Q. What prompted the decision to host this year’s HPMF convention in Lucknow and Ayodhya?
The decision was inspired by the recent opening of the Ram Temple. While we initially aimed to host the event in Ayodhya itself, logistical challenges regarding accommodation and facilities prompted us to adapt our plan.
We ultimately chose to host the main event in Lucknow, just 100 kilometers from Ayodhya, allowing us to visit the Ram Temple while benefiting from better facilities and accommodations. The Ramada Hotel in Lucknow provided a suitable venue, and we were grateful for the support from local government officials and the hospitality team.
Our goal is to celebrate Indian culture and the hospitality industry while ensuring the event emphasizes sustainability and community connection.
Q. What have been the logistical challenges in hosting a convention of this scale in Lucknow and Ayodhya?
Hosting the 14th annual convention in Lucknow and Ayodhya posed significant logistical challenges that required careful planning and flexibility. Initially, we intended to hold the event in Ayodhya, motivated by the recent opening of the Ram Temple. However, we faced obstacles due to limited accommodation and venue options, making it impractical to host there.
To overcome these challenges, we shifted the main event to Lucknow, just 135 kilometers from Ayodhya, which offered better facilities and accommodations while still allowing delegates to visit the temple. We secured a venue at the Ramada Hotel, whose management was very supportive.
Coordinating travel, accommodation, and meals for 450 attendees was a complex task. We prioritized showcasing local culture by ensuring the menu highlighted the region’s culinary heritage, achieved through collaboration with chefs.
In the end, despite the logistical hurdles, the convention was a success, celebrating both the hospitality industry and our rich cultural heritage.
Q. What are the key differences in the number of delegates, sponsors, and exhibitors between the 14th edition of the convention and the previous one held in 2019?
This year’s convention attracted a total of 456 attendees. Among them, 250 were procurement professionals serving as delegates. We also welcomed 70 individuals from various roles, including advisory board members, media representatives, industry chefs, general managers, and vice presidents. Additionally, we had participants from associations such as housekeeping, food and beverage, IT managers, and kitchen equipment managers.
There were about 72 suppliers who helped sponsor the event, contributing to a total of around 151 supplier representatives. This marks a significant increase in attendance compared to previous years. In 2019, we hosted 350 delegates and only 45 vendors. This year’s growth reflects our ongoing success, as we have now expanded from 250 to 450 delegates.
Q. How does HPMF plan to expand its membership base?
In 2010, we officially established HPMF with the mission of developing purchasing professionals and promoting knowledge sharing. Our inaugural event attracted 120 participants; today, we have over 6,250 members across 40 cities in India and eight countries, including Sri Lanka, Bangladesh, Nepal, and the Maldives.
HPMF encompasses a diverse range of members beyond just hotels, including four- and five-star establishments, standalone restaurants, catering companies, modern retail, e-commerce, airlines, and Indian Railways. Our members are primarily managers, and I believe that by incorporating assistant managers and junior staff, our membership could easily expand to 60,000 or more.
Q. What has been the improvement and progress over the past 14 years in terms of training and professional development for procurement professionals?
In 2010, we launched HPMF, but my journey began much earlier. I started my career as a purchasing manager at 26 after training at the Taj Group of Hotels. Initially, my five years of experience offered limited guidance, and without resources like Google, I relied heavily on networking with industry peers to tackle procurement challenges.
Connecting with seasoned professionals like Mohandesh Pandey and Dr. Sanjay Goyal highlighted the value of collaboration, which evolved from competition to friendship by the early 2000s. Over the past 14 years, we’ve facilitated knowledge sharing through articles, interviews, and training videos, all free of charge, with our annual convention serving as a vital platform.
Many of our junior members have advanced to managerial roles, and currently, about 6,000 professionals are benefiting from HPMF’s training initiatives, including our HPMF Gurukul for mid- and senior-level training.
We emphasize the supply chain’s critical role in enhancing both organizations and the broader economy. Aligned with the Prime Minister’s vision for a developed India, we aim to improve our GDP ranking through better procurement practices, national and international sourcing, and sustainable agricultural contributions.
By collaborating with organizations like FSSAI, we ensure well-trained food handlers, benefiting suppliers and the community. This holistic approach positions procurement professionals as essential drivers of economic growth and sustainability in India.
Q. What strategies does HPMF implement to train managers and enhance the professional development of procurement professionals?
HPMF prioritizes training managers to foster effective team knowledge transfer. We’ve published a comprehensive guide on hospitality procurement practices, covering essential topics like procurement fundamentals, logistics, negotiation strategies, and regulations. This book serves as a vital resource for newcomers and is being revised in partnership with institutions like IIMM.
Our goal is to engage hotel management institutes, encouraging students to explore procurement alongside traditional roles. A foundational understanding of procurement eases their transition into professional positions, especially for those with a hospitality background.
In today’s diverse landscape, procurement professionals must be well-versed in various products—from engineering supplies to food and linens. An open mindset and strong relationships with knowledgeable suppliers are crucial.
Networking, work-life balance, and effective delegation are essential, as is self-confidence. While managing the supply chain can be challenging, neglecting it risks an organization’s stability. At HPMF, we are dedicated to instilling these vital skills and values in our members.
Q. HPMF is also about to launch an interactive website for procurement professionals. Tell us more about it.
We are developing an interactive software platform to enhance procurement efficiency. By engaging suppliers as associate partners with an annual fee of Rs. 3,000 to Rs. 4,000, we aim to generate funds for expanding our initiatives and formalizing our operations. Currently, we lack a dedicated office and personnel to reach procurement managers in new cities.
To address this, we’ve partnered with a tech-savvy former purchasing professional and a web development firm to create a platform where buyers can post requests. This system will automatically connect them with relevant suppliers, generating a Bill of Quantities (BoQ) and comparative quotes, streamlining the procurement process.
The software acts as a mediator, facilitating direct communication between buyers and suppliers while remaining neutral. It will also feature Management Information System (MIS) capabilities to predict purchasing needs and provide analytics on profit, loss, and supplier performance, ensuring that only qualified suppliers are included.
Financially, this initiative will strengthen HPMF by registering suppliers and collecting annual fees, creating a robust database and simplifying the inquiry process for buyers. We are refining the platform to meet industry needs and plan for a significant launch, distinguishing it as a tailored solution for the hospitality sector.
Q. Earlier today, you mentioned an ambitious agenda aiming to achieve approximately 100 goals within a span of 1,000 days. Could you elaborate on this strategy and its key objectives?
You’re correct; we have set an ambitious agenda of 100 goals to be achieved over the course of 1,000 days, which spans three years. This agenda will establish a cohesive direction for the global Hospitality Purchasing Managers Forum (HPMF). While we are already present in several countries, my vision is to create a unified platform that can be consistently adopted worldwide.
These 100 objectives include launching chapters in various countries and cities, as well as identifying qualified trainers. We have organized our priorities into phases, outlining specific goals for the first year and then for the subsequent years.
My aim is for HPMF to function as a professional organization, not merely as an individual-led initiative. Currently, I serve as the spokesperson, but we also have chapter heads, secretaries, and presidents who contribute to our collective mission. We hold monthly meetings to share information and knowledge, and it’s essential that we formalize these processes to create a more responsible organization where members report to their respective leaders and contribute to management information systems.
Additionally, I plan to introduce monetization strategies for HPMF, which we have not explored previously. Sustainable funding is vital for any organization’s operations. While our current members engage in social service without charge, it’s important to consider how we can generate revenue moving forward. This will enable us to support our initiatives and further our mission.
Q. But given the scale of HPMF conventions and awards, how do you ensure adequate financing for the event?
To give you a perspective, this year we collaborated with 72 suppliers who sponsored the event, forming a crucial sponsorship fund. We created a budget tailored to the program and its location, ensuring we only raise the necessary amount to cover costs—never exceeding our financial requirements. This disciplined approach allows us to manage our finances effectively while delivering a high-quality experience.
Q. Can you provide an estimate of the overall costs associated with organizing the convention this year?
The total cost is approximately two crore rupees. We maintain meticulous financial records and conduct annual audits, which ensure transparency and accountability. This structured approach not only allows us to curate events effectively but also fosters strong support from industry suppliers who participate as sponsorship partners.
Q. What steps can general managers and owners take to support the training and well-being of purchasing managers, and how will these initiatives enhance their organizations and the broader community?
A significant issue we face is that many general managers and owners undervalue the training of purchasing managers. This lack of investment in their development can lead to severe consequences; for instance, in the past five years, we have seen 60 purchasing professionals succumb to heart attacks—likely stress-related. This stress primarily stems from work pressures.
It is crucial to foster a healthy work-life balance and create a respectful, non-threatening environment for purchasing managers. I appeal to department heads, general managers, and owners to recognize the importance of mutual respect. Providing purchasing managers with the time and space to learn and grow is essential.
These professionals are often overwhelmed, so it’s vital to identify priorities and allow them the autonomy to manage their responsibilities effectively. A well-supported purchasing manager will not only thrive but will also contribute to the overall success of the organization.
When the organization excels, the benefits extend to the entire community—this is the snowball effect in action.
Additionally, I encourage purchasing managers to delegate tasks and prioritize effectively. It’s important to recognize that one cannot accomplish everything in a single day. Discipline and self-respect are key. Many of us underestimate our worth, and this can lead to burnout and inefficiency.
By embracing these principles, we can collectively foster a healthier, more productive environment that benefits our industry and society as a whole.
