NSG GROUP
“WE CENTRALISED PROCURE TO PAY ACTIVITIES MORE THAN 10 YEARS AGO INTO SHARED SERVICE CENTRES , BUT WE BELIEVE THERE IS SCOPE TO IMPROVE OTHER PROCESSES ”
JOHN WILGAR CHIEF PROCUREMENT OFFICER , NSG GROUP
increasingly , the greater part of this impact and value is below it ,” says Wilgar .
“ In other areas like supplier innovation , speed-to-market risk management , and sustainability , suppliers — both current and new — will contribute greatly to these new aspects of value creation for the company .”
This is where he highlights Shell Energy as a key partner in the activities at NSG . Shell Energy is a key enabler of the company ’ s targets and broadening its scope for other aspects , such as energy security and carbon reduction .
Specifically , NSG has been working to introduce alternative fuels such as hydrogen that will power the production of glass as well as biofuels as drop-in replacements for their fossil fuel counterparts . It is in areas such as these that partners like Shell can help NSG accelerate on its path to decarbonisation .
“ Suppliers like Shell are really key in enabling some of our important projects , bringing technical capability and in some cases financing . They are also able to help us scale these actions on a global stage to realise our potential in different regions ,” says Wilgar .
“ We ’ re very pleased to be working with them initially in Europe , but hopefully in other regions in the future . Shell is a company that shares our core values for doing business in an ethical way and contributing to the communities in which they work .”
With many fruitful years to come , NSG will delve further into the capabilities of technology for streamlining procurement , allowing the team to take a more strategic approach to sourcing sustainable alternatives , and adhering to its SBTis .
Growing the team and the technology it uses will allow NSG ’ s procurement colleagues to specialise in certain areas of the business to establish a much higher level procurement function and take the helm on further strategic processes like category management , risk management and mitigation , sustainable sourcing , and so on .
“ It ’ s also my goal that the makeup of our procurement function is much more diverse than it is today . Not only in terms of gender , but in other aspects , such as ethnicity , sexual orientation , or importantly , diversity of thought ,” says Wilgar . “ Today , around a third
sustainabilitymag . com 211