Podcast interview  

The way we source - Surprising Lessons from Manufacturing on How Supply Chain Disruptions Are Managed, hosted by Sam Jenks from Kodiak Hub. 

2026-04-29

In the podcast episode The Way We Source – Surprising Lessons from Manufacturing on How Supply Chain Disruptions Are Managed, episode 67, I am being interviewed. We discuss how companies handle disruptions in supply chains and which factors in practice determine whether operations continue to function or not.
Below you can read a summary from the interview.

A key insight is that procurement is fundamentally about ensuring that the organization has the materials required to produce. If materials are missing, machines stop, planning fails, and the customer does not receive their delivery. Therefore, procurement and planning are not support functions but business-critical activities. Plans are constantly changing, regardless of how well they are designed, and organizations must accept that flexibility is part of the job. The goal is for around 95% of processes to run automatically, while the remaining 5% requires active decision-making and fast human intervention. Events such as campaigns, pandemics, or delays ahead of product launches clearly demonstrate how quickly conditions can change.

Communication is consistently highlighted as the most important success factor. When changes occur, clarity is often the first thing to disappear. Many organizations are structured so that information flows upwards to management, while coordination between different parts of the business remains limited. This risks turning procurement into an administrative function rather than a strategic partner. How other departments communicate with the procurement team therefore becomes an indicator of organizational maturity. A well-functioning organization requires that the right information reaches the right people at the right time and that everyone remains aligned in the same direction.

The discussion also addresses the question of who the customer actually is. Ultimately, the customer is the person buying the product, but when operations run smoothly, this is rarely considered. It is only when problems arise that organizations must define who to listen to and how priorities should be set. Anything that does not function in the supply chain creates direct costs, making the balance between internal needs and customer value critical.

The interview also highlights the gap between research, education, and practical application. There is extensive research and many theories within supply chain management, but companies often struggle to translate these insights into their own operations. As a result, many opportunities are lost. Students tend to assume that organizations are more structured than they actually are, which means education needs to place greater emphasis on communication, respect for complexity, and practical application. Academia and industry therefore need to learn more from each other.

AI is discussed as a growing tool within procurement. The technology can be highly valuable in areas such as supplier screening, market analysis, risk identification, and preparation for negotiations. However, it is emphasized that AI is only as good as the data it is built on. Poor data quickly leads to greater problems, and effective use still requires expert knowledge. AI is expected to improve ways of working and efficiency, but not replace the need for skilled procurement professionals.

As personal advice, Wilbert highlights the importance of combining theory with practical application and treating communication as an ongoing responsibility. One practical approach is the so-called 131 method: never present a problem without also bringing three possible solutions and a recommended course of action.

Looking five years ahead, there is a clear trend towards increasing automation in procurement—from demand identification to purchase orders and supplier selection. As a result, procurement teams will shift their focus from administration to risk management and process development. It is certainly not a given that future procurement organizations can be managed with fewer people. Rather, employees in procurement organizations will focus on a wider variety of tasks like risk mitigation strategies and the monitoring of supply chains and processes.
In summary, the interview shows that successful supply chain management is not primarily about technology or advanced systems, but about organizational structure, clear communication, and the ability to act quickly when reality changes.

Are you curious to hear the full episode? Click on the link https://open.spotify.com/episode/6WYZDlvis3xwYk6U5aaj3r?si=Z6L837fVT8qsl88I9sSCIA