Thales’ Roque Carmona on its supply chain strategy and the future of procurement
With Thales now working with more local suppliers through its Go to UAE initiative, the company’s investment in the Emirates continues to deepen, shares Carmona
22 July, 2025
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As the UAE continues its push to become a global hub for advanced manufacturing and sustainable industrial development, global players like Thales Group are playing an increasingly central role in shaping the region’s industrial future. At the recent edition of ‘Make it in the Emirates’, Roque Carmona, group chief procurement officer at Thales, spoke with Gulf Business about the company’s evolving supply chain strategy, the growing significance of local partnerships, and how regional ecosystems are key to long-term resilience.
Carmona, who leads Thales’ procurement globally, is a vocal advocate for treating suppliers not as vendors but as strategic partners. His emphasises the importance of innovation, trust, and regional capability-building.
With Thales now working with 20 local suppliers through its Go to UAE initiative — up from nine in 2024 — the company’s investment in the Emirates continues to deepen. Carmona’s remarks also reflect broader trends shaping global procurement: regionalisation, automation, and the intensifying battle for talent.
Here are excerpts from the chat.
Tell us about your role and how it connects with what you’re doing here in the UAE?
I’m the group chief procurement officer for Thales, a position I’ve held for seven years now. Procurement today is much more than buying something and walking away. It’s about building resilient and efficient supply chains to ensure that we have the equipment, parts, and services we need to serve our customers.
At Thales, we take a regional approach, creating local ecosystems not just globally, but in Europe, India, the Americas, and increasingly here in the Emirates. The UAE is an important region for us now as it grows its aerospace and defence sectors.
With all the geopolitical tensions and post-pandemic disruptions, how has your procurement strategy adapted to stay resilient?
This is our core job: navigating complexity. One key strategy we use is multi-sourcing, which means having two sources of supply in two different regions. That way, if a crisis hits — whether it’s pandemic, conflict, or anything else — we’re not stuck.
It’s about securing supply without compromising on time, quality, or cost. You call it backup; we call it second source.
Technology, especially AI, is changing business across sectors. How is it influencing procurement and supply chain operations at Thales?
AI and advanced technology are impacting our world in two major ways. First, by helping us capture innovation from our suppliers — some studies suggest that up to 66 per cent of innovation comes from suppliers, and I believe that.
Second, through resource sourcing: finding the right technologies and capabilities in fields like cybersecurity, software development, optronics, and laser systems. It’s about identifying the right partners and making sure the know-how is in place, globally and locally.
Last year at Make it in the Emirates, you onboarded nine UAE suppliers under the ‘Go to UAE’ initiative. Where does that stand now?
We’ve expanded from nine to 20 suppliers now. The initial group has been through a stringent qualification process, proving their ability to meet aerospace and defence standards — what we call special processes at Thales. These partners are now ready not only to serve us locally but also to expand globally. It’s a sign of the UAE’s industrial potential.
What do you look for when evaluating suppliers, especially in this region?
We look at the following factors:
Industrial maturity — not just having the right machines, but the right mindset, systems, and integrity.
Quality DNA — suppliers must deliver on time and to specification, every time.
Competitiveness — we want partners who understand the market and continuously improve.
And increasingly, we look at cybersecurity, safety standards, and ethical practices. Trust is non-negotiable in our line of work.
What has stood out about the UAE’s industrial and procurement ecosystem at this year’s forum?
The vision and support from leadership here is remarkable. The environment is business-friendly and agile.
Geographically, the UAE is also well-placed — close to rare earths and with the ability to attract global talent. We’re here not just to build in the Emirates, but to build for the region, and possibly support neighboring countries too.
What more can the region do to attract partners like Thales?
Keep investing in talent development — not just engineers, but also skilled technicians and industrial workers.
Continue to fund supplier capacity and innovation, and most importantly, maintain the UAE’s agile procurement model. That flexibility is what makes working here so appealing.
Looking ahead, what trends do you see shaping global supply chains?
Three stand out:
Talent wars — every sector is competing for the right people.
Regionalisation — not the end of globalisation, but a move toward regional sovereignty in supply chains.
Automation and AI — they’re already influencing how we work and what we deliver, especially in aerospace and defense.
Finally, from a leadership standpoint, what values do you bring to your team and this mission?
Be present. Know what’s happening on the ground. And most of all — be agile. The world is too uncertain to stick to a single strategy. A leader today must stay flexible and open-minded. Even if you’re heading in one direction, be ready to shift if needed.
