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The Sun newspaper welcomes one of Nigeria’s leading voices in supply chain transformation to this interview, Thelma Uzozie.
Recognized for her outstanding contributions to business, Thelma has consistently applied bold strategies to tackle procurement inefficiencies, improve compliance, and future-proof supply chains in high-stakes sectors like healthcare and agriculture.
As Nigeria confronts global economic pressures, foreign exchange challenges, and the ripple effects of COVID-era disruptions, Thelma offers a forward-thinking perspective on what lies ahead for the country’s supply chains, and how her research is already shaping the new normal.
Thank you for joining us, Thelma. What is your current outlook on the direction of supply chains in Nigeria?
Thank you for having me. Supply chains in Nigeria are at a defining moment. The traditional focus on cost-cutting is no longer sufficient, we now have to contend with global disruptions, regional policy shifts, and increasing pressure for digital transformation. What I see emerging is a shift from reactive, manual operations to data-driven, technology-enabled ecosystems that prioritize resilience, agility, and long-term value. We’re moving from “just-in-time” to “just-in-case” models.
What concrete steps have you personally taken to address some of these pressing challenges?
At my current company, which is a pharmaceutical company, I’ve led several procurement and vendor management reforms using platforms like SAP, ARIBA, and Icertis. For instance, I implemented a region-wide supplier scorecard and compliance framework that boosted vendor performance by 20% and cut risk exposure significantly. We localized sourcing, shortened lead times, and introduced continuous training for our vendor base—all while embedding sustainability practices.
At a strategic level, I have developed cross-functional alignment tools for procurement and project teams that helped reduce sourcing cycles by over 25% and achieved up to 30% cost reductions in some cases. This hands-on work is what’s grounding my broader vision for where Nigeria can go.
Let’s talk about your research. One of your recent publications presents a framework for global supply chain efficiency in cross-continental operations. How is that research being applied in your current work?
That framework published in the International Journal of Multidisciplinary Research and Growth Evaluation, was designed to help multinational corporations navigate the complexities of sourcing, logistics, and risk management across regions. In my current role, I apply those insights by integrating predictive analytics and real-time performance tracking into supplier relationships.
For instance, we don’t just evaluate vendors based on price and delivery anymore. We also track geopolitical exposure, data security practices, and ESG alignment. That’s a direct application of what the research recommends: using comprehensive KPIs and technology integration to drive cross-border consistency and risk resilience.
Can this framework be replicated in other Nigerian industries outside of supply chain-intensive sectors like pharma or agri-business?
Absolutely. The core principles—strategic sourcing, stakeholder alignment, digital dashboards, and supplier risk governance—are industry-agnostic.
Whether it’s energy, FMCG, or even fintech, any sector that relies on third-party vendors or distributed logistics can benefit. In fact, I’m currently advising on a pilot to deploy this model in a retail supply network where inventory volatility and sourcing risk are very high.
What’s exciting is that this framework doesn’t just react to crises, it anticipates them, using AI, spend analytics, and automation to build supply chains that are not only efficient but also adaptive.
What message do you have for policy makers and business leaders looking to strengthen Nigeria’s supply chain infrastructure?
The message is simple: we cannot afford to be passive. Nigeria’s supply chain evolution will depend on investment in digital infrastructure, local supplier development, and regulatory clarity. We also need stronger collaboration between private sector innovators and government agencies to embed resilience into our national logistics backbone.
