19/06/2025
Passion and Experience
Procurement and supply chain management in Papua New Guinea and the broader region have undergone major shifts over the past two decades.
What has changed, and what does the future look like for those in procurement and supply chain?
John Thomas , an expert with more than 23 years of experience, was interviewed by Exepreneur to share his insights on industry changes and the future outlook for organizations operating in this evolving landscape.
“The procurement environment has evolved from fragmented, manual processes to more structured and transparent systems,” Thomas explains. “There is now a stronger focus on efficiency, accountability, and ensuring value for money. Organizations are standardizing procurement practices to reduce risks and improve outcomes.”
Thomas is confident digital transformation will be the defining force shaping procurement over the next five years. “In the next five years, all organizations will have digital procurement platforms that manage and coordinate procurements more efficiently and cost-effectively,” he says. “These platforms will include e-tendering, contract management, e-evaluation, and e-auction functions.”
But digital tools are more than efficiency drivers. “Digital procurement systems will promote transparency and openness, which are crucial for good governance,” Thomas notes. “They will save costs and time, while minimizing and mitigating risks across the supply chain.”
Artificial intelligence will also play an increasingly important role. “AI will help assess and calculate supply chain risks and predict market trends,” he explains. “This will enable organizations to make smarter, proactive decisions in a region where supply chains often face disruption.”
Yet, technology alone is not enough. Thomas recalls a challenging project that tested his leadership and resilience. “I discovered an organization had been engaging over 200 security firms across the country for more than 15 years, all on an ad hoc basis, without formal contracts or standard rates,” he recounts. “When I asked about agreements and pricing, the response was none existed and rates varied by location.”
Tasked with formalizing the process, Thomas faced resistance. “The security manager avoided meetings for eight months, making it difficult to gather information,” he says. “Eventually, with executive backing, I published the tender without his input, and the manager was terminated.”
The tender process reduced the number of contracted firms from over 200 to 20, introducing fixed rates and formal agreements.
“This experience taught me that leadership in procurement requires persistence and courage,” he says. “You must be willing to confront entrenched practices and push for change, even when it’s uncomfortable.”
“Digital tools will transform procurement, but managing the human and organizational challenges remains just as important. Only then can we achieve transparency, efficiency, and sustainable progress", he concludes.
