1. Electrification and Supply Chains: As the industry shifts toward electrification, how is procurement strategy evolving to support this transition?

Getting involved in business case scope and concept development from the beginning with the rest of company functions, supporting developing supplier panels per segment, consolidating supplier partnerships within project targets.

OEM projects success cannot be achieved if costs, deliveries, quality and service support are not clearly framed from the start. Due to current technical concepts and logical evolution, supplier panels maturity levels, and finally  risk assessments. The procurement function cannot wait until concepts are fully defined, as is typical in classical NPD projects. Early involvement is therefore essential, requiring a far more flexible and proactive approach. In this space, MoUs and Early Sourcing Agreements are key tools for us.

2. Key Challenges in Sourcing for EVs: From battery supply to critical components, what are the biggest challenges in securing a reliable supply chain for electrified off-highway equipment?

There are three main challenges. The first is supply chain risk due to the current geopolitical landscape, including tariff uncertainty. For example, if battery supply is limited or uncompetitive, there are few viable cell options from North American or European sources, given China’s current dominance in raw materials and cell production.

The second challenge is the financial strength of the supplier panel. This is especially critical for smaller suppliers working on cutting-edge technologies. Finally, unclear sales volume projections at the start of a project add further complexity.

3. Balancing Cost, Sustainability, and Innovation: How do you navigate the trade-offs between cost-effectiveness, sustainability goals, and cutting-edge technology in procurement decisions?

By being involved in the project from day one, procurement can actively contribute to scope definition—both by challenging and being challenged by other functions during decision-making processes.

The procurement target is to secure reliable supply options through MoUs and Early Sourcing Agreements that clearly outline both opportunities and risks. Cutting-edge technologies introduce a much higher level of uncertainty compared to traditional NPD projects. Therefore, strong partnerships between suppliers and OEMs are essential. These partnerships must clearly define, fully understand, and consistently respect the agreed-upon rules to achieve project targets. This approach demands proactiveness, open communication, and flexibility from all parties.

4. The Role of Suppliers in Driving Electrification: What expectations do OEMs like Doosan Bobcat have from suppliers to accelerate the adoption of electrified solutions?

Suppliers must understand that end-customer buying criteria are central to the success of electrified solutions. One of the biggest challenges today is the higher initial cost of EV equipment compared to traditional internal combustion (IC) machines.

Regardless of emissions regulations, the current advantages of EVs—such as performance and lower operating costs—are not yet sufficient to fully offset the initial price gap for many customers.

To accelerate adoption, OEMs and suppliers must work together toward achieving a breakeven price point. Reaching this milestone is essential to moving electrified solutions beyond a niche offering and into the mainstream.

5. What to Expect at the Off-Highway Evolution Summit: Without revealing too much, what key takeaways can attendees expect from your session on strategic procurement for electrification?

To ensure the success of electrification in the market, the strategic procurement function must be involved from day one—working alongside all other key departments.

Procurement must also adapt its approach to the specific demands of electrification. This includes embracing greater flexibility, proactive engagement, open communication, and robust risk management.

The payoff? Accelerated development of supplier partnerships, stronger supplier panels, and greater confidence in meeting program targets—ultimately enabling OEMs to bring sustainable EV product lines to market as early as possible.