Smarter Sourcing

Smarter Sourcing

The Smarter Sourcing podcast is dedicated to helping sourcing, procurement, and finance leaders elevate their influence and get their seat at the table. Each episode features conversations with innovative leaders, sharing best practices, lessons learned, and actionable insights you can apply immediately. Whether you’re focused on procurement strategies, supply chain optimization, or aligning financial goals with operational excellence, this podcast will leave you with actionable insights that you can immediately put to work.

  1. EP 40 – Bon Secours' Daniel Hurry on Industry Elevation over Retention in Leadership Development

    HACE 1 H

    EP 40 – Bon Secours' Daniel Hurry on Industry Elevation over Retention in Leadership Development

    Daniel Hurry, President at Advantus Health Partners & CSCO at Bon Secours Mercy Health, helped  justify building Advantus Health Partners to their board by calculating the admin fee equation, then proving they could negotiate better pricing at their scale. Their commercialization strategy was to skip the crowded commodity categories where another contract for gloves or gowns adds no value, and focus on complex operational purchase services and hyper-complex implants where national GPOs have gaps.  Healthcare still lacks universal product codes, which means supply chain leaders can't access the real-time demand planning or behavior modification strategies that retail and energy industries built decades ago on UPC data. Instead, healthcare spawned entire cottage industries for data cleanup and item master enrichment, workarounds that other sectors never needed. Dan's leadership development program, built with Miami University's supply chain school through MBA residencies and internships, has now placed five former team members as chief supply chain officers at other health systems, treating talent development as an industry investment rather than internal retention problem.   Topics discussed: Building Advantus by calculating admin fee equations versus internal operating costs to justify better pricing at scale Commercializing GPOs by targeting complex operational purchase categories and hyper-complex implants where market gaps exist Implementing single-partner category strategies with open-book economics and daily KPI-driven continuous improvement cycles  Addressing healthcare's universal product code gap that prevents real-time demand planning available in retail and energy industries Managing dual chief supply chain officer and GPO president roles through execution excellence despite political and communication challenges Developing supply chain talent through MBA residency programs with Miami University producing five chief supply chain officers Navigating post-merger integration and pandemic disruptions while launching new commercial GPO operations and maintaining ministry focus Shifting supply chain strategy from foundational pricing benchmarks toward utilization management and consumption analytics at point of use

    32 min
  2. EP 39 – Memorial Sloan Kettering’s Matthew Laud on Diversity in Team & Supplier Selection

    HACE 6 DÍAS

    EP 39 – Memorial Sloan Kettering’s Matthew Laud on Diversity in Team & Supplier Selection

    Procurement at Memorial Sloan Kettering Cancer Center requires abandoning traditional sourcing language when working with physicians whose primary concern is patient outcomes, not optimization metrics, but Matthew Laud, Director of Strategic Sourcing & Supplier Management, has figured out the translation. Framing procurement's value into clinical terms creates the trust necessary for physicians to delegate critical supply decisions. His approach centers on connecting procurement capabilities to Memorial Sloan Kettering's mission of eradicating cancer, using the universal impact of cancer as common ground for building stakeholder relationships. In turn, his distinction between good vendors and great partners hinges on suppliers who proactively deliver value beyond contractual obligations, whether through emerging technologies that provide competitive advantages or flexible pricing that redirects savings toward patient care. Matthew implements this through rigorous category management including quarterly business reviews, stakeholder scorecards, and regular rebidding of existing suppliers to drive continuous improvement. He also shares why visiting hospital rooms to see sourced medical devices in use with cancer patients provides fulfillment that recognition and praise never could, reinforcing the tangible connection between vendor negotiations and life-saving treatments. Topics discussed: Translating procurement terminology into clinical language that resonates with physicians focused on patient outcomes Building trust with stakeholders in cancer treatment by connecting sourcing capabilities to the mission of eradicating cancer Distinguishing good vendors who meet basic requirements from great partners who proactively deliver value through emerging technology, flexible pricing, or enhanced capabilities Category management frameworks, including quarterly business reviews, stakeholder scorecards, and regular supplier rebidding to maintain quality while managing costs Overcoming gatekeeper resistance from internal procurement teams through strategic networking at industry summits and tech events Managing sourcing complexity across hundreds of acquired entities with independent sourcing teams and category structures Thriving in procurement's inherent ambiguity by developing complete execution plans from vague, high-level business requests Operating as an unsung hero who finds fulfillment in impact rather than recognition Evaluating emerging AI tools and new vendors through rigorous RFP processes that test capabilities against established competitors Advancing diversity in both internal team composition and supplier selection to reflect the patient populations being served

    31 min

  3. 3 FEB

    EP 38 – Northwestern Medicine’s Gary Fennessy on the Shift to Partnership-Based Healthcare Procurement

    Welcome to the inaugural episode of Smarter Sourcing: Healthcare, with host Eric O’Daffer. Gary Fennessy, VP & Chief Supply Chain Executive at Northwestern Medicine, has been NM's Chief Supply Chain Officer for over 20 years and brings 44 years of industry experience navigating the transformation from a single academic hospital to a multi-site health system. His operational approach during COVID-19 kept Northwestern "two steps ahead of the bear," maintaining full supply availability when other systems faced shortages. That success came from years of building procurement infrastructure and distributor partnerships that most executives overlook until crisis hits. Gary's leadership development philosophy of "throw you in the deep end but never let you drown" has produced chief supply chain officers now leading major health systems, along with multiple CFOs who came up through his finance and operations teams. He identifies shadow supply chain areas like pharmacy and lab as the next major opportunity for cost reduction, noting that indirect spend now delivers bigger returns than traditional medical supply optimization. His candid admission about delegating AI leadership to his team while timing retirement around the next ERP implementation offers a realistic view of generational transition in healthcare supply chain.  Topics discussed: Navigating 44-year healthcare career progression from accounting through finance and operations into corporate leadership  Managing M&A expansion integrating multiple community health systems into academic medical center operations framework Building procurement infrastructure that maintained full supply availability during COVID-19 by staying "two steps ahead of the bear" Transitioning from hard-nosed vendor negotiations to collaborative partnership model with distributors, GPOs, and tech providers Identifying shadow supply chain opportunities in pharmacy, lab, facilities, and indirect spend categories as next frontier for savings Developing leadership talent through "throw them in deep end but never let them drown" philosophy  Delegating AI and rapid technology adoption to next generation while planning retirement timeline around ERP implementation cycles Establishing executive credibility by delivering value through foundational work

    27 min

  4. 23 ENE

    EP 37 – Eric O'Daffer on 3 True Norths for AI Investment, Indirect Spend, & Benchmarking

    Most health systems report supply chain spend in the high teens while industry data confirms it's actually 35-40% of operating expenses, a measurement gap that systematically undermines investment cases to the C-suite. Eric O'Daffer, Executive Producer for Smarter Sourcing: Healthcare Edition, shares why he's convinced the answer to indirect spend isn't another platform but sustained center of excellence expertise: the average $3 billion health system has 2-3 people managing purchase services at a 1:$250 million ratio across 800 categories, and when they get good at sourcing, they get promoted out.  His three true north focus areas reveal where the biggest gaps remain: doubling AI and analytics investment, solving the governance and knowledge retention problem in indirect (which represents roughly 30% of total spend), and creating benchmarking with "unfettered access to data" that counts supply chain the same way. Rather than exhausting failed experiments, Eric argues organizations should lean into entrepreneurial entrants putting focused effort into supply chain. There simply aren't enough companies doing it, and the industry hasn't made it easy for them.   Topics discussed: Measuring supply chain spend accurately by including fully loaded costs instead of GPO-submitted data that undercounts actual expenses Solving indirect spend management through sustained center of excellence expertise rather than platform-only solutions Addressing the 1:$250 million staffing ratio problem where 2-3 people manage purchase services across hundreds of spending categories Implementing "stick-to-itiveness" principle by keeping leaders in roles 5-10 years instead of promoting every 18-24 months Doubling investment in AI and analytics technology while recognizing supply chain is understaffed in wrong areas, not overstaffed Developing definitive benchmarking systems with unfettered access to data that counts supply chain consistently across organizations Leaning into entrepreneurial companies focused on supply chain instead of continuing failed experiments Shifting evaluation from pure sourcing lens to integrated clinical alignment, procurement, logistics, and analytics in equal footing

    39 min
  5. EP 36 - Supplier Data as a Compass, Not a Mirror with Aleck Matambo

    6 ENE

    EP 36 - Supplier Data as a Compass, Not a Mirror with Aleck Matambo

    Aleck Matambo's approach to supplier relationships proved critical during Dell's COVID-era factory relocations. When inventory shortages forced allocation decisions across the industry, suppliers prioritized Dell because of partnerships built long before the crisis. His framework moves beyond transactional cost negotiations to create symbiotic relationships focused on innovation, market insights, and long-term value creation. This partnership model becomes essential during supply chain disruptions, enabling faster adaptation and stronger resilience against geopolitical challenges that continue reshaping global manufacturing. Aleck’s experience at Google reveals that most procurement teams struggle with AI adoption because they lack aligned strategy and change management. Rather than implementing AI tools to improve existing workflows, he advocates for using AI's transformational capabilities to reimagine operating models entirely. The key lies in selecting three to five priority areas, building strong business cases that address change impact, and investing in reskilling so teams view AI as capability augmentation rather than job replacement.  Topics discussed: How e-procurement and e-auctions in automotive achieved 20-30% savings while enabling low-cost sourcing expansion into China. The transition from operator to consultant, bridging the gap between conceptual strategy and practical implementation. Partnering with senior executives to identify how procurement addresses boardroom priorities like innovation, resilience, and growth. Redefining procurement as a strategic enabler rather than cost center through executive partnerships, data-driven decision making, and leveraging AI and digital tools to reimagine workflows and organizational value. Using data as a compass for opportunity identification rather than a mirror for cost savings alone. Building symbiotic supplier relationships that deliver competitive advantages during crises. The balance of trade program where procurement opened doors for sales teams by leveraging supplier relationships that sales didn't have. AI implementation challenges where 85-95% of programs fail to achieve ROI, requiring aligned corporate strategy, prioritized use cases, strong change management, and focus on reskilling rather than replacement. Moving beyond cost-focused metrics to measure total cost of ownership, supplier partnership quality, third-party risk management, and procurement's contribution to organizational resilience and agility during supply chain shocks. Listen on Apple Listen on Spotify Watch on YouTube

    22 min
  6. EP 35 - Lucid Motors' Kriti Jain on Maximum Chaos Creating the Best Transformation Conditions

    19/12/2025

    EP 35 - Lucid Motors' Kriti Jain on Maximum Chaos Creating the Best Transformation Conditions

    Kriti Jain, Sr. Director of Indirect Procurement, walked into Lucid Motors to find an indirect procurement function that barely existed — a team in single digits without the infrastructure to support a scaling EV manufacturer competing against established players. Within a year, she built what she calls "indirect procurement 2.0," growing to nearly 30 people globally while establishing frameworks that position procurement as a strategic partner rather than a cost-cutting function.    Her grandfather, who built an ice factory by hand in India, taught her at age 10 to trace problems upstream to root causes rather than wait for symptoms to cascade. That lesson about following data to find solutions shapes how she approaches organizational transformation decades later, actively seeking companies with "maximum problems" because that's where change creates the most value. She explains why 80% information is enough for decision-making when you can bridge the gap with accumulated expertise, how her team resolves stakeholder pushback through peer-to-peer subject matter expert engagement rather than escalation, and what it takes to earn credibility with engineering-focused leadership in a capital-intensive startup racing established competitors.   Topics discussed: Building procurement infrastructure for technology, manufacturing, and automotive operations simultaneously in an EV startup environment. The decision to prioritize tomorrow's organizational scalability over immediate cost savings when defining transformation success metrics. An 80% information threshold for decision-making that relies on accumulated cross-industry expertise to bridge remaining uncertainty. Developing team ownership mindsets that enable subject matter experts to resolve stakeholder pushback without leadership escalation. How intentionally targeting companies with maximum operational chaos creates the most valuable conditions for professional growth. The three-pillar focus strategy of technology innovation, policy evolution, and people development to avoid overwhelming teams with market changes. How peer-to-peer communication between procurement specialists and business stakeholders builds stakeholder buy-in. Building procurement team capabilities by hiring for ownership mindset and communication effectiveness.

    39 min
  7. EP 34 - Victoria’s Secret’s Former CFO Tim Johnson on Building a Cost-Centric Culture

    04/12/2025

    EP 34 - Victoria’s Secret’s Former CFO Tim Johnson on Building a Cost-Centric Culture

    LogicSource Board Chairman & Former CFO of Victoria’s Secret Tim Johnson's three-pillar methodology for collaborative cost cultures centers on objective third-party benchmarking, transparent measurement systems, and positioning procurement teams as strategic partners at the decision-making table. His approach consistently delivered results by focusing resources on growth and innovation rather than headcount reduction.   His organizational structure insights prove equally valuable: he advocates for indirect procurement reporting through finance rather than operations, citing the analytical rigor and accountability that finance leaders bring to cost initiatives. This ensures savings actually flow through P&L statements rather than disappearing into budget assumptions.   Topics discussed: Building cost-conscious cultures through collaboration rather than budget cuts to fund growth and innovation initiatives. Implementing three-pillar methodology: objective third-party data, transparent measurement systems, and strategic partnerships. Addressing the "episodic problem" where companies go to market infrequently versus specialized providers' continuous benchmarking. Positioning indirect procurement under finance leadership for analytical rigor and P&L accountability. Creating regional micro-distribution centers using closed retail spaces to accelerate store remodeling timelines and reduce project delays. Applying indirect procurement frameworks across industries through common spend categories and benchmarking approaches.

    43 min
  8. EP 33 - AMD's Abhijit Kulkarni on Selecting 5-Year Growth Partners

    18/11/2025

    EP 33 - AMD's Abhijit Kulkarni on Selecting 5-Year Growth Partners

    Transactional supplier relationships weren’t working out, so Abhijit Kulkarni, Director of Manufacturing Strategy and Procurement at AMD, and his team shifted to identifying "growth partners" who can scale across AMD's entire product portfolio over three-to-five year horizons.    Abhijit also offer insight on crisis management: AMD runs supply chain stress tests every 3 to 6 months, but he's learned that 60% of leadership development happens during real disruptions, not simulations. His hiring criteria reflects this reality: he looks for business acumen, communication clarity, and "conscious learning," the continuous improvement mindset that separates advancing procurement professionals from those who plateau.    Topics discussed: Identifying 3- to 5-year growth partners versus transactional supplier relationships. Tier 2 and tier 3 supplier mapping as "marathon exercise" for supply chain visibility and risk mitigation. Supply chain stress testing cadence of running scenario analysis every 3 to 6 months for disruption preparedness. Top 3 hiring criteria for procurement talent: business acumen, communication clarity, and conscious learning mindset. Leadership development philosophy is 60% on-the-job crisis training and 40% formal mentoring and classroom learning. Crisis management during real-world disruptions like Taiwan hurricanes and floods affecting semiconductor production.

    39 min
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The Smarter Sourcing podcast is dedicated to helping sourcing, procurement, and finance leaders elevate their influence and get their seat at the table. Each episode features conversations with innovative leaders, sharing best practices, lessons learned, and actionable insights you can apply immediately. Whether you’re focused on procurement strategies, supply chain optimization, or aligning financial goals with operational excellence, this podcast will leave you with actionable insights that you can immediately put to work.

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  • Creador
    Smarter Sourcing
  • Años de actividad
    2024 - 2026
  • Episodios
    40
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