In today’s unpredictable market landscape, where climate disruptions, shifting regulations and global unrest are par for the course, procurement in the B2B and aged care sectors has become a high-stakes balancing act. For leaders overseeing national and trans-Tasman supply chains, it’s no longer enough to simply keep things ticking over. A more strategic mindset is essential, with collaboration, strong relationships and transparency winning the day when it comes to ensuring consistent and reliable supply.
Meeting the imperative of consistent supply
The stakes are high when it comes to procurement for the aged care sector, as the wellbeing of residents and community clients depends on uninterrupted access to essential goods. “Our absolute priority is to help our residents live fulfilling lives,” says Margaret Reid, who leads strategic procurement at aged-care provider Bolton Clarke. “The efficiencies and savings we achieve in procurement can directly support our frontline teams and improve the lives of those we serve.”
Building and maintaining a resilient supply chain is essential to delivering service reliability and demands data-informed decision-making. “Being able to take the data, cleanse it, and analyse it so it produces actionable insights means our procurement strategies and forecasting are grounded in real-time understanding,” explains Reid.
Furthermore, says Mark Paterson, Bunzl’s Sector Manager for Healthcare, this enables procurement teams to prioritise more effectively. “These insights allow us to align our resources optimally so we can anticipate, plan and respond within our supply chains, not just react.”
Navigating disruption through collaboration and strong supplier relationships
Strong supplier partnerships are another crucial element of supply chain resilience, with recent global challenges highlighting the fragility of single-source strategies.
Diversified supply and contingency plans are essential in a world where circumstances like an out-of-season cyclone can upend supply in an instant. Strong relationships with multiple supplier options – ideally spread across different geographical areas – play a critical role in preparing for the unexpected and mitigating risk.
Reid recommends that suppliers be seen as an extension of the organisation. “We need to move beyond the traditional transactional engagement. Organisations that foster strategic partnerships and shared strengths will build greater resilience and long-term success.”
Paterson agrees: “It’s about understanding our clients’ long-term goals, not just their short-term orders. When you work with your suppliers to anticipate and respond to challenges, you’re better able to maintain supply through disruptions.”
Building trust through transparency and sustainability
With rising expectations around compliance, accountability and ethical sourcing, B2B organisations are paying closer attention to the ethical footprint of their supply chains. Again, those strong supplier relationships come to the fore here, with shared values and insights crucial to maintaining trust and long-term sustainability.
“Ethical sourcing isn’t just about meeting regulatory requirements,” says Paterson. “It helps create a foundation of trust that benefits everyone, from the supplier to the end customer.”
In this case, transparency should never just be a buzzword. It’s about leading with integrity and embedding it in every decision and process. When transparency is part of the way businesses operate, they’re not only meeting compliance requirements but also consistently doing what’s right at every point along the supply chain.
Sustainability has become a critical pillar of modern procurement. As climate events grow in frequency and unpredictability, procurement leaders are increasingly expected to mitigate their supply chain’s environmental impact and contribute to broader sustainability goals. This can include actively reducing Scope 2 and 3 emissions, participating in decarbonisation initiatives, or implementing improved waste management systems. Like transparency, sustainability must be embedded across every aspect of procurement planning.
Strategic procurement is an evolving discipline that demands agility and innovation. By prioritising efficiency through streamlined systems and strong partnerships, and integrating transparency and sustainability into every process, procurement leaders can empower their frontline services and deliver consistent and reliable value to those they serve.
