loyalty space , to create a better experience for our users .”
Bromley acknowledges that there is still a long way to go in streamlining the procurement process , but he looks ahead with anticipation . “ I ’ ve had great support from both the leadership team and the wider Mastercard team ; it hasn ’ t been easy , but I have every faith that with their support we will continue to really drive change at Mastercard .” He asserts that the future for supply chain and procurement will continue to change . “ We will no longer be a retrospective outfit within the company , but a proactive partner across the board that will innovate and collaborate both internally and externally , to deliver the company ’ s strategic objectives .”
“ Industry-wide , supply chain has the chance to do a lot more than just be a paper-pushing function . Push yourselves and lead your team through change to make procurement a go-to partner within the organisation .” Though many companies have yet to adopt this mentality with regards to procurement , it is evident that this approach is deeply embedded in Mastercard ’ s culture , which will undoubtedly continue to position it as a global leader in the payment ’ s industry .
27 www . fintechmagazine . com