Johannesburg, 29 June 2026 – Copper already underpins Zambia’s economy. The country is Africa’s second-largest copper producer, with the metal accounting for around 70% of export earnings. Now, under its National Mineral Resource Development Policy and National Critical Minerals Strategy, the Zambian Government has set one of Africa’s most ambitious mining growth agendas, targeting annual copper production of three million tonnes by 2031 as it seeks to position the country as a leading global supplier of copper and other critical minerals essential to the global energy transition.

However, according to Paul Vos, the Chartered Institute of Procurement & Supply (CIPS) Southern Africa Regional Managing Director, achieving that ambition will depend on far more than expanding mining capacity.

Recent findings from the CIPS Global State of Procurement & Supply 2026 Report reinforce the growing importance of resilient supply chains, supplier development and professional procurement capability in supporting long-term economic growth. Vos believes those principles will be central to Zambia’s ability to realise its copper ambitions.

During the Zambia Institute of Procurement and Supply’s (ZIPS) 14th National Conference in Livingstone, held the week before last, CIPS Southern Africa signed a Memorandum of Understanding (MoU) with ZIPS, strengthening collaboration between the two professional bodies to advance procurement capability and supplier development in Zambia.

Reflecting on the discussions at the conference, Vos says Zambia’s greatest untapped opportunity lies not beneath the ground but in building stronger local supplier ecosystems capable of supporting a rapidly expanding mining industry.

“The next copper mine Zambia needs isn’t underground,” says Vos. “It’s in the strength of its local supply chains.”

“Local supplier development is fundamentally an economic development strategy, not simply a procurement issue. When mining companies localise intelligently, they aren’t merely purchasing locally — they’re building industrial capability, strengthening economic resilience and creating sustainable value that extends well beyond the life of a mine.”

Vos says one message emerged consistently throughout the conference discussions: Zambia’s copper ambitions cannot be realised through extraction alone.

“The real multiplier effect sits within the supply chain. If Zambian businesses can consistently deliver quality goods and services at the standards required by global mining houses, the country retains more value, creates employment, develops new skills and reduces dependency on imports.”

According to Vos, significant opportunities already exist for Zambian-owned businesses across engineering services, maintenance, logistics, consumables, equipment support, and an increasing range of digital and data-driven services that support modern mining operations.

“What impressed us during our engagement in Zambia was the level of entrepreneurial ambition. The challenge isn’t a shortage of businesses wanting to participate; it’s ensuring they can consistently meet the technical, safety, governance and compliance standards expected by international mining companies.”

He says the newly established partnership between CIPS and ZIPS plays an important role in addressing those challenges by strengthening procurement professionalism and supplier capability across both the public and private sectors.

“There remain several barriers preventing local suppliers from securing larger mining contracts,” says Vos.

“These include limited access to finance, capability gaps around international standards, insufficient visibility of procurement opportunities, and procurement processes that can unintentionally favour established international suppliers.”

“The encouraging reality is that none of these barriers is permanent. With the right supplier development programmes, professional training and collaboration between government, industry and professional bodies, they can be addressed systematically.”

Vos stresses that localisation should never come at the expense of performance.

“Professional procurement isn’t about lowering the bar; it’s about helping more suppliers reach it. Leading organisations are already investing in supplier development programmes, creating transparent evaluation criteria, breaking larger contracts into more accessible work packages and establishing structured pathways for emerging suppliers.”

He believes the government also has a critical enabling role to play.

“The Zambian Government has already demonstrated strong intent through its National Mineral Resource Development Policy and National Critical Minerals Strategy. The next challenge is ensuring procurement capability, supplier development and enterprise support evolve at the same pace as investment into new mining capacity.”

Vos says international mining companies also have an important responsibility to move beyond purely transactional supplier relationships by embedding mentorship, knowledge transfer, supplier development programmes and long-term partnerships into procurement strategies.

“The strongest mining ecosystems are built when procurement moves beyond transactions to become a driver of capability development.”

The economic benefits, he says, extend far beyond the mining sector itself.

“When more of the mining value chain is retained locally, SMEs grow, employment expands across multiple sectors, tax revenues increase, and valuable skills remain within the country. Every dollar spent locally circulates many more times throughout the wider economy.”

Looking across Africa, Vos says countries that have successfully strengthened local supplier ecosystems have typically shared four characteristics: clear policy direction, committed industry leadership, professional procurement capability and sustained investment in supplier development.

“What stood out for me during our visit to Zambia was the strong alignment between government, industry and the procurement profession,” he concludes.

“Zambia has set itself a bold national goal. Achieving annual copper production of three million tonnes will require thousands of capable local suppliers working alongside world-class mining operations. Partnerships like the one we’ve established with ZIPS will help build the procurement capability, supplier ecosystems and professional standards needed to turn that ambition into lasting, inclusive economic growth.”

About the Chartered Institute for Procurement & Supply (CIPS):

The Chartered Institute for Procurement & Supply (CIPS) is a global professional body dedicated to advancing procurement and supply management. With a presence in over 180 countries, CIPS sets the international standard for excellence in the profession, defining best practices, promoting innovation, and supporting the transformation of supply chains worldwide.

As a global awarding body for the procurement profession, CIPS leads in professional education and training, helping individuals grow their capabilities and achieve their career goals. The organisation offers insights, tools, and resources that enable members to drive strategic value within their organisations.

CIPS partners with businesses, public institutions, and governments to build procurement capability through tailored training, consultancy, and standards implementation. At its core, CIPS fosters a global community of professionals committed to powering ethical, sustainable, and resilient supply chains that support thriving societies.