Digging Deep Dialogue 38: Demystifying Africa's mining procurement and supply chain personnel: feared or misunderstood?

As 2024 draws to a close, the Digging Deep team takes a trip to Mali to demystify Africa's mining procurement and supply chain personnel through an open conversation with Abdoul Kader SYLLA, S.P.M. Commercial Manager at Segala Mining Corporation 's Tabakoto Gold Mine. Are procurement and supply chain professionals in Africa's mining industry, feared or misunderstood? Our dialogue cascades through several touchpoints including getting to know Abdoul, reminiscing on his 15+ years of experience working in various procurement and supply chain responsibilities, addressing how mining vendors and mines can collaborate seamlessly to shorten lead times, better and more strategic sourcing, and reduce sales cycles, the force for good in local procurement partnerships and helping Africa's mining communities and wrapped up with a self-introspective moment. Let's dig deep and learn more from Abdoul.

DD: Welcome to the Digging Deep Dialogue Abdoul, it's a pleasure and honor to have you. Can you please tell us more about yourself and your role as Commercial Manager at Segala Mining Corporation in Mali?

AKS: Thank you for the wonderful greeting! It is an honour to participate in the Digging Deep Dialogue. My name is Abdoul Kader Sylla, and I am the Commercial Manager for Segala Mining Corporation (SEMICO) in Mali. My responsibilities include overseeing the Tabakoto Mine's finance, supply chain, information technology, and administration services. With over 15 years of expertise in supply chain management and procurement, my work is driving efficiency, minimising costs, and cultivating long-term relationships with stakeholders locally and abroad.

DD: You have spent the last 15+ years in different end to end procurement and supply chain roles in Mali's mining industry. What are some of the lessons from your journey and how have you ensured seamless production flow and cost efficiency?

AKS: My experience with procurement and supply chain management has been both enjoyable and informative. One major takeaway is the value of adaptation in dynamic situations like the mining industry. Creating strong systems anticipating supply chain failures has been crucial to maintaining continuous operation. For example, deploying a new automated system resulted in a 15% reduction in air freight expenditures within six months, demonstrating the importance of adopting technology.

Cost savings are obtained through smart sourcing and supplier negotiations. By forming solid alliances and exploiting economies of scale, I've continually recognised cost-cutting options while keeping good quality. Furthermore, developing a trained and motivated staff ensures that operations operate smoothly and align with company goals.

Dr. John Gattorna, a well-known supply chain specialist, once stated that "dynamic alignment is the key to ensuring that supply chains meet the varying needs of different customer segments." This attitude resonates powerfully in the mining industry, where flexibility is critical for efficient production.

Furthermore, as Professor Hau Lee of Stanford emphasises, "A responsive and sustainable supply chain is critical for operational excellence, especially in sectors like mining where external challenges can be unpredictable."

DD: Mining supply chains often involve different role players, starting with the mine (operations and procurement) then the mining vendors (international and local). How can these parties work together seamlessly to improve lead times, smarter and strategic sourcing and shorten sales cycles?

AKS: Collaboration is essential for simplifying mining supply chains. Clear communication lines and agreed objectives between mines and vendors are the foundations of this partnership. All stakeholders can gain real-time access to information by using digital technologies like as ERP systems and data analytics, allowing for speedier decision-making and transparency.

It becomes wiser when reliable data and predictive analytics are used to inform strategic sourcing. Joint planning sessions and supplier engagement initiatives can assist in synchronising production plans with material availability, resulting in shorter lead times. Furthermore, long-term partnerships with local and international vendors establish confidence, resulting in an ecosystem promoting innovation and efficiency in procurement process.

According to the author of Logistics and Supply Chain Management, Martin Christopher, "the key to competitive advantage lies in managing the entire supply chain as a single, seamless entity." This principle is critical for mining operations that strive for efficiency.

DD: How can local procurement partnerships support the needs and demands of Africa's mining communities and improve lives of people living within the vicinity of the mining operations?

AKS: Local procurement is an effective driver of community development. Mining firms that source goods and services locally can create jobs, increase local supplier capacity, and boost economic growth. For example, training initiatives for local vendors and craftspeople not only reinforce the supply chain but also improve the community's skill set.

Mining corporations can also participate in Corporate Social Responsibility (CSR) projects such as infrastructure development and healthcare programs, which are sponsored through procurement partnerships. These activities enhance the quality of life in communities while also building a mutually beneficial relationship between the mine and its surroundings.

DD: In closing, let's rewind the tape. Knowing what you know now, what would you tell a younger you that is making a decision to join the mining industry in Africa?

AKS: If I could speak to my younger self, I would underline the value of lifelong learning and adaptation. The mining business provides tremendous potential but also requires tenacity and a proactive approach to obstacles. Building a solid foundation in technical abilities, networking, and adopting new technologies will pave the route to success.

I'd also emphasise the need for community engagement and ethical practices. The mining business has the power to change people's lives, and as professionals, we must work to produce value for the firm and the communities we serve.

To quote David Simchi-Levi, "Supply chain management is not only about reducing costs but also about adding value." This approach is critical for achieving long-term beneficial outcomes in the mining business.

Digging Deep are leaders in connecting people and opportunities in Africa's mining industry through a vast network of chambers, contractors & mining companies.

We specialize in matchmaking and connecting BDMs, Sales & Commercial teams, Buyers, Procurement & Supply Chain teams, Marketing & Communications teams, Product teams and Management teams. We do this through:

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