Caroline Tissot Named Chief Group Procurement Officer at AccorHotels
AccorHotels, a Paris, France-based multinational hotel group that operates hotels in 94 countries, announced that Caroline Tissot has been named Chief Group Procurement Officer of In her new role, Tissot will oversee procurement activities of local and regional procurement teams. She will report directly to the Deputy Chief Executive Officer. Prior to joining AccorHotels, Tissot was the Chief Procurement Officer at Bouygues Telecom, a Paris-based telecom provider where she served for four years. Prior to that, Tissot worked for nearly nine years at General Electric Europe, serving as an EMEA Sourcing Leader across various business units. Prior to her time at GE, Tissot worked at Hubwoo/Avisium as a Marketing Director, and began her career as a management consultant. Tissot earner her undergraduate degree from the Institut d’Etudes Politiques de Paris, and her graduate degree in Business/Managerial Economics from Institut d’Etudes Politiques de Paris.
From CPO to… Malcolm Harrison Becomes CEO of Crown Commercial Service
Former Nestle Chief Procurement Officer, Malcolm Harrison, will officially become Chief Executive Officer at Crown Commercial Service, an executive agency and trading fund of the British government that overseas government procurement. Harrison had been serving as interim CEO since April, and had been with Crown Commercial Service since July 2015 as a Senior Commercial Advisor. Prior to joining the organization, Harrison had been a Group Director and a Group Operations Director at Rexam. Prior to that, he had been the CPO at Nestle for four years, and Vice President of Global Procurement at Anheuser Busch-InBev for nearly six years. Harrison earned a Master’s in Chemical Engineering from the University of Cambridge.
Federal Procurement Chief, Anne Rung, Leaves White House for Amazon
Anne Rung, who for the past two years has served as the Administrator for the Office of Federal Procurement Policy at the White House Office of Management and Budget, will leave her post effective November 1 to lead Amazon Business’s Public Sector Sales Division. Rung, who has been a life-long civil servant, is said to be joining Amazon to help ramp up its efforts to increase sales to the public sector, including the Federal government. Rung has previously served with the General Services Administration, the Department of Commerce, the Pennsylvania Department of General Services, and in Congress. She earned a Bachelor of Arts from Pennsylvania State University, and an MSc from the London School of Economics and Political Science.
U.S. Army Procurement Strategy Focuses on “6+1” Prioritization, Recapitalization
On September 28, federalnewsradio.com published a very interesting article on the U.S. Army’s acquisition and procurement plans for force modernization, particularly as the service winds down 15 years of conflict in Afghanistan and Iraq, and the threat of more traditional conflicts with Russia and China looms. The Army, perhaps more so than the Navy and Air Force, has largely neglected acquiring major next-gen weapons systems, like tanks and armored vehicles, in favor of developing “just-in-time” solutions and systems to enhance survival when fighting insurgencies. With its procurement budget slashed by 74%, the Army is prioritizing six key areas for acquisition and procurement:
- Future helicopters
- Future combat vehicles
- “Cross-Domain Fires” (weapons that can strike targets on land, sea, and in the air)
- Advanced protection (body armor)
- Expeditionary mission command, cyber and electronic warfare
- Robotics and Autonomous Systems (RAS)
The Army is also prioritizing what it calls “Soldier and Team, Performance and Overmatch”. Collectively, these procurement priorities are aimed at modernizing the systems that are most critical to the Army’s future fighting capability and survivability while also being sensitive to the finite nature of procurement budgets. Army war planners and trainers are also looking at recent conflicts to identify potential needs gaps and ways that they can use existing platforms and systems in new ways to fill these gaps. In doing so, they can recapitalize assets and provide solutions to the warfighter without having to lobby Congress for more money for acquisitions and modernization.