Global Procurement, Logistics and Supply Chain Operations Expert | TOP 100 Most Influential Supply Chain Woman in Africa

Eman Abouzeid is world-class, inspirational procurement and supply chain practitioner, strongly passionate about connecting customer needs with supplier solutions and possibilities.

Eman Abouzeid is on a mission to support organisations in developing strategic procurement and supply chain capability with excellent performance.  

Eman's career journey offers 20 years of extensive experience in global & local, direct & indirect procurement, strategic sourcing, commercial negotiations, category management, global logistics and supply chain operations in both multinational and Egyptian manufacturing organisations, including:
 
• Electrical & Electronics 
• Paints
• Textile 
• Firefighting Solutions
• Chemicals

Connect with Eman Abouzeid  to learn valuable procurement and supply chain insights, and to gain practical skills in achieving procurement and supply chain management excellence.

📢Negotiation Terminology in Procurement

Negotiation in procurement isn’t a talent.
It’s a discipline.

The difference between a good deal and a great one is rarely price.

It’s whether the negotiator understands the language of leverage, value, and choice.

Because when you walk into a negotiation knowing your:

🔹BATNA & WATNA: 
You negotiate with confidence, not fear.

🔹ZOPA: 
You stop chasing deals that can’t exist.

🔹Anchor: 
You shape the outcome before the discussion even starts.

🔹Concessions & Trade-offs: 
You exchange value instead of giving it away.

🔹Leverage: 
You influence terms through preparation, not pressure.

🔹 Hard vs. Soft Bargaining: 
You know when to protect value and when to build partnership.

🔹Walk-Away Point: 
You protect your business when emotions rise.

🔹Value Proposition & Mutual Gain: 
You create value instead of fighting over it. 

👉 You stop reacting to suppliers.
👉 You start directing the negotiation.

🔵 The real shift happens when procurement moves:

✖️ From “Can we get a better price?” 
✔️ To “Are we making the smartest decision for the business?”

That’s when negotiations become strategic.
That’s when procurement earns its seat at the table.

If this language isn’t common in your negotiations, 
You’re not negotiating strategically — You’re improvising.

Save this. 
Share it.
And bring strategy back to the negotiation table.

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Global Procurement, Logistics and Supply Chain Operations Expert |💡TOP 100 Most Influential Supply Chain Woman in Africa

Naeem Uz Zaman

📢Strategic Vs. Tactical Vs. Operational Procurement   

Procurement isn’t one job.
It’s three distinct mindsets working together.

❶ Strategic Procurement:

This is where direction is set.
Long-term thinking. Market shaping. Risk anticipation.
It’s not about buying cheaper — it’s about building advantage.

❷ Tactical Procurement:

This is where strategy becomes real.
Category plans, negotiations, supplier performance.
It’s the bridge between ambition and execution — where value is captured.

❸ Operational Procurement:

This is where the business keeps moving.
Accuracy. Speed. Compliance. Continuity.
No strategy survives without strong day-to-day execution.

🔵 The mistake many organizations make:

👉 Treating these as interchangeable.
👉 Expecting one role to do all three equally well.

🔵 The truth:

• Strategic defines where procurement is going.
• Tactical decides how value is delivered.
• Operational ensures the business runs every single day.

When these three are aligned, procurement stops being a “support function”, and becomes a business enabler.

🔵 That’s when you move:

 ✖️ From reacting to demand.
 ✔️ To shaping outcomes.

📢 Let me know your thoughts: 

👉 Where does your organization spend most of its energy today: 

Strategic thinking, tactical execution, or operational firefighting?

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Phil White  MCIPS. Grad Dip. Cert Ed.

📢SWOT Analysis of The Procurement Function

If procurement stopped tomorrow, most businesses would feel it within days.

Yet too often, procurement is still seen as a function that processes, not one that leads.

This is why a SWOT analysis of the procurement function matters.
Not as an academic exercise — but as a mirror.

🔵 Strengths remind us of our real power:

Strategic sourcing, supplier relationships, risk mitigation, value creation, and cross-functional influence.

Procurement already holds the levers of impact.

🔵 Weaknesses expose what’s holding us back:
 
Manual work, long cycle times, limited digital maturity, late involvement, and price-first thinking.

Not uncomfortable truths — but necessary ones.

🔵 Opportunities show what’s possible:
 
Automation, AI, supplier innovation, co-creation, strategic partnerships, and upskilling.

This is where procurement stops reacting and starts shaping outcomes.

🔵 Threats explain why procurement can’t afford to stay static:

Disruption, inflation, geopolitics, supplier risk, digital acceleration, and talent gaps.

The cost of inaction is no longer theoretical.

Here’s the real shift 👇

Procurement doesn’t become strategic by asking for a seat at the table.

It becomes strategic by changing how it thinks, works, and leads.

Technology won’t save procurement.
Cost savings won’t elevate it.
People will.

The teams that win are the ones who:

✔︎️ Think in total value, not unit price.
✔︎️ Lead risk conversations, not react to crises.
✔︎️ Partner with suppliers, not squeeze them.
✔︎️ Invest in capability, not just tools.

Procurement is not a support function.
It’s a competitive advantage - if we choose to treat it that way.

Where is your procurement function today — strength, weakness, opportunity, or threat?

👇 Let’s discuss.

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Eman Abouzeid

Eman Abouzeid has been recognised as one of the TOP 100 most influential supply chain woman in Africa, by African Women in Supply Chain Association (AWISCA) in 2021.

TOP 100 Most Influential Supply Chain Women in Africa

CIPS - The Chartered Institute of Procurement & Supply

Associate Member at CIPS, Membership ID No. 005645674 - CIPS Diploma in Procurement & Supply Chain Management

AUC - School of Continuing Education

Diploma in Supply Chain Management

Faculty of Commerce

English

The Chartered Institute of Procurement & Supply [CIPS]

Giza Cable Industries GC3

♦ Managing a total spend of around “$30-$35 M” per annum for “direct production raw material” category, purchased from suppliers across Europe, Far East & Asia Pacific countries.

♦ Managing sourcing operations and conducting market research for potential suppliers that can best meet business needs, in order to be added to the approved supplier list. 

♦ Contacting new suppliers to gather more detailed information about their technical capabilities, material offerings, pricing, lead times, to request samples and references for supplier evaluation and on-boarding process.  

www.gc-3.com

Head of Global Procurement & Strategic Sourcing 

National Paints Factories Co. LTD.

♦ Managed a total spend of around “$25-$30 M” per annum for total corporate “direct production raw materials”, purchased from suppliers across Europe, Middle East and Asia Pacific countries.

♦ Managed end-to-end procurement, logistics, customs clearance and supply chain operations.

www.nationalpaints.com

Global Purchasing & Logistics Manager

Scib Paints

♦ Managed a total spend of around “$15-$20 M” per annum for total corporate “direct production raw materials”.

♦ Managed end-to-end procurement, logistics, customs clearance and supply chain operations.

www.scibpaints.com

Procurement & Logistics Manager 

Arafa Group

♦ Managed a total spend of around “$30-$35 M” per annum for total corporate “direct production raw materials”.

♦ Managed end-to-end procurement, logistics, customs clearance and supply chain operations.

www.arafaholding.com

Head of Global Procurement & Logistics 

BAVARIA Egypt S.A.E.

♦ Managed a total spend of around “$20-$25 M” per annum for total corporate “direct production raw materials”.

♦ Managed end-to-end procurement, logistics, customs clearance and supply chain operations.

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