The energy sector is facing a lot of pressure. Prices are rising, supply chains are often disrupted, and companies are expected to deliver power and fuel more reliably than ever.
At the same time, there is a growing push for cleaner energy, which is changing how businesses operate and plan for the future.
These changes mean companies can no longer treat procurement as just buying goods and services. Every decision around suppliers, contracts, and costs now affects how well operations run.
To keep things stable, companies are paying more attention to planning, data, and long term supply strategies.
I sat with Akanni Adetunji, a procurement and supply chain professional with nearly two decades of experience across the energy sector, to unpack what it takes to stay relevant in an industry defined by constant change. From inventory control and logistics to global sourcing and category management, his career has spanned the full breadth of the energy supply chain.
In this conversation, Adetunji reflects on the experiences that shaped his leadership approach and shares practical insights on procurement strategy, operational reliability, and the growing role of data and digital systems.
As the global energy landscape shifts amid volatility and new demands, his perspective offers a grounded view on how professionals and companies can adapt and remain competitive.
Me: You have spent nearly two decades working within the energy supply chain. How would you describe your journey into the industry and the key experiences that shaped your career.
Adetunji: My journey into the industry has been shaped by discipline, and a desire to solve operational challenges. I began with a technical foundation in engineering and information systems, which gave me a structured way of thinking about problems and the systems behind them. I have been fortunate to take on roles that exposed me to the full breadth of supply chain operations—from inventory control, logistics to business analysis and category management.
Each step added a new layer of perspective. Working in environments where decisions had enterprise‑wide impact taught me the importance of data‑driven thinking, stakeholder alignment, and financial stewardship. Leading category strategies and managing cross‑functional initiatives sharpened my ability to influence outcomes, build collaborative relationships, and drive measurable value.
Over time, these experiences shaped not just my skill set but my leadership abilities: focus on clarity, build strong processes, empower people, and always anchor decisions in both data and purpose. That combination has guided my career and continues to shape how I approach new challenges.
Me: Your work sits at the intersection of procurement strategy, operational performance, and cost governance. How does strategic category management contribute to the reliability and efficiency of energy operations?
Adetunji: In my experience, strategic category management is one of the most effective ways to strengthen the reliability and efficiency of energy operations. The work sits at the intersection of commercial strategy and operational performance, so I approach each category by first understanding how it impacts asset safety, realiability amd efficiency in the field.
From there, I focus on building the right supplier mix, tightening performance expectations, and putting governance in place that reduces variability.
When categories are managed this way—anchored in data, collaboration, and operational realities—you see the impact quickly: fewer disruptions, more predictable service delivery, and stronger alignment between commercial decisions and what operations actually need.
Me: Over the years, you have worked across areas such as inventory management, ERP implementation, and global sourcing. Which of these experiences has most influenced your approach to procurement leadership today?
Adetunji: I have worked across ERP implementation, inventory management, logistics, business analysis, planning and global sourcing, but the experiences that most shaped my procurement leadership came after my early ERP work. Implementing ERP systems early in my career gave me a strong foundation in process discipline, data integrity, and how decisions flow through an organization’s systems.
But it was when I moved into logistics and business analysis that my leadership approach really took shape. Logistics exposed me to cross‑border trade and the intricacies of moving materials across different countries, regulations, and supply constraints. It taught me how timing, accuracy, and supplier performance directly influence operational continuity.
Me: The global energy sector is often affected by supply chain disruptions and price volatility. From your experience, how can companies build stronger and more resilient procurement systems?
Adetunji: The energy sector will always face supply chain disruptions and price volatility, it is always the question of when is the next one. Companies can build far more resilient procurement systems by focusing on three things: visibility, optionality/(supply assurance), and Commercial discipline.
Resilience starts with visibility—having the data, analytics, and forecasting capability to anticipate risks before they hit operations. When you can see demand patterns, supplier performance, and market movements early, you can respond instead of react.
Second, supply assurance is critical. That means building true optionality into the supply base: diversifying critical categories, developing regional and secondary suppliers, and maintaining strong relationships that allow flexibility during disruptions. In my experience, the right supplier mix and clear continuity plans often determine whether an issue becomes a minor delay or a major setback.
Me: Managing large budgets and global sourcing portfolios requires careful planning. What principles guide your decision making when balancing cost efficiency with operational reliability?
Adetunji: When managing large budgets and global sourcing portfolios, my decisions are guided by three core principles: understanding the true operational need, evaluating total cost of ownership (tco), and protecting continuity.
First, I start with need—both technical and performance‑based. That includes the predictability of supply: on‑time delivery, the supplier’s ability to meet demand consistently, and their capacity to support operations without disruption. If a supplier cannot deliver reliably, the cost savings don’t matter.
Second, I focus on TCO rather than just price. I look at lifecycle cost, logistics, maintenance, quality, and the downstream impact on asset performance. The goal is to choose options that deliver long‑term value, not short‑term savings.
Finally, I prioritize operational continuity. That means assessing risk, ensuring supplier diversification, and making decisions that protect uptime and safety. In energy operations, reliability is non‑negotiable.
Balancing need, TCO, and continuity helps me make decisions that are cost‑efficient while still not compromising safety, and provinding the efficient and reliability the business depends on.
Me: Contract compliance and governance are critical in large organizations. How have you approached strengthening procurement frameworks to ensure transparency and accountability?
Adetunji: Start by making contracts simple and unambiguous—clear scopes, measurable KPIs, and defined performance expectations. When expectations are explicit and SMART, compliance becomes straightforward.
Next, is to strealine the processes through standard templates, approval workflows, and category‑specific governance models. This creates consistency across teams and improves transparency.
Finally, reinforce accountability with data. Compliance dashboards, structured performance reviews, and regular supplier conversations ensure commitments are visible and acted on.
Me: Technology is increasingly shaping supply chain and procurement processes. In what ways have digital systems and data analytics changed how procurement functions operate in the energy sector?
Adetunji: Digital systems, data analytics, AI, and modern procurement and contracting solutions have reshaped how the function operates in the energy sector by improving visibility, strengthening decision quality, and creating more disciplined execution.
Integrated ERPs, e‑sourcing platforms, contract‑lifecycle tools, and supplier portals now give real‑time transparency into demand, inventory, supplier performance, and contractual obligations. With that level of visibility, procurement can anticipate risks earlier and manage commitments with far greater accuracy.
Analytics and AI have elevated decision‑making. Teams can model total cost of ownership, predict price movements, assess supplier reliability, and detect emerging supply disruptions. AI‑driven contract analytics also help identify deviations, flag risks, and ensure commercial terms are being met.
Me: In a complex and fast changing industry like energy, what skills or capabilities do professionals need to remain relevant and competitive over time?
Adetunji: Staying competitive in the energy sector requires strong analytical capability, digital fluency, and the ability to adapt quickly. Professionals need to be comfortable with data, AI‑enabled tools, and modern procurement and contracting systems because decisions are increasingly insight‑driven.
They also need the judgment to interpret market complexity and connect commercial choices to operational realities. Collaboration and clear communication remain essential, since energy work is cross‑functional.
Me: Lastly, looking back at your career progression, what lessons have you learned about adapting to change within a global and highly regulated industry?
Adetunji: A key lesson has been learning to stay steady while the environment shifts around you. Policy changes, regulatory updates, and geopolitical issues can reshape priorities overnight, so it’s essential to understand the broader landscape and anticipate how those shifts affect operations.
I have also learnt the value of flexible strategies built on strong fundamentals—safety, compliance, reliabity, effieciency and continuity don’t change, even when everything else does. And staying curious, connected, and open to new tools makes it much easier to adapt as the industry evolves.
