals are valuable, but they are not enough for consistent growth. Track your indicators, your calls, meetings, proposals, conversion rates, and follow-ups. Put simple systems in place so the business does not rely solely on your personal energy. The less the day-to-day business operations depend on you, the more valuable and sustainable the business becomes. Blocking Time Block time for revenue-generating work. Block time for strategic thinking. Block time to review your numbers. Block time for team alignment and mentorship. If growth matters, it needs space in your calendar. Calm Is Contagious Your team and clients take their cues from you. When you remain calm and steady, they feel reassured. When you react emotionally, your instability spreads. Entrepreneurship will always have its highs and lows. Calm, steady leadership creates confidence in any situation. A 30-Day Reset Audit your financial runway. Clean your pipeline and assign realistic probabilities. Clarify your core offer in one sentence. Remove at least one low-margin distraction. Schedule weekly CEO time. Small, consistent structure creates meaningful momentum. Conclusion Uncertainty is a reality, and consolidation is accelerating. Those with structure, clarity, and discipline will benefit; those without them will struggle. Whether you run a solo business or lead a large team, processes, financial visibility, and calm leadership are essential. Focus on what you can control, build the structure, and keep moving forward. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

In boardrooms across the world, the tone of executive conversations has shifted. Where once the dominant themes were growth, expansion and digital transformation, today the language is more cautious: resilience, cost control, supply risk, and operational visibility. The global economy is entering one of those periods where volatility becomes the defining feature rather than the exception. Inflationary pressure, supply chain disruption, energy shocks, and geopolitical fragmentation have created an environment in which corporate leaders are being asked to do something extremely difficult: spend less, but operate smarter. For many organisations, the largest opportunity to accomplish this goal sits in a place that historically received far less executive attention than product, finance, marketing or sales – procurement. Procurement has traditionally been viewed as an operational function tasked with negotiating prices and managing supplier relationships. But that perception is increasingly outdated. In an era defined by supply chain fragility and cost scrutiny, procurement is rapidly emerging as one of the most strategic levers available to the modern enterprise. And at the heart of that transformation lies a new generation of source-to-pay procurement platforms that promise something executives have long struggled to achieve: real-time control over how money actually leaves the business. When companies experience economic headwinds, the first instinct is usually to freeze hiring or cut discretionary spending. While those actions may deliver short-term relief, they rarely address the deeper structural problem – a lack of visibility into where capital and operational expenditure are truly going. Many large organisations still rely on fragmented purchasing systems, spreadsheets, email approvals and manual invoice processing. The result is predictable: hidden spending, duplicated suppliers, inconsistent contract compliance and a procurement function that struggles to provide accurate insight into enterprise wide expenditure. Source-to-pay technology is designed to eliminate that opacity. A modern source-to-pay platform integrates every stage of the procurement lifecycle into a single digital workflow, beginning with supplier discovery and strategic sourcing and continuing through contracting, purchasing, invoicing and payment. Instead of procurement existing as a patchwork of disconnected processes, the entire spend ecosystem becomes structured, trackable and measurable. This shift is particularly powerful when it comes to capital expenditure. Capex decisions often involve large, multi-departmental investments, infrastructure upgrades, manufacturing equipment, technology deployments that can stretch across months or even years. Without centralised visibility, organisations frequently underestimate the long-term financial impact of these commitments or fail to capture economies of scale when negotiating with suppliers. Source-to-pay systems introduce discipline into these decisions by standardising approval processes, linking procurement activity directly to financial planning, and capturing every data point associated with the investment. Executives are no longer forced to rely on retrospective reporting to understand capital allocation. Instead, they can evaluate spending patterns as they emerge, allowing finance leaders to align procurement activity more closely with strategic priorities. Operational expenditure presents a different but equally challenging problem. OpEx tends to accumulate gradually through thousands of small purchasing decisions made across departments. Software subscriptions, consulting engagements, marketing services, office equipment, logistics contracts, individually these costs may appear modest, but collectively they can represent a significant portion of an organisation's annual budget. The challenge is not simply the magnitude of the spend but the fragmentation of the data surrounding it. In many compan...

"The winners will be the people who make it happen themselves. The losers will be the ones that just bury their heads in the sand." - Andrew Daley, Managing Director, Digital Procurement and Supply Chain at Edbury Daley The AI revolution is transforming procurement faster than ever before. Whether you're upskilling your team or rethinking your operating model, the choices you make now will set the pace for your entire function tomorrow. In this episode, Andrew Daley, Managing Director of Digital Procurement and Supply Chain at Edbury Daley, returns to share what he's seeing on the front lines of talent acquisition and digital transformation.  He explains why intellectual curiosity is the most sought-after trait in the AI era, how leading CPOs are shifting their strategies, and what separates thriving professionals from those at risk of being left behind. His advice: don't just keep up… get ahead. Andrew's practical perspective and new research data will spark ideas for every procurement leader ready to make their mark. In this episode, Andrew covers: How to identify the mindset that sets top procurement talent apart in an AI-driven world What leading organizations are (and aren't) doing to upskill their teams How AI-driven change will impact future operating models New survey data on AI adoption and readiness in procurement Actionable advice for building an AI-capable team Links: Andrew Daley on LinkedIn Building a 'Dream Scenario' of Procurement Excellence Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Episode Description Most interior designers assume they need more clients, more marketing, or higher design fees to increase their income. But often the real issue is something much simpler. Their process. In this episode, Michelle Lynne breaks down where interior design firms quietly lose money through unstructured discovery, unlimited revisions, procurement administration, underpriced phases, and furniture margins that are far too small. These "small" decisions can easily add up to $30,000–$50,000 or more in lost revenue each year. The good news is that fixing these leaks doesn't require more clients or more work. It requires a better structured process. Michelle walks through the most common revenue leaks she sees when reviewing design firms and explains how a few strategic adjustments can dramatically improve profitability. If you've ever felt busy but underpaid, this episode will likely show you exactly why. In This Episode • Why most interior designers don't actually have a pricing problem • How unstructured discovery quietly costs designers hours of unpaid work • The real financial impact of unlimited revisions • Why procurement administration is one of the most misunderstood parts of design • The difference between furniture markup vs margin • Why a 42% furniture margin should be the minimum standard • How scope creep disguises itself as "good client service" • Why designers often underprice concept development and vendor coordination • The missing project management phase many designers forget to charge for • How small process adjustments can add $39,000+ in recovered revenue Today's Episode Covers The Hidden Revenue Inside Your Process Many designers believe growth comes from adding more projects. But often the fastest way to increase income is simply tightening the process around the work you are already doing. Michelle explains how design firms frequently absorb work unintentionally through discovery calls, revisions, and project coordination. The Furniture Margin Mistake Costing Designers Thousands One of the largest revenue leaks Michelle sees is incorrect furniture pricing. Many designers sell furnishings at cost plus 20–30%, which results in extremely small margins. In this episode, Michelle explains why profitable design firms typically maintain a minimum 42% margin (about a 75% markup) and how that margin supports procurement labor, risk, and operational infrastructure. Scope Creep Disguised as "Client Service" Interior designers naturally want their clients to feel supported. But when boundaries aren't clearly defined, designers often absorb additional work in the name of service. Michelle explains why defining phases, deliverables, meetings, and revision limits protects both the client experience and the designer's income. The Small Process Adjustments That Change Everything Michelle walks through a simple example showing how three small adjustments can dramatically improve revenue: • Paid strategic planning phase • Structured revision cycles • Procurement or project management fees Together, those changes alone can add nearly $40,000 in revenue annually without adding more clients. Links Mentioned in This Episode Design Revenue Audit Find the $50K hiding inside your process: https://thedesignbakehouse.com/design-revenue-audit Lead Lab https://thedesignbakehouse.com/lead-lab Private Coaching https://thedesignbakehouse.com/private-coaching Instagram https://www.instagram.com/thedesignbakehouse/ About the Host Michelle Lynne is the founder of ML Interiors Group and The Design Bakehouse, where she helps interior designers build profitable, sustainable businesses. Through her design firm and coaching programs, Michelle works with designers across the U.S. and internationally to refine pricing, process, and business structure. Her work has been featured in Forbes, Martha Stewart, Southern Living, Apartment Therapy, The Spruce, Modern Luxury, Luxe Interiors + Design, Dallas Morning News, and This Old House. Subscribe & Review If you enjoyed this episode, make sure you're subscribed to Designed for the Creative Mind so you never miss a conversation about the business side of interior design. And if this episode helped you rethink your pricing, process, or profitability, leaving a quick review helps other designers discover the show.

In this episode of the Supply Chain Ambassador Podcast, host Bruno sits down with Christine Lamarche, Director General of Procurement, Material Management and Asset Management at the Royal Canadian Mounted Police (RCMP). Christine shares her career journey from FSWEP student to executive leadership, offering insights into procurement, supply chain management, and the critical role of material management in government operations. Her team supports major national programs including the RCMP National Fleet Program, Policing Assets Program, and procurement service delivery across Canada.

The startup, co-founded by Tesla and Apple alumni, has sold nearly 1,000 of its motorbikes so far. Also, AI procurement startup Lio announced a $30 million Series A in a round led by Andreessen Horowitz. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Hosts Megan Beaver and Savanna Williams talk to Rachel Park and Lisa Umans about the regulation of the organ procurement industry, recent congressional interest in the space, and the latest updates from the Centers for Medicare and Medicaid Services (CMS).  This podcast episode features the following speakers: Rachel Park is a senior counsel in Crowell & Moring's Washington, D.C. office and a member of the firm's Health Care Group. She advises clients on a wide array of health care matters, including Medicare and Medicaid reimbursement, managed care litigation, and health care fraud investigations and oversight. Prior to joining Crowell, she served for 24 years at the U.S. Department of Health and Human Services (HHS), most recently as principal deputy general counsel, the highest-level nonpolitical appointee in the HHS Office of the General Counsel.  Lisa Umans is a partner in Crowell & Moring's New York office and a member of the firm's White Collar and Regulatory Enforcement group and Financial Services group. She represents large institutional clients and individuals in federal and state regulatory and criminal investigations conducted by grand juries, congressional committees, and domestic and international law enforcement and regulatory agencies including the Department of Justice's Criminal and Antitrust Divisions, U.S. Attorney's Offices, Securities and Exchange Commission (SEC), the Commodity Futures Trading Commission (CFTC), the Financial Industry Regulatory Authority (FINRA), and various State Attorneys General. Payers, Providers, and Patients – Oh My! is Crowell & Moring's health care podcast, discussing legal and regulatory issues that affect health care entities' in-house counsel, executives, and investors.

At its peak, iRobot generated nearly $1.6 Billion in annual revenue, and by 2022 Amazon believed the company was worth $1.7 Billion. By just a few years later, the company that pioneered consumer robotics would file for Chapter 11 bankruptcy. The company that ultimately took ownership of iRobot wasn't Amazon or another Silicon Valley tech firm or even a U.S. competitor. It was the company's own overseas contract manufacturer. How does a company go from being a pioneering leader in robotics to being owned by the very supplier that once built its products? The answer is a story about regulation, supply chains, debt, competition, and unintended consequences. In this episode of the Art of Supply podcast, Kelly Barner covers: The rise of iRobot and the creation of the Roomba line of vacuums Amazon's $1.7 Billion acquisition attempt — and why global regulators blocked it How financial pressure, debt, and supply chain decisions reshaped the company, right into the ground And how iRobot ultimately ended up owned by its largest manufacturing partner Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Procurement's incentive problem doesn't stop at the contract. It gets worse after signature. In this Phil-Ins episode of "Buy: The Way…To Purposeful Procurement," Rich Ham and Philip Ideson are joined by Kelly Barner to unpack three "Buy Laws" at once, mainly because they're inseparable in practice. First: count only what hits the ledger. If the value doesn't show up in actuals, it doesn't count. That means moving procurement out of the projection business and into the results business… where the CFO lives. Second: stop counting only the good. The status quo lets category managers rack up credit for isolated wins while bad outcomes quietly pile up elsewhere. Procurement can't become more credible (or more strategic) if the scoreboard only records highlights. Third: fund a validation function. If you're going to demand that outcomes be real, you have to resource the work that proves it. Validation isn't optional. It's the bridge between negotiation and execution, the place where contract adherence, leakage, "technically compliant but avoidable" spend, and invoice-level reality either confirm the deal… or expose the fiction. Along the way, the conversation also confronts the uncomfortable tension at the heart of all three Buy Laws: procurement can't control everything that drives financial outcomes. But that can't be an excuse to keep rewarding imagined savings. The answer is a healthier system altogether, which should include clear carve-outs, smarter attribution, and a consistent discipline of asking the simplest kinds of questions procurement too often avoids: "this was supposed to be 12… so why is it 15?" If procurement wants to claim value, they have to stay involved long enough to validate it, and build a measurement system strong enough to survive contact with reality. Links: Rich Ham on LinkedIn Learn more at FineTuneUs.com  

The episode centers on the federal government's evolving approach to AI vendor governance, underscored by the recent directive from President Donald Trump for federal agencies to halt the use of Anthropic's AI technology. This shift follows the Pentagon's termination of its relationship with Anthropic over the company's refusal to relax contract restrictions around citizen data and autonomous weapons, ultimately resulting in Anthropic being designated as a “supply chain risk” by Defense Secretary Pete Hegseth. For MSPs and IT providers serving federal and SLED clients, this designation functions as an immediate procurement barrier rather than a negotiable label, directly impacting vendor eligibility and contract continuity. Contextually, 70% of federal agencies are reassessing their use of AI tools amid fluid regulations and heightened concerns around transparency and accountability, according to recent reports. The National Institute of Standards and Technology (NIST) has launched the AI Agent Standards Initiative, but enforcement is several years away, with only a request for information planned by March 2026. In parallel, a diplomatic initiative led by Secretary of State Marco Rubio opposes international regulations on foreign data handling, though this stance does not supersede foreign law, creating a complex compliance landscape, especially for multinationals. Meanwhile, the U.S. Supreme Court's refusal to hear an AI copyright case reaffirms the lack of copyright protection for purely AI-generated works. The episode also discusses OpenAI's agreement with the Pentagon, described by CEO Sam Altman as "rushed," and criticized for permitting domestic surveillance under flexible legal interpretations. Public and employee backlash prompted OpenAI to revise contract terms, but critics argue essential permission structures remain. Anthropic's rollout of an AI migration feature during this period is flagged as a compliance event, raising risk when transferring data histories across vendor boundaries without audit or logging. Notably, consumer responses to AI vendor practices—evidenced by surges in Claude signups and ChatGPT uninstalls—are now influencing enterprise technology procurement as values-based purchasing enters the operational conversation for service providers. Operationally, the lack of a stable legislative or regulatory framework means MSPs and their clients face rapidly shifting governance through contract terms and procurement policy rather than law. The episode cautions that vendor selection cannot be guided by assumptions of ethical safeguards in provider policies or by default transitions to alternative vendors such as OpenAI, whose legal standing remains unsettled. Key recommendations include auditing client environments for exposure to designated supply chain risks, refraining from rigid vendor integrations, updating contractual IP language in light of the absence of AI copyright, and maintaining ongoing awareness of governance developments. Multi-vendor strategies and adaptable compliance positions are identified as essential risk mitigation practices in an environment marked by administrative fiat and reactive vendor positions. Three things to know today 00:00 Anthropic Blacklisted After Rejecting Pentagon's Autonomous Weapons Data Demands 04:58 OpenAI Wins Federal AI Contract Anthropic Refused, Then Rewrites It Under Pressure 07:38 Anthropic Outages Hit as Claude Sign-Ups Quadruple, ChatGPT Uninstalls Surge 295% Supported by: ScalePadSmall Biz Thoughts Community  

Construction projects shouldn't be your biggest stressor — or your biggest money leak. In this episode, Rebecca sits down with construction management expert Renee Biery to talk about: Flat fees vs hourly billing Charging in advance Procurement on renovation projects Allowances and contractor negotiations Liability myths designers believe How construction stabilizes your income If you've ever felt burnt out on renovations or unsure how to price them profitably, this conversation will shift how you think about construction entirely.   Episode Resources: To learn more about Renee Biery visit her website, follow her on instagram and listen to her podcast, The Only Girl on the Jobsite. Episode 158: Managing a Construction Job Site with Renee Biery Episode 256: Live At High Point Market | Money Matters: Expert tips from a profitable business with Renée Biery, Dina Holland & Jamie Merida

For much of the past two decades, procurement has operated in a paradox. It has been entrusted with safeguarding enterprise spend, mitigating supplier risk, and protecting margins, yet it has often been denied the strategic latitude afforded to revenue generating functions. That paradox is dissolving. Artificial intelligence is not simply modernising procurement; it is redefining its mandate. For Chief Procurement Officers and technology buyers, the conversation is no longer about digitisation in the abstract. It is about competitive positioning. AI has moved procurement from operational efficiency to enterprise intelligence. Those who recognise this shift are not merely adopting new tools, they are redesigning how value is created, protected, and scaled. Procurement at an Inflection Point The CPO's remit has never been broader. Inflationary pressure, geopolitical volatility, ESG compliance, cybersecurity risk, supplier concentration, and shareholder scrutiny converge at the procurement desk. Technology buyers, meanwhile, must ensure that every system deployed across the organisation integrates seamlessly, safeguards data, and delivers measurable ROI. In this environment, AI represents something more profound than incremental automation. It is a structural upgrade to how procurement perceives reality. Traditional systems captured transactions. AI interprets them. Where legacy platforms produced reports, AI surfaces patterns, highlighting anomalous spend, forecasting supply disruptions, correlating vendor performance against risk signals, and identifying opportunities hidden within fragmented datasets. The result is a procurement function that moves from retrospective analysis to predictive stewardship. For CPOs, this is not about dashboard aesthetics. It is about boardroom credibility. From Spend Visibility to Spend Intelligence Spend visibility has long been the industry's rallying cry. But visibility alone is insufficient if it remains static. Knowing where money was spent last quarter does little to influence tomorrow's exposure. AI transforms visibility into intelligence. Machine learning models can classify spend automatically, reconcile inconsistent supplier naming conventions, and continuously refine category mapping. More importantly, they can detect patterns human teams may overlook recurring maverick spend, contract leakage, payment anomalies, or supplier dependencies that introduce systemic risk. For technology buyers evaluating procurement platforms, the distinction is critical. The question is no longer whether a system stores data effectively. It is whether it learns from that data, adapts to organisational behaviour, and delivers insights without manual intervention. In an era where procurement teams are expected to do more with less, cognitive leverage is no longer optional. Supplier Risk in an Era of Volatility The last several years have exposed the fragility of global supply chains. Black swan events have become recurring phenomena. Supplier insolvencies, regulatory crackdowns, sanctions regimes, and climate related disruptions can ripple through an enterprise with alarming speed. AI enables continuous supplier monitoring at a scale no human team could replicate. By aggregating financial indicators, news sentiment analysis, compliance data, and operational performance metrics, intelligent systems can flag early warning signals before they manifest as operational crises. For CPO's, this shifts the posture from reactive firefighting to anticipatory governance. For technology buyers, it underscores a due diligence imperative: platforms must be transparent about their data sources, model logic, and explainability. AI that cannot articulate its reasoning introduces as much risk as it mitigates. The procurement function's credibility depends on both foresight and accountability. The Ethics of Algorithmic Decision Making As AI systems increasingly influence supplier selection, contract prioritisation, and risk a...

How can take-back programs move beyond compliance to become a primary sales driver and scaling mechanism? In this episode, Daniel Unger, Environmental Sustainability Manager at Johnson & Johnson MedTech Germany, and Michael Leitl, Executive Director at Indeed Innovation, discuss how J&J's collection system solves a core operational problem for its customers: the waste management costs for hospitals. The conversation explores how their take-back program functions as a crucial sales and commercial lever. What you'll hear in this episode: • The function of the take-back program as a Unique Selling Proposition that secures sales and influences procurement. • The major regulatory barriers that block cross-border logistics and the strategic decisions that facilitate rapid market scaling and partner adoption. • The long-term business case and vision for industry-wide collaboration  This episode covers the practical trade-offs and operational shifts required to build a financially and environmentally viable take-back business model, despite regulatory and cost constraints. This is the second episode in the series Irresistible Circular Business, sponsored by Indeed Innovation, the global design and innovation firm pioneering the Circular Economy. The series showcases business practices that deliver irresistible commercial and circular results, with examples from different industries across different R-strategies.

"We compete with people's homes more than we do with other coworking locations because my job is to get people to want to come into my spaces, and that is what I focus on every single day." - Sarah Travers, CEO, Workbar The future of work is unfolding quickly, and procurement leaders who also own real estate decisions can't afford to ignore trends in co-working. Whether you need to unlock flexibility, attract top talent, or better control costs, new workplace models are rapidly replacing traditional long-term leases. In this episode, host Philip Ideson speaks with Sarah Travers, CEO of Workbar, a Boston-based coworking company that has built a flexible, community-focused model for organizations of all sizes. With more than two decades of experience shaping the category, Sarah shares the real reasons organizations pivot from headquarters to hub-and-spoke, how team-share memberships de-risk real estate, and what procurement teams should really look for beyond price per square foot. In this episode, Sarah discusses how to: Evaluate new coworking models to flex with your organization's needs Avoid long-term liabilities by shifting to on-demand and shareable passes Select the right mix of local and global providers to reduce risk Build workplace experiences that go beyond convenience to real engagement Links: Sarah Travers on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Guest: Wing Commander Barry “Patch” Nelson Host: Dave Homewood Recorded: ‎29th of ‎December ‎2025 Released: 1st of March 2026 Duration: 1 hour 15 minutes 26 seconds Have you ever wondered what is involved when a new aircraft type is selected for service in the Royal New Zealand Air Force? In this episode of the Wings Over New Zealand Show, Dave Homewood speaks with Wing Commander Barry “Patch” Nelson on this very topic. Patch was in charge if the Royal New Zealand Air Force team who were responsible for the their part in the selection of the NHIndustries NH90 twin-engined medium utility helicopters, to replace the Bell UH-1H Iroquois fleet; and also the selection of the AgustaWestland A109 Light Utility Helicopters that replaced the Bell 47G Sioux fleet. There is an inordinate amount of work involved in selecting a new type, and a massive number of people from all sorts of government departments and community groups all have an input, as Patch explains. This is a fascinating look into the inner workings of a selection team, deep in the heart of Defence Headquarters in Wellington. The NH90 was selected to replace the Iroquois, and the contract to buy nine NH90-TTH variant helicopters was finalised in July-August 2006. The first and second examples of the fleet, NZ3301 and NZ3302, were delivered on the 6th of December 2011, and deliveries followed as they were built, through till 2014. The fleet became fully operational in 2015, and eight examples now form the backbone of No. 3 Squadron. And additional ninth NH90 is held as an Attrition Airframe. The A109LUH is a lightweight, twin-engined helicopter with a modern glass cockpit and a retractable wheeled undercarriage. The A109s were acquired under a NZ$139 million contract signed in May 2008 for the acquisition of the five A109s, plus an additional A109 airframe to be used as a source of spares, as well as a simulator and a spares and support package. The A109s began arriving at Ohakea in May 2011, and five of them are now are operated by the Helicopter Transitional Unit, No. 3 Squadron RNZAF, at Ohakea. Quick Links: • The Royal New Zealand Air Force • The NHIndustries NH90 helicopter • The AugustaWestland A109 helicopter • NHIndustries Site • Leonardo Helicopters (successor to AugustaWestland) site NH90 Helicopter's depart from Westport during EXERCISE SOUTHERN KATIPO 2017, which is a combined joint and interagency Field Training Exercise focused on developing, exercising and evaluating the New Zealand Defence Force’s ability to project forces anywhere in the South West Pacific and either operate independently or with coalition partners. (NZDF Official Photo) An NH90 and an A109 of the RNZAF together at Wings Over Wairarapa Airshow in 2023. (NZDF Official Photo) One of the RNZAF’s new AgustaWestland A109s, NZ3403, over northern Italy, circa 2010. Agusta-Westland Photo. One of the RNZAF’s new AgustaWestland A109s, NZ3403 over northern Italy, circa 2010. Agusta-Westland Photo. One of the RNZAF’s new AgustaWestland A109s, NZ3403 over northern Italy, circa 2010. Agusta-Westland Photo. The official handover of the first A109’s at the production and flight test facility in Vergiate, north of Milan, Ialy. The group from left to right: SQNLDR Chris Moody, FLTLT Wayne Thomas, WGCDR Patch Nelson, SQNLDR Adam Death, AugustWestland CEO Bruno Spagnolini, F/S Dale Cox and W/O ‘Mario’ Marteletti. Below: NZDF Photos of NH90s in service. Copyright to NZDF Official. NH90 Images Supplied Ex Blackbird was held at Dip Flat Feb 2022. The ex is designed to expose the pilots and crew to flying in mountainous terrain. Exercise Winchester is 3 Squadron exercise which was held in Waiouru. The purpose of this EX was to qualify and re-qualify Air Force personnel in gunnery in helicopters, and uses the 109 and the NH90. The exercise also involved stationary targets for self-defense. Training in the NH90 flight simulator. Exercise Steel Talon is a helicopter crew training activity conducted by 3 Squadron of the Royal New Zealand Air Force. The aim of the exercise is to train NH90 helicopter crews in day and night tactical battlefield operations for conventional forces. Navy personnel assist with the clean up of debri on the streets of Auckland after the major flooding event as part of Operation Awhina. Mayor Wayne Brown took the opportunity to assist. 3SQN and 5 Aviation Regiment crews conduct 131 bty admin move taskings from RAAF Townsville to the Townsville training area. NZDF personnel from the Royal New Zealand Navy, NZ Army and Royal New Zealand Air Force take part in Exercise Talisman Sabre (TS23) across Australia. TS23 is a bilateral, biennial Australian hosted and USA supported combined exercise focused on the planning and conduct of a high end, mid-intensity warfighting scenario. The exercise is designed to improve combat readiness, exercise war-fighting skills and systems, whilst advancing combined staff and force interoperability. The New Zealand Defence Force (NZDF) and its international partners conduct a military assault against a ‘Becaran’ ‘highland militia’ stronghold on the Rainbow Ski-field near St Arnaud in the Tasman district during SK15. The assault was spear-headed by NZ infantry ‘fast-roped’ by Royal New Zealand Air Force (RNZAF) NH-90 helicopters to take the high ground sorrounding the ski-field, and by a combined Australian-New Zealand ANZAC Ready Reaction Force (RRF), utilising Australian Bushmaster Protected Mobility Vehicles, which cleared and secured the rebel base at the ski-field Ex Southern Katipo 2015 (SK15) is a combined, joint, international training field exercise focussed on developing, exercising and evaluating the NZDF's independent amphibious capabilities and ability to project forces anywhere in the South West Pacific. SK15 provides the opportunity to ensure continual preparedness to operate independently or with our coalition partners. The scenario involves a fictional South West Pacific country that has requested international intervention to restore law and order. The scenario allows for an emphasis on amphibious operations within the context of a larger stability and security operation. The following two photos are from Australian Government Defence An NH90 assisting with relief in Australian bushfires, 2019-2020. (ADF Official) RNZAF NH90s operating from a helicopter carrier in Exercise Talisman Sabre 2025. (ADF Official) The music at the end of this episode is Wild Flower by Joachim Karud.

"There are a lot of different ways to hold all of the conspirators who are involved in the effort to intentionally smuggle counterfeit goods into the U.S. and into U.S. systems accountable."  Most modern supply chains are complex, sprawling beasts. Their global scale is highly strategic, but it also creates opportunities for criminal organizations to threaten companies, the Federal government, warfighters, and first responders.  The Government Supply Chain Investigations Unit (GSCIU) was created as the result of a 2022 Congressional request for Homeland Security Investigations to address concerns about the risk of counterfeit components finding their way into U.S. military supply chains. Since then, they have operated as a task force, analyzing interagency information to identify and combat threats to relevant supply chains. Brian Andersen is a supervisory special agent at Homeland Security Investigations Global Trade Division, part of the National Intellectual Property Rights Coordination Center, and the Government Supply Chain Investigations Unit, which he had the opportunity to help build from the ground up. In this episode of the Art of Supply podcast, Brian and Kelly Barner discuss: The priorities of the Government Supply Chain Investigations Unit How they partner with other agencies and private businesses to root out risk within the supply chain and hold criminals accountable What procurement and supply chain professionals should be on the lookout for as warning signs that they have acquired or encountered counterfeit products  Links: Brian Andersen on LinkedIn National Intellectual Property Rights Coordination Center Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

"Sometimes you just need to recognize that getting from the baseline, whatever your baseline, to the next step… that's really significant." - Jyothi Hartley, Director of Digital Enablement, AOP Art of Procurement is proud to launch a brand-new podcast series: the ProcureTech Insider. The procurement technology market is evolving faster than ever, promising exponential transformation. But what actually works in the real world? ProcureTech Insider exists to take procurement leaders and decision makers beyond the hype. In this new series, we will bring you real-world intelligence from practitioners implementing technology, solution providers building next-generation capabilities, and experts and leaders evaluating what delivers impact in practice. In this first episode, Art of Procurement Founder and Managing Director Philip Ideson welcomes Jyothi Harley, AOP's Director of Digital Enablement, to discuss the vision behind the show and to explore what digital transformation can look like inside visionary procurement teams. With more than 25 years of experience across practitioner, transformation, and advisory roles, Jyothi shares why there is no one-size-fits-all blueprint for procurement technology success. Instead of chasing "big bang" transformation, she explains why incremental progress grounded in culture, timing, and organizational readiness often delivers the most sustainable impact. If you're navigating AI buzz, (re)evaluating your tech stack, or feeling pressure to transform faster than your team may be able to absorb, this conversation – and all of those that will follow it – will help you identify your best next step. In this episode, you'll learn: Why there's no universal playbook for digital procurement transformation How to assess your true starting point before investing in new technology Why incremental progress can be more powerful than sweeping change The role culture, adoption, and timing play in successful implementation How AOP's digital enablement practice bridges strategy and execution This episode also marks Art of Procurement's expanded coverage of the rapidly changing procuretech landscape through regular podcast episodes and the ProcureTech100. Links: Download the 2025-26 ProcureTech100 Yearbook Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

General Blaine Holt analyzes China's J-35, noting it uses stolen F-35 designs but suffers from engine unreliability and systemic corruption within Chinese military procurement systems. 10.1793

This week on Off the Shelf, Bill Gormley, president of the Gormley Group, and Alan Thomas, founder of Alpha Tango Strategies, recap the 2025 year in federal procurement and look ahead to 2026. Gormley and Thomas cover a host of topics, including the impact of the Department of Government Efficiency (DOGE), the RFO, consolidation efforts at GSA, the cancellation of CIO-SP4, and the GSA Reseller Request for Information (RFI). They also share their thoughts and analysis on the Revolutionary FAR Overhaul (RFO) with the formal rulemaking looming in 2026. Finally Gormley and Thomas discuss the establishment of the Office of Centralized Acquisition Services (OCAS) in GSA's Federal Acquisition Service. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week on Off the Shelf, Ken Dodds, executive vice president and general counsel for Coalition for Common Sense in Government Procurement, joins host Roger Waldron to discuss some of the most important small business rules impacting procurement. In the wake of the Department of War's memo on pass-throughs and reviewing set-asides over $20 million, Dodds shares his insights on framework and limitations on subcontracting under small business set-asides contracts and the government's corresponding focus when reviewing subcontracts under set-asides and want constitutes a potential pass-through situation. He provides the nuances inherit in these rules that play an understated role in management of small business programs. Finally Dodds gives his thoughts on a host of current procurement topics, including GSA's Reseller RFI, commercial practices and the RFO. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital transformation in procurement has been "imminent" for over a decade, however, Legacy Thinking Is the Real Bottleneck! Boards talk about automation. CFOs talk about control. Procurement leaders talk about value creation. And yet, across industries, source-to-pay (S2P) remains one of the most stubbornly legacy bound functions in the enterprise. The irony? Procurement should be one of the easiest functions to modernize. It is structured, process driven, data rich, and measurable. But in practice, S2P transformation efforts stall, underdeliver, or quietly die after expensive, lengthy and limited implementation cycles. Why? The bottleneck isn't technology. It's legacy gravity. The Hidden Cost of "Good Enough" Procurement Many organizations still operate on a patchwork of: ERP systems and bolt-ons built for another era Email based approvals Manual vendor onboarding Disconnected sourcing tools Excel driven reporting and even pen and paper These systems "work"… in the same way that a fax machine technically still works. The problem is that legacy procurement systems were designed for control and record keeping, not agility, collaboration, or strategic insight. They reflect a time when procurement was administrative. Today, it's expected to be strategic. That shift breaks the old model. Where Source-to-Pay Innovation Gets Stuck 1. ERP-Centric Thinking For years, procurement innovation meant adding modules to an ERP. But ERPs are transactional systems of record, not innovation platforms. They are excellent at posting journal entries. They are poor at enabling dynamic sourcing, supplier collaboration, or real time spend intelligence. Trying to build modern procurement on top of ERP architecture is like building a streaming service on top of a DVD player. 1. Change Fatigue and Organisational Inertia Procurement teams are often overworked and understaffed. Digital transformation becomes "another project" layered on top of operational pressure. Without clear ROI and intuitive user experience, adoption fails. Stakeholders revert to email. Maverick spend returns. The transformation narrative and urgency fades. 1. Fragmented Tool Stacks Organisations frequently assemble S2P capabilities from multiple vendors: One for sourcing One for contract management One for P2P Another for analytics Integration becomes the project. Data reconciliation becomes a full-time job. Innovation slows under its own complexity. 1. Supplier Experience Is an Afterthought Most legacy procurement systems optimize for internal compliance, not supplier usability. Clunky onboarding. Repetitive data entry. Limited transparency. In an era where supplier relationships are strategic assets, this friction is more than inconvenient — it's counterproductive. 1. Procurement Still Seen as Cost Control Perhaps the deepest legacy issue is philosophical. Many executive teams still view procurement primarily as a cost-cutting function. But modern S2P innovation unlocks: Risk visibility ESG traceability Working capital optimization Data driven negotiation leverage Cross functional alignment Actionable game changing business intelligence insights When procurement is framed as a back-office function, investment remains incremental. When it's framed as a strategic value driver, transformation becomes inevitable. What Modern Source-to-Pay Should Actually Look Like True S2P innovation isn't about digitising paperwork. It's about re-architecting the procurement experience. That includes: Consumer grade UX that drives adoption Unified workflows from sourcing through payment Real-time spend visibility Embedded analytics Supplier-first design Automation of approvals and compliance Configurability without heavy IT dependency In short, S2P should feel like modern SaaS, not a compliance portal from 2009, with the UX of teletext from the 1990's. The New Model: Agile, Unified, Intuitive Forward-thinking organizations are abandoning monolithic, ERP bound procurement stacks in favor of flexi...

Procurement Talk welcomes special guests David Morgan and Joshua Byrne to discuss why "Whistleblowing" is so important and the linkages between procurement,  contract management and fraud.  We also discuss the market leading "Whistleblowing" service available through Veremark.

"The procurement and supply chain professions are ever more relevant to the prosperity of nations and to businesses as we go into the future." - Ben Farrell, Global Chief Executive Officer, The Chartered Institute of Procurement & Supply (CIPS) Striking a balance between tradition and disruption is at the top of the agenda for today's procurement leaders. Whether it's shifting global dynamics, technology, or the push for greater influence, the function's boundaries (and its reputation) are up for grabs. Ben Farrell brings a perspective forged in the British Army, major retail, and boardrooms worldwide. Now, as Global CEO of The Chartered Institute of Procurement & Supply (CIPS), he is focused on driving procurement's global profile and advancing the profession for a new generation.  In this episode, Ben shares hard-won leadership lessons and makes his case for a more visible, empowered procurement function. This is a candid conversation about risk, advocacy, and the urgent need to rebrand procurement for the value-driven world. In this episode, Ben covers: Reframing leadership from constraint to empowerment Navigating risk while still pursuing big opportunities Raising the profile of procurement inside and outside of an organization Embracing new technology as a catalyst, not a threat Why CIPS – and procurement itself – may need a new name Links: Ben Farrell on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube

In this episode of Humans of Agriculture, we dive deep into the innovative world of AMPS Agribusiness. Join us as we sit down with Tony Lockrey, a seasoned agronomist and leader who has dedicated decades to the fields of Northern New South Wales. Tony takes us "under the hood" of AMPS's unique, grower-led model that fast-tracks agricultural research from institutions directly into the paddock.We explore how AMPS has built a seamless ecosystem connecting research, agronomy, and commercial supply. Tony shares the fascinating story of Lancer wheat, a variety that became a regional powerhouse thanks to intensive, localised trials. Beyond the science, we discuss the evolving role of an agronomist, the importance of nurturing the next generation through a "job-first" education model, and the unparalleled value of a business owned and driven by the growers themselves.Chapter Markings[0:00] Introduction: AMPS Agribusiness and the Grower-Led Model.[1:15] Tony Lockrey's Evolution: From Technical Specialist to People Leader.[3:45] The Power of Relationships: When Customers Become Family and Shareholders.[5:10] Research in the Ute: Bringing the Lab to the Paddock.[7:20] Managing the Next Generation: Moving Out of the Way for Growth.[9:05] The Lancer Story: How Localised Research Accelerates Variety Adoption.[12:30] The "How-To" Grow Guide: Turning Data into Decisions in One Season.[14:15] The Origins of AMPS: A Response to Declining Institutional Research.[17:00] Commercial Synergy: Linking Supply, Procurement, and Paddock Outcomes.[19:40] Scientific Rigour: 30,000 Plots a Year and Statistical Significance.[22:15] Paddock Geography: Understanding Elevation, Frost, and Time of Sow.[25:30] Developing the "Agronomy Eye": Training the Future of Ag.[28:10] The Changing Face of Education: Work-First, Degree-Second.[31:00] Building a Safe and Cohesive Team Culture.[34:15] The Resilience of Australian Growers: Innovation Born of Necessity.[37:00] Pride in Cohesion: Six Branches, One Mission.[39:30] Upcoming Events: Winter Crop Reviews and Research Membership.

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Is Europe's defense investment wave real, or is it simply venture capital wrapped in a Ukrainian flag?The debate featured Nicholas Nelson, General Partner at Archangel Ventures, and Sebastian von Ribbentrop, Founding Partner at Join Capital.At stake is more than narrative. It is about capability, returns, sovereignty — and the structural future of European capital markets.Until recently, defense investing in Europe was controversial. Many institutional LPs avoided the sector. ESG mandates were interpreted narrowly. Defense was often softened under the label “dual-use.” Russia's invasion of Ukraine changed the landscape. Defense budgets rose. Political rhetoric shifted. Venture capital began flowing into the sector at unprecedented levels.But the central question remains:Is this a structural capital reallocation — or a short-term momentum trade?The debate crystallizes around one fault line: defense-first vs dual-use.Nicholas argues Europe's hesitation to embrace defense-first investing is both strategically and financially misguided. Defense-only startups, he contends, have historically outperformed. Dual-use often dilutes focus by forcing two distinct go-to-market motions. Real capability requires designing directly for the warfighter — not adapting commercial products later. In his view, dual-use in Europe often functions as a reputational hedge rather than a strategy.Sebastian counters that dual-use is not compromise — it is risk management. Advanced technologies can serve both industrial and defense customers without duplicating entire teams. Diversified revenue reduces concentration risk. Non-dilutive defense contracts can substitute late-stage equity rounds in a region where growth capital remains thin. And Europe's comparative advantage may lie less in building vertically integrated primes — and more in dominating high-precision subsystems.As the conversation escalates, it moves beyond product strategy into a deeper structural issue: scale capital. Even where early-stage defense investment has improved, later-stage funding remains limited. Several leading European defense startups have relied heavily on US or Middle Eastern growth capital.Which raises uncomfortable questions:Can Europe build independent defense champions without foreign growth capital?Will its strongest companies inevitably “pick a flag” as they scale?Is fragmentation across 30+ procurement regimes Europe's structural disadvantage?Without coordination at scale, even strong early-stage ecosystems struggle to produce global champions.What's covered:00:30 Framing the question — structural shift or narrative trade?02:00 From taboo to trend — ESG optics and the Ukraine inflection point04:15 Defense-first vs dual-use — the core strategic divide07:30 The defense-first case — focus, procurement alignment, and capability building11:00 The dual-use counterargument — diversification and risk management14:30 Subsystems vs primes — where Europe's advantage may lie18:00 The growth capital gap — reliance on US and Middle Eastern funding21:00 “Picking a flag” — sovereignty vs scale23:30 Procurement fragmentation — 30+ regimes and scaling friction26:00 Final takeaway — Europe's defense future depends on capital conviction and coordination

How could a company worth about $3 Million wipe out more than $17 Billion in transportation market value in a single day? On February 12th, a press release from Algorhythm Holdings, a company that started its life as a karaoke machine manufacturer, announced that its AI-enabled freight platform SemiCab could reduce empty truck miles by more than 70 percent. By midday, major logistics firms were down as much as 20 percent. C.H. Robinson, Landstar, J.B. Hunt, railroads, and airlines all felt the shockwave. If SemiCab's technology works as described, it could reduce waste, lower emissions, and save shippers billions. At the same time, it could compress margins, erode pricing power, and expose just how much excess capacity the freight market really has. In this episode of the Art of Supply podcast, Kelly Barner covers: The sequence of events: how a small-cap AI announcement triggered a historic sell-off The claims behind SemiCab, and how Algorhythm evolved from karaoke to freight tech Why reducing empty or "deadhead" miles (which sounds like unqualified good news) could actually hurt incumbent logistics firms Links: Kelly Barner on LinkedIn Art of Supply LinkedIn newsletter  Art of Supply on AOP Subscribe to This Week in Procurement  

Register for the LIVE GovClose Workshop! Houston TX 25 March 2025https://www.govclose.com/workshopGovClose Certification Overview: https://www.govclose.comMost companies think government funding works like a normal bank account. It does not.The federal government uses strict funding rules tied to appropriation law, fiscal year timing, and what is commonly called the “Colors of Money.” These rules determine whether a contract can legally be awarded, not just whether an agency says it has funding available.In this video, I break down the three-part framework that controls every federal dollar: purpose, time, and amount. You will learn how funding categories like Operations and Maintenance (O&M), Research Development Test and Evaluation (RDT&E), Procurement, and Military Construction (MilCon) impact contract timing, pipeline forecasting, and win probability.I also explain fallout funds and why a large percentage of federal contract obligations happen in Q4. Understanding how funding expires, when agencies identify excess funds, and how experienced contractors position early can change how you build and forecast your federal pipeline.This lesson is based on real acquisition experience and federal spending data patterns. Fall Out FundsThis video is for government contractors, federal sales teams, consultants, and companies entering the federal market who want to understand how government funding actually drives contract awards.Chapters00:00 Why Government Money Is Different From Commercial Money00:45 The Three Rules That Control Federal Spending: Purpose Time Amount02:45 Colors of Money Explained: O&M RDT&E Procurement MilCon03:45 Why Funding Type Determines If You Can Win The Contract04:30 Federal Fiscal Year Timing And Funding Obligation Windows05:45 How Funding Timelines Change Contract Award Timing07:00 Questions Smart Contractors Ask About Government Funding09:30 Why Roughly 40 Percent Of Federal Obligations Happen In Q410:00 Fallout Funds And End Of Year Federal Spending Patterns11:30 How Contractors Position Early For Fallout Funds Opportunities

Procurement's biggest measurement problem isn't that "savings" is incomplete. It's that "savings" has become a substitute for truth. In the first Buy: The Way…To Purposeful Procurement episode of 2026, co-hosts Philip Ideson and Rich Ham unveil the first of the show's new procurement "Buy-laws." It's the one that almost every serious practitioner agrees with, but very few organizations are ready to operationalize: replace savings with defined value. That doesn't mean adding a few extra KPIs in addition to savings. It means removing the word entirely and replacing it with a primary metric that includes verified spend reduction and revenue generation, plus company-specific priorities like emissions reduction, process improvement, resilience, risk reduction, and anything else the business actually cares about.  To help map what this kind of "value" can and should include, Phil and Rich are joined by Omer Abdullah, co-founder of The Smart Cube and co-author of Risk and Your Supply Chain: Preparing for the Next Global Crisis. Omer has spent decades close to the function, advising teams, building intelligence services around procurement decisions, and now working at the intersection of startups, go-to-market strategy, and what he calls a "post-AI" future for procurement. The idea of "post-AI" matters more than it sounds. Omer isn't talking about a world where AI fades away. He's talking about the moment when AI becomes a hygiene factor – embedded, expected, and no longer a differentiator. The result is uncomfortable: once AI takes the transactional load, procurement doesn't automatically become "more strategic." Not unless leaders define what that actually means, what outcomes it should produce, and how to measure those outcomes without defaulting back to the simplest (and most misleading) number on the page. The conversation also goes straight at one of procurement's most corrosive incentives: short-termism. The function keeps making long-term sacrifices for short-term wins because the system asks it to. Rich calls it a "scourge," and Omer lays out what a healthier alternative could look like. He recommends a scorecard that includes in-year expectations, multi-year outcomes that reflect how value compounds over time, and a controlled level of discretionary evaluation to capture the contributions that matter but refuse to sit neatly inside a spreadsheet cell.  Underneath all of this is a truth that the episode doesn't dodge: none of it works without executive support. The CFO and CEO have to buy into procurement's expanded definition of value. Procurement can't wait to be understood; they have to be sold. Procurement is a business within a business, and the C-suite is its most important customer. If leaders don't see the function's potential, it's on procurement to advocate, educate, and prove (through better definitions and better scorekeeping) that the status quo isn't merely outdated. It's actively harmful. Links: Omer Abdullah on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

Every procurement organization wants to add more strategic value to the enterprise—but not every organization needs a full-scale transformation to do so. Listen in as Jake Taylor, Managing Director for ProcureAbility, discusses how leaders can take a choose-your-own-adventure approach to strategic procurement, starting with an unbiased assessment of what's actually broken. From stakeholder misalignment and fragmented processes to outdated systems and unclear success metrics, progress starts with big-picture clarity. Jake explores how to assess whether your organization is ready for a bold transformation—or whether targeted tuning will deliver faster, more sustainable impact while building the business case and executive momentum for a broader future scope. His discussion with Dawn Tiura, CEO & President of SIG will include insights on: Diagnosing the Real Problem: How to move beyond generic improvement goals and clearly identify root causes—across stakeholders, processes, data, capabilities, and technology. Transform vs. Tune Decisions: When a holistic procurement transformation makes sense—and when focused, high-impact tuning is the smarter path. What Makes Transformation Possible: Why a clear business case and executive mandate are non-negotiable for large-scale change, and what to do when they don't exist.

This week at NSTA: The Bus Stop-Executive Director Curt Macysyn welcomes returning guest Matt Jandrisavitz, Partner at RC Kelly Law Associates and counsel to the National School Transportation Association. Matt shares his professional background and reflects on the 2026 NSTA Midwinter Meeting in Fort Lauderdale, including highlights from his legal session, “Covering Your Bases: Safeguarding Special Needs Transportation for Contractors,” and offers practical insight into the legal and risk-management considerations facing school bus operators. The conversation also turns to federal advocacy as NSTA prepares for its annual Bus-In, where Curt and Matt discuss engaging lawmakers on Capitol Hill and the strategic importance of the Under the Hood Exemption for long-term industry stability. He also previews the upcoming MST Committee flash webinar, “Getting Paid: Handling Invoicing & Procurement with School Districts,” explaining why payment processes and procurement compliance are especially relevant today. The duo close the episode with a lighter discussion about joining the NSTA Run Club and where listeners can learn more about RC Kelly Law Associates. Become a podcast subscriber and don't miss an episode of NSTA: The Bus Stop - NSTA Vendor Partners should reach out to us to take advantage of our comprehensive advertising package that reaches your target audience - student transportation professionals!Support the show

In this episode, Donna and Tom sit down with Elena Polansky, Founder of Somerset Solutions Advisory Partners and former Chief Procurement Officer and Vice President of Global Sourcing & Procurement at BioMarin Pharmaceutical, to explore the evolution of procurement from a support function to a strategic value-engine. Elena shares insights from her 25-year career, including over 20 years at Pfizer where she delivered more than $1 billion in cumulative savings. She discusses navigating hidden costs in global sourcing, from geopolitical volatility to regulatory complexities, and the unique procurement challenges within life sciences. Elena also emphasizes the power of curiosity, asking smart questions, and staying open to feedback as essential traits for success in today's dynamic supply chain landscape. Takeaways: Procurement's transformation into a strategic business driver Managing hidden costs and risks in global pharmaceutical sourcing The role of innovation and technology in modern procurement The importance of curiosity and continuous learning Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio: Elena Polansky is a results-driven executive and strategic advisor with more than two decades of experience transforming procurement, operations, and organizational culture across global enterprises. As the Founder of Somerset Solutions Advisory Partners, she focuses on unlocking value through procurement transformation, supplier ecosystem optimization, and strategic advisory support. Her work centers on helping organizations evolve with clarity, confidence, and measurable impact. Before launching Somerset Solutions, Elena served as Chief Procurement Officer and Vice President of Global Sourcing & Procurement at BioMarin Pharmaceutical, where she established a centralized global sourcing function. Under her leadership, the team harmonized tools and processes, strengthened sourcing capabilities, and exceeded savings targets. Elena spent 20 years at Pfizer, advancing through multiple senior leadership roles in Global Sourcing and Global Supply. She delivered more than $1 billion in cumulative savings across direct and indirect categories and led the Internal Medicines External Supply organization, overseeing a global network of 50+ contract manufacturers producing 1,500+ SKUs. Her leadership ensured supply continuity, quality, and agility across diverse and highly regulated supply ecosystems. Elena began her career in consulting, leading strategy development, technology implementations, and change management initiatives for clients in the manufacturing and distribution sectors. At Andersen, she executed ERP implementations and software selection engagements; at Proxicom, she shaped digital strategy for a global bank and led the design of an internal knowledge management platform that improved collaboration and firm-wide efficiency. Elena is a proud Penn State alumna, holding a BS in Business Logistics and International Business from the Smeal College of Business. She resides in New Jersey with her husband—also a Penn State graduate—their two children, and their two dogs.

In this episode, Matt sits down with Greg Mehfoud, Head of Procurement at Twenty/20 Management, to unpack what really happens when you cross the line between operations and the vendor side in senior living.Greg shares what surprised him most about SaaS sales, what operators often misunderstand about vendors (and vice versa), and how procurement isn't about being sold — it's about stewardship. The conversation dives into purchasing power, relationship-driven growth, and why clarity around priorities is the missing piece in most vendor-operator conversations.If you've ever felt tension between “the dark side” and operations, this episode brings nuance, humility, and practical insight to the table.Guest Bio:Greg Mehfoud is the Head of Procurement at Twenty/20 Management, where he leads strategic purchasing and vendor partnerships across the organization's senior living communities. With experience on both the operations and SaaS vendor sides of the industry, Greg brings a rare dual perspective to procurement, sales relationships, and long-term growth strategy. He is passionate about stewardship, operational excellence, and building vendor partnerships that truly enhance resident and team member experiences.Timestamps01:35 – Pants shopping, friendship, and career pivots03:25 – Why Greg left operations for SaaS sales05:46 – The biggest surprise about being on the vendor side08:00 – Missing the impact of day-to-day operations10:41 – How vendor “wins” add up at the community level12:05 – What procurement really means (hint: it's not about being sold)14:13 – Purchasing power, stewardship, and due diligence16:00 – Calling out fluff: integrations, transparency, and hard questions18:00 – Building trust between vendors and operators20:11 – What each side misunderstands about the other23:39 – Stop stringing vendors along (and vendors, respect operator time)25:50 – Advice for anyone considering crossing sides

"Procurement is what you make of it. It can be a bargain basement function at some firms, but it's also becoming more strategic. We have to take a more holistic, integrated view of things and try to understand the big business problems we can help solve and then offer a business solution, not just a procurement solution." – Amit Saronwala, VP, Global Indirect Supply Management, Medtronic Procurement leaders in healthcare are feeling the heat: innovation cycles are tightening, supplier bases are vast, and new pressures on cost and cash flow are here to stay. So how do you build more agile, high-performing procurement teams without adding complexity or burning out your people? In this episode, Philip Ideson speaks with Amit Saronwala, VP of Global Indirect Supply Management at Medtronic, and Jeremy Lappin, CEO of Candex. Amit draws from his clinical experience and deep commercial expertise to share how Medtronic is recasting procurement's role by focusing on smarter supplier segmentation, business-centric metrics, and technology that makes friction disappear. Jeremy adds perspective from supporting global procurement teams at scale, revealing where automation and analytics can create breathing room for strategic work. This conversation takes a candid look at how one of healthcare's biggest names is making indirect procurement a critical lever for business value and what it takes to bring suppliers and stakeholders on the journey. In this episode, Amit and Jeremy discuss how procurement can: Set a clear line for strategic vs. transactional suppliers… and stick to it Speak "business" (not just "procurement") to increase influence with stakeholders Automate low-risk, high-volume purchases to free up valuable talent Choose tools that require little or no change management for smoother adoption Redefine procurement's core skillset for the next five years Links: Amit Saronwala on LinkedIn Jeremy Lappin on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

In this episode of WHAT THE TRUCK?!?, host Malcolm Harris dives into the latest headlines and industry shifts defining the logistics landscape in early 2026. The episode features two deep-dive conversations with experts representing different facets of the supply chain—from the driver's seat to the executive suite. Frontline Perspectives with Avante Jackson: Known as CDL Shorty, Jackson shares his journey as a heart transplant recipient turned instructor. He discusses the critical need for driver mentorship, the realities of the current pay and respect gap, and his advocacy for improved safety standards like underride guards. Strategic Insights with Nathan Adams: The VP of Transportation and Procurement at Uber Freight breaks down how recent winter storms (Fern and Gianna) have disrupted freight flows. Adams provides data-driven insights into tender rejection rates, the tightening of the 2026 market, and how smart shippers are preparing for the upcoming spring surge. ⁠Watch on YouTube⁠ ⁠Subscribe to the WTT newsletter⁠ ⁠Apple Podcasts⁠ ⁠Spotify⁠ ⁠More FreightWaves Podcasts⁠ #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices

Stoke Space has announced an extension of its previous Series D financing, bringing the total amount raised in the round to $860 million. Starcloud has revealed plans to launch Amazon Web Services' AWS Outposts to space. Eutelsat has signed for €1bn Export Credit Agency financing for the procurement of satellites for its OneWeb constellation, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Be sure to follow T-Minus on LinkedIn and Instagram. T-Minus Guest Our guests today are Stacey Connaughton and Jon Ferency from Purdue University.  You can find out more about Purdue University's Space Policy, Science, and Technology Symposium on their website. Selected Reading Stoke Space Technologies Extends Previously Announced Series D Financing to $860 Million Starcloud to launch AWS Outposts hardware in space, aims to deploy fleet of 88,000 satellites Eutelsat Signs Almost €1bn in Export Credit Agency Financing for the Procurement of LEO Satellites for its OneWeb Constellation China moves toward manned lunar landing with Long March-10 rocket test - CGTN Alpha FLTA007 2026 International Day of Women and Girls in Science- UNESCO Share your feedback. What do you think about T-Minus Space Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of WHAT THE TRUCK?!?, host Malcolm Harris dives into the latest headlines and industry shifts defining the logistics landscape in early 2026. The episode features two deep-dive conversations with experts representing different facets of the supply chain—from the driver's seat to the executive suite. Frontline Perspectives with Avante Jackson: Known as CDL Shorty, Jackson shares his journey as a heart transplant recipient turned instructor. He discusses the critical need for driver mentorship, the realities of the current pay and respect gap, and his advocacy for improved safety standards like underride guards. Strategic Insights with Nathan Adams: The VP of Transportation and Procurement at Uber Freight breaks down how recent winter storms (Fern and Gianna) have disrupted freight flows. Adams provides data-driven insights into tender rejection rates, the tightening of the 2026 market, and how smart shippers are preparing for the upcoming spring surge. Watch on YouTube Subscribe to the WTT newsletter Apple Podcasts Spotify More FreightWaves Podcasts #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices

"Now with agentic AI, RFPs are becoming and will become even leaner, and they'll cut to the chase a whole lot faster. There'll be a lot less fluff." - Barri Horn, Director of Product Marketing for AI for SAP Ariba and SAP Fieldglass' strategic procurement portfolios AI is reshaping the RFP process, but smart procurement leaders know they have to think beyond speed or efficiency drivers and, instead, reimagine the value they deliver. As teams turn to AI to break free from past challenges, the question isn't if change is coming, but how to capture its advantages while managing risk, trust, and adoption. In this episode, Philip Ideson speaks with Barri Horn, Director of Product Marketing for AI for SAP Ariba and SAP Fieldglass' strategic procurement portfolios, to dig into what's truly changing in the world of RFPs, why agentic AI is different from yesterday's tools, and how procurement can use new technology without losing stakeholder trust.  Expect practical, leader-level guidance for running better RFPs and rolling out AI that sticks. Barri discusses workflows, pitfalls, and organizational mindsets that separate successful AI adoption from failed pilots: How to streamline repetitive RFP tasks with AI so teams can focus on insight Asking smarter, market-driven questions without overwhelming suppliers Aligning AI "autonomy" with procurement's risk comfort level Building trust and credibility through transparency and foundational training Resetting and rebooting change programs to support adoption Links: Barri Horn on LinkedIn Subscribe to This Week in Procurement Subscribe to Art of Procurement on YouTube  

Sellers fear procurement because it often brings price pressure and delays. In this episode, Brandon explains what procurement teams actually optimize for, why sellers lose leverage when they disengage, and how uncertainty turns price into the only negotiation lever.You'll learn how to pre-wire procurement early, reframe value without sounding defensive, protect margin through smart trade-offs, and keep deals moving while contracts are reviewed. If procurement keeps slowing or shrinking your deals, this episode gives you a clear, confident playbook to handle it right.

This was one of those panels that quietly preached what I love most: front-load intelligence and shorten the journey of a project.