BW LPG
“ I ask,‘ what do you want? Where do you want to be? What’ s that going to require?’ Then I discuss it with them on a regular basis and support them to develop.”
For the aforementioned AI workforce project, Ricardo has appointed two buyers as AI ambassadors, who are developing new working methods and building enthusiasm for change.
“ I like to empower as much as possible the people on my team,” Ricardo says.“ That’ s a very Dutch way of doing things as well. We’ re not like the Germans, for instance, who are very hierarchically driven.”
Moreover, Ricardo encourages his Manila-based team to speak up and question decisions:“ They don’ t have to agree with me. It’ s in their DNA to follow, but I don’ t want that.”
A vision for the future The next couple of years are set to bring significant challenges and opportunities for Ricardo, his procurement team and BW LPG as a whole.
Half the fleet will undergo dry docking, with each representing a complex project requiring extensive contracts and resources.
The AI workforce development remains a top priority, with Ricardo framing it to management as opportunity versus risk.
“ If we do not embrace AI, it will be a risk or a threat,” he argues.“ If one of our competitors is able to scale up really fast because of AI, it multiplies on a weekly basis, so not embracing it could hurt us.” procurementmag. com 61