Snacking Made Right In Association with
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FROM SCIENCE TO STRATEGIC SOURCING Mukondeleli on Leading Procurement with Purpose Across Sub-Saharan Africa
Procurement leadership across Sub-Saharan Africa demands far more than commercial discipline. It requires cultural awareness, resilience, ethical judgement and the ability to build trusted relationships across diverse markets, supply bases and internal teams. Mukondeleli, SSA BU Procurement Director for Sub-Saharan Africa at Mondelēz International, brings more than two decades of experience spanning science, brewing, logistics, strategic sourcing and procurement leadership. Her career has taken her from the laboratory at SABMiller to senior roles across food, FMCG, tissue manufacturing and, today, one of the world’s leading snacking businesses. In this interview, she reflects on the experiences that shaped her leadership, the importance of mentoring young women, and the role procurement plays in responsible sourcing, supplier development, digital transformation and supply chain resilience across the region.
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Career Journey Can you share your career journey and what led you to your role as SSA BU Procurement Director at Mondelēz International, and which experiences have most shaped your leadership style in procurement and supply chain? My career began 23 years ago as a young, qualified biotechnologist, eager to experiment in the laboratory and field and ready to change the world through science. That journey started with SABMiller, now AB InBev, where I joined as a Microbiology Laboratory Technician. Through curiosity and the opportunities the organisation offered, I spent 11 years growing across several functions, including microbiology, technical brewing, logistics, raw material buying, procurement operations and strategic sourcing. From there, I moved across industries. I joined Famous Brands as Procurement Manager across raw materials and packaging, then SC Johnson as Procurement Operations Manager for Sub-Saharan Africa. I later moved into the tissue industry with Twinsaver as General Manager of Procurement before taking on my current role as Procurement Director for Sub-Saharan Africa at Mondelēz International. Along the way, I completed qualifications in project management, CIPS and CIPP through IPSCMI. Today, I oversee end-to-end procurement across the SSA business unit, managing approximately R8 billion in spend. Working across diverse and often challenging markets, particularly in West Africa, has shaped my leadership significantly. Navigating regulatory complexity, capability gaps and socio-economic realities has reinforced the importance of agility, strong governance and ethical decision-making. My leadership approach is grounded in integrity, collaboration and continuous learning. I believe deeply in developing people, creating space for teams to contribute, and building trusted stakeholder and supplier relationships. I remain intentional in my decisions, especially where people are concerned, and I try to approach every situation as though it were my own business. Most importantly, I remain teachable and resilient, because in African markets you must always keep the end goal in sight. PAGE 4
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Mentoring and Empowering Young Women You are passionate about mentoring and aiding young women. What inspired this focus, and how do you practically create opportunities and support networks for young women within Mondelēz and beyond? When I first stepped into a management role, I had a very memorable interview with the recruiting manager at the time, Pedja Teranjunin, who later became one of my biggest cheerleaders. He saw beyond a young woman with qualifications and experience. As he explained it, he saw that I had fire in me. From my first day working with him, he showed enormous faith in my ability and allowed me to be myself. Through that experience, I became a strong advocate for women and for the importance of giving them a genuine opportunity to sit at the table and demonstrate what they can do. I grew up in a rural area in the far north of Limpopo and attended a science and mathematics school that lacked many resources during the 1990s. I only began using a computer during my first year at university, but I refused to allow my circumstances to define me. My passion for mentoring young women also comes from seeing the futures of girls in my school and community disrupted by teenage pregnancy. For many, there appeared to be no route forward because of their financial circumstances. That stayed with me and became a major reason why I support young women and create opportunities wherever I can. I often use the phrase, “Be the girl you think you are.” Women today must navigate many different roles, including sister, mother, wife and senior professional. To succeed, we need strong support structures, mentors, sponsors and communities that allow women to grow without feeling that they must carry every challenge alone.
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Axxela is Powering Industrial Growth with Reliable Integrated Energy Solutions
Axxela Limited is Nigeria’s pioneer private-sector developer of natural gas solutions, with proven expertise in captive power generation and energy infrastructure development. As a designated natural gas shipper on the West African Gas Pipeline (WAGP) and a member of the West African Power Pool (WAPP), the company delivers natural gas to approximately 200 industrial and commercial customers through an extensive infrastructure network that continues to support economic and industrial growth across the region. With more than 400 kilometres of natural gas pipeline infrastructure developed across Nigeria, Axxela provides integrated energy solutions through its subsidiaries, including Gaslink Nigeria Limited, Gas Network Services Limited, Central Horizon Gas Company Limited, Transit Gas Nigeria Limited and Gasnexus Limited. The company is also part of Transgrid Enerco, the consortium that recently acquired a 60% stake in Eko Electricity Distribution Company (Eko Disco). Operating across the entire natural gas value chain, Axxela’s activities span gas processing, transmission, distribution and power generation. By combining deep technical expertise with long-term infrastructure investment, the company has developed energy solutions designed to support industrial productivity, operational e�ciency and business continuity for customers operating in some of West Africa’s most demanding sectors. At the heart of Axxela’s approach is the belief that reliable energy infrastructure is fundamental to industrial success. Manufacturers and large-scale businesses require dependable access to power to maintain production schedules, protect product quality and ensure operational resilience. Through its integrated model, Axxela enables organisations to reduce energy uncertainty while improving e�ciency and strengthening their long-term competitiveness.
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A notable example is Axxela’s partnership with Cadbury Nigeria Plc, for which the company developed and operates a dedicated 5.8MW captive power plant. The facility provides reliable, uninterrupted electricity to Cadbury Nigeria’s manufacturing and administrative operations, supporting business continuity while enhancing productivity and operational performance. The solution combines dependable power generation with secure natural gas supply, allowing Cadbury Nigeria to bene�t from greater energy independence and signi�cant cost savings compared with conventional self-generation alternatives. By integrating gas infrastructure with power generation capability, Axxela has created an energy model that supports operational stability while enabling customers to focus on their core business activities. Beyond the provision of energy, Axxela works closely with customers to understand their operational requirements and deliver infrastructure tailored to their speci�c needs. This collaborative approach has enabled the company to establish long-term partnerships across a diverse range of industries, helping businesses improve reliability, optimise performance and plan con�dently for future growth. As demand for cleaner, more e�cient energy solutions continues to grow, Axxela remains committed to expanding access to natural gas and delivering innovative infrastructure that supports sustainable economic development. Through continued investment, technical expertise and an unwavering focus on customer success, the company continues to play a critical role in powering industries and advancing economic progress across Nigeria and the wider West African region.
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Procurement’s Role in “Snacking Made Right” Procurement is critical to delivering safe, high-quality snacks that reflect Mondelēz International’s “Snacking Made Right” vision. How does your team contribute to ensuring responsible sourcing and consistent product quality across SSA? Delivering safe, high-quality snacks that reflect Mondelēz International’s “Snacking Made Right” vision requires genuine teamwork. Procurement sits at the centre of that collaboration, working closely with suppliers, Quality, Food Safety, Manufacturing, Supply Chain, Marketing and Finance. Every function must remain accountable, agile and aligned around the same objective. Quality and food safety are non-negotiable. We partner with suppliers that have the right capability, meet Mondelēz supply standards and adhere to our policies. This requires rigorous supplier selection, clear expectations and ongoing collaboration to ensure standards remain consistent across markets. Responsible sourcing is also central to the way we work. We actively choose suppliers that align with our sustainability expectations, support capability development within local supply bases and reinforce ethical practices and governance across spend categories. The role of procurement is therefore much more than securing supply at the right cost. We help create the conditions for quality, safety and reliability across the entire value chain. By working cross-functionally and maintaining strong supplier relationships, we help ensure that products reach consumers with the consistency and integrity expected from Mondelēz International. Ultimately, “Snacking Made Right” is delivered through shared accountability. Procurement helps connect every part of that process, from supplier selection and responsible sourcing through to manufacturing, quality assurance and the final consumer experience.
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Sustainability and Responsible Sourcing Sustainability is a strategic priority for Mondelēz, from ingredients to packaging. How do you integrate sustainability and responsible sourcing into your procurement decisions in the SSA region, and what progress are you most proud of? Sustainability is central to how we make procurement decisions across Sub-Saharan Africa. At Mondelēz International, responsible sourcing is embedded into our strategy, from the selection of raw materials through to the way we work with suppliers and farming communities. Globally, we prioritise the sustainable sourcing of key ingredients through signature programmes such as Cocoa Life and other responsible sourcing initiatives that support environmental stewardship and social impact throughout our supply chains. Within the SSA region, this means actively selecting suppliers that align with our sustainability expectations, supporting capability development within local supply bases and reinforcing ethical practices and strong governance across spend categories. By integrating sustainability criteria into procurement decision-making, we strengthen resilience, reduce environmental impact and build long-term partnerships that benefit both the business and the communities connected to our supply chain. I am particularly proud of the progress made in advancing sustainable ingredient sourcing. These efforts support farmer livelihoods, encourage more regenerative practices and help ensure our snacks are not only high quality, but also made in the right way. For me, responsible sourcing is not a separate activity or a compliance exercise. It is part of how we create long-term value. Procurement has a responsibility to consider the full impact of its decisions, including the effect on communities, suppliers, the environment and the future resilience of the business. PAGE 11
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Growing Together Through Collaboration in Procurement In an increasingly complex and fast-moving supply chain environment, collaboration is no longer optional. It is essential. Savannah’s relationship with Mondelēz International is a strong example of how a shared commitment to partnership, transparency and continuous improvement can deliver meaningful results through Vendor Managed Inventory solutions. From the outset, Savannah approached the relationship not simply as a service provider, but as an extension of the Mondelēz procurement and supply chain teams. By investing time to understand Mondelēz’s operational priorities, demand variability, service expectations and planning requirements, Savannah was able to tailor a VMI solution that supports availability, efficiency and cost control. The focus has always been on joint problem-solving rather than transactional execution. Through regular engagement, shared data insights and open communication, both teams have worked together to refine forecasting accuracy, optimise inventory positioning and reduce potential supply disruption. This collaborative model has supported faster decisionmaking and created greater resilience across the supply chain, while maintaining the flexibility needed to respond to changing market conditions. For Mondelēz, supply continuity is critical. In a fast-paced food and snacking environment, even small delays or inconsistencies can have an impact across production, planning and customer delivery. Savannah’s role is to help reduce that pressure by supporting better visibility, stock availability and proactive inventory management. This allows both teams to plan more effectively, respond earlier to potential challenges and maintain a more consistent supply position. Equally important has been the opportunity for mutual learning. Mondelēz’s high standards and global best practices have challenged Savannah to continuously elevate its own capabilities, while Savannah’s operational insights have supported Mondelēz in driving simplification, consistency and practical improvements across the supply chain. The partnership reflects the value of trust, accountability and shared ambition. It shows how procurement relationships can move beyond price and supply alone, becoming a platform for resilience, innovation and long-term performance. As procurement continues to evolve, Savannah is proud of the progress achieved alongside Mondelēz and looks forward to building on this foundation. Through collaboration, transparency and a shared commitment to improvement, the relationship continues to demonstrate how strong supplier partnerships can support meaningful results across complex supply chain environments.
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Supporting Local and Regional Suppliers Operating across SSA brings a diverse supplier base and varied market realities. How do you approach developing and partnering with local and regional suppliers while maintaining Mondelēz’s global standards? Operating across Sub-Saharan Africa requires us to balance local relevance with global standards. My approach to supplier development begins with recognising the value that local and regional suppliers bring, including proximity, agility and local market knowledge. At the same time, Mondelēz’s global standards around quality, food safety, ethics and sustainability remain non-negotiable. We focus on building long-term partnerships rather than transactional relationships. This includes supplier capability assessments, structured onboarding and targeted development initiatives that help suppliers meet our requirements over time. Collaboration, transparency and clear expectations are essential, particularly in markets where capability levels can vary. We need suppliers to understand not only what the standards are, but also why they matter and how meeting them supports long-term success for both organisations. By investing in supplier development, strengthening governance and sharing best practices, we enable local suppliers to grow alongside the business. This contributes to a more resilient and competitive supply base while also supporting economic development across the region. The goal is not to lower global standards to accommodate local conditions. It is to help local and regional suppliers build the capability required to meet those standards consistently. When that is achieved, the benefits extend beyond procurement. It creates stronger businesses, more resilient communities and a supply ecosystem capable of delivering long-term value across the region.
Digital Transformation in Procurement Digital tools and data are reshaping how procurement teams operate. How is your team using technology and analytics to improve transparency, efficiency and decision-making in your supply base? Digital transformation plays an important role in how procurement teams operate and create value. Technology and data enable greater transparency, consistency and speed across sourcing, contracting and supplier management processes. This is particularly valuable in complex, multimarket environments such as Sub-Saharan Africa, where visibility and standardisation can be challenging. Procurement teams are using digital tools to improve spend visibility, strengthen compliance and support more data-driven decision-making. Analytics help us identify risks, efficiency opportunities and performance gaps within the supply base, allowing teams to act proactively rather than reactively. Digital platforms also support stronger supplier collaboration by standardising processes, improving information flow and strengthening governance. Better access to information allows for clearer performance discussions and more informed decisions across both internal and external relationships. Importantly, technology is not a replacement for relationships. It is an enabler that allows procurement professionals to spend less time on repetitive activity and more time on strategic value creation, supplier development and business partnership. By embedding digital capability into procurement ways of working, teams are better positioned to manage complexity, respond to market volatility and support sustainable, resilient supply chains. The value of technology ultimately lies in how effectively it improves judgement, speed and alignment. The objective is not simply to digitise existing processes, but to create a procurement function that is more transparent, informed and capable of anticipating what the business will need next. PAGE 14
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From Ingredients to Innovation Reliable Food Manufacturing for Global Supply Chains
For over 38 years, K&F Industries and Naxos Baking Technologies have built their reputation as trusted South African contract manufacturers, supporting leading food companies with high-quality extruded cereals, biscuits, inclusions, and specialised food products. Since their inception in 1988, they have worked closely with local and international brands to develop flexible, reliable, and scalable manufacturing solutions tailored to individual customer requirements. Their strength lies in their ability to take an idea and turn it into a market-ready product. From cereal and biscuit products to customised inclusions for chocolates, snack bars, infant cereals, and breakfast cereals, their experienced team has developed a wide range of solutions for use across many different food categories. This flexibility allows their customers to realise their most imaginative product ideas while relying on a manufacturing partner with the technical
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skill, operational discipline, and quality systems required to deliver consistently. Our partnership with Mondelēz reflects this approach in action. The relationship began with single-ingredient packing and has grown steadily over time, transitioning into multi-ingredient inclusion manufacturing and full-scale manufacturing of retail-ready products. Throughout this journey, we have remained committed to supporting business continuity, even assisting with ingredients outside our original scope where required. Quality and food safety remain central to everything we do. By maintaining strict customer requirements, obtaining the necessary certifications, and continually investing in our facilities and people, K&F Industries and Naxos Baking Technologies have developed world-class manufacturing infrastructure, advanced equipment, and specialist skills. A
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major milestone in our journey with Mondelēz was successfully major milestone in our journey with Mondelēz was successfully passing the external on audit the first attempt, passing the quality external audit quality on the first attempt, demonstrating our commitment to operational excellenceexcellence and demonstrating our commitment to operational and compliance. compliance.
We want to express our sincere gratitude to the Mondelez team We are especially proud to proud have received Mondelēz Gold We are especially to have areceived a Mondelēz Gold for their unwavering support Award for Award Best Ingredient Supplier inSupplier the SSAinregion for region qualityfor quality for Best Ingredient the SSA and foodand safety. This recognition reflects not only our food safety. This recognition reflects not only our and invaluable contributions manufacturing capability,capability, but also the of our team manufacturing but dedication also the dedication of our team and the strength the partnership we have we built.have At K&F and the of strength of the partnership built. At K&F throughout our partnership. We Industries Industries and Naxos Baking we continue to and NaxosTechnologies, Baking Technologies, we continue to invest in innovation, people, and production excellenceexcellence so that so that look forward to our continued invest in innovation, people, and production we can support customers with dependable, high-quality we canour support our customers with dependable, high-quality shared growth and success. food manufacturing solutions. solutions. Whether Whether developing original original food manufacturing developing recipes, producing specialised inclusions,inclusions, or scaling or retail-ready recipes, producing specialised scaling retail-ready products, products, our focus our remains same:the helping partners focus the remains same:our helping our partners bring greatbring products market.to market. greatto products
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Building High-Performing, Inclusive Teams Mondelēz is recognised as a top employer with a strong focus on inclusion. How do you build a highperforming procurement team, and what specific practices help you create an environment where women can thrive and lead? Building a high-performing procurement team begins with creating a culture of trust, accountability and continuous learning. Clear expectations, strong governance and a shared sense of purpose allow teams to perform consistently, even in challenging environments. People need to understand the direction, what is expected of them and how their contribution supports the organisation’s goals. Inclusion is a key driver of performance. Diverse teams bring different perspectives, stronger problemsolving and better decision-making. Creating an environment where women can thrive requires intentional action, including equitable access to opportunities, stretch assignments, mentorship, sponsorship and visible role models in leadership. Psychological safety is equally important. People need to feel able to speak openly, challenge ideas and contribute without fear. Flexible ways of working and honest dialogue help individuals bring their full selves to work and perform at their best. Developing talent, recognising contributions and investing in leadership capability also ensure that performance is sustainable beyond individual roles. A strong leader should not only deliver results, but also create the conditions for others to grow and succeed. When people feel valued, supported and appropriately challenged, high performance becomes a natural outcome rather than something that must be forced. For women in particular, having access to opportunities, trusted support networks and leaders who advocate for their development can make a defining difference in their progression.
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Navigating Regional Challenges and Risks Procurement in SSA can involve complex logistics, regulatory differences and geopolitical risks. What are some of the key challenges you encounter, and how do you and your team build resilience into the supply chain? Procurement in Sub-Saharan Africa presents a distinct set of challenges, including infrastructure constraints, regulatory complexity, geopolitical risk and supply market volatility. Successfully navigating these realities requires a proactive, flexible and locally informed approach to risk management. We build resilience through diversified sourcing strategies, robust scenario planning and deep engagement with the local supply base. Understanding market dynamics and regulatory environments at country level is essential, as is maintaining close crossfunctional collaboration with internal stakeholders. Strong governance frameworks, compliance standards and structured risk assessment processes provide consistency across the region. At the same time, local expertise gives teams the agility required to respond quickly when conditions change. Continuous monitoring and data-driven insight help identify potential disruptions early and shape effective mitigation strategies. However, systems and processes alone are not enough. As we often say, “Africa is not for sissies.” What truly makes the difference is the strength of the supplier relationships we build. Trust developed over time allows organisations to respond faster, communicate openly and work together through disruption. By combining global best practice with local insight, procurement teams can manage uncertainty more effectively and maintain continuity of supply in even the most complex environments. At the heart of resilience is the ability to remain prepared, adaptable and connected to the partners who understand the market on the ground.
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Future of Procurement in Food and Snacking Looking ahead, what trends do you believe will most influence procurement in the food and snacking industry, particularly in emerging markets like SSA, and how are you preparing your organisation for these changes? The future of procurement in the food and snacking industry will be shaped by sustainability expectations, digitalisation, supply chain resilience and changing consumer demands. In emerging markets such as Sub-Saharan Africa, these trends are amplified by climate risk, infrastructure constraints and socio-economic considerations. Procurement teams will need to manage these pressures while maintaining quality, continuity and affordability. Responsible sourcing, transparency and traceability will continue to grow in importance. Consumers, regulators and businesses increasingly expect clearer visibility into where products come from, how suppliers operate and what environmental and social impact exists across the value chain. Supplier collaboration and innovation will also become more important. Many of the challenges facing food supply chains cannot be solved by procurement teams working alone. Strong partnerships will be essential to improving resilience, developing new solutions and responding to changing market needs. Digital tools and analytics will further strengthen visibility, efficiency and risk management. Procurement organisations are preparing by investing in capability development, improving data and systems, and embedding sustainability more deeply into decision-making. The ability to remain agile and adaptable will be critical. Future procurement leaders will need strong commercial judgement, digital capability and a clear understanding of local markets. Those organisations that combine these strengths with trusted supplier partnerships will be best positioned to navigate future complexity and create long-term value.
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Advice for Young Women in Procurement and Supply Chain For young women aspiring to build careers in procurement and supply chain, what practical advice would you offer on gaining credibility, finding mentors and navigating their growth into leadership roles? For young women aspiring to build careers in procurement and supply chain, credibility begins with mastering the fundamentals, understanding the business, developing technical expertise and consistently delivering on commitments. Confidence grows through preparation, curiosity and a willingness to take on challenges. You do not need to have every answer immediately, but you do need to remain willing to learn, ask questions and take responsibility for your development. Seeking out mentors and sponsors is essential. Mentors provide guidance, perspective and a safe space to discuss challenges. Sponsors go a step further by actively advocating for opportunities, visibility and progression. Building strong professional networks and learning from different role models can accelerate growth significantly. It is also important to speak up and trust your voice. Leadership is not about knowing everything. It is about listening, collaborating and making informed decisions with integrity. Resilience matters because careers are built over time. There will be setbacks, difficult environments and moments when confidence is tested. Remaining grounded in your values while staying adaptable will support long-term growth. At the heart of it all are ethics and credibility. Procurement and supply chain professionals interact with both suppliers and stakeholders throughout the business, which means we are often seen as representatives of the organisation. The way we act, communicate and make decisions shapes how others view both us and the business we represent.
Mondelēz International is one of the world’s largest snack companies, with iconic brands enjoyed in more than 150 countries. The company is committed to empowering people to snack right through sustainable sourcing, responsible business practices, and continuous investment in innovation across its global operations. Mukondeleli Netshikulwe SSA BU Procurement Director
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