ASIA part of the senior management committee , something he feels enables him to change the perspective of procurement . One of the key changes that he has implemented , in order to measure the success of this strategic transformation , is the addition of optimising the supply chain and procurement management as the Group ’ s key performance indicators .
What this does is present a challenge that Mohamad must continue to overcome ; continue to demonstrate to stakeholders the true value of the new procurement model in contributing positively to the Group ’ s profitability .
“ I need to continue to show how procurement can assist our marketing team on speed to market with competitive product and services ,” he says . “ This can then ensure that our suppliers can fully apprise on the overall objective of our new procurement model .”
TM ’ s transformation journey began in 2013 , overseen by Mohamad ’ s predecessor . Mohamad took over in 2015 and immediately worked across the Group on
understanding the already identified gaps in the Company ’ s basic procurement function .
These gaps allowed TM to anchor its transformation with three key pillars ; value creation and expansion , responsive to business dynamics and speed in procurement process and execution .
The pillars will enable TM to implement a best-in-class procurement model , but any transformation journey is not without challenge .
For Mohamad , he views challenge as an opportunity to continue pushing forward .
“ I look across our transformation to date , the results that we can point to , and it gives me the additional adrenalin I need to keep on pushing for better results ,” he says . “ Whilst we have successfully established a cross functional category
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