Today, we’re going behind the scenes with Glenn Tan Yu Xin, to talk all things Supply Management. This is your chance to find out the top skills for building successful partnerships, explore the latest trends in the tours and activities industry, and discover the key benefits of partnering with an industry-leading business…

 

Tell us a little about yourself. How did you come to work for TUI Musement?

Many might not know that I was actually trained as a chemical and biomolecular engineer. However, I somehow found myself in the tourism industry in 2009—and I haven’t looked back since. In 2017, I joined the TUI Group through Pacific World Meetings and Events (an organisation that has since concluded its operations), where I managed end-to-end conferences and incentive programmes. I was also given the opportunity to lead a small team focusing on product development for the Singapore market, and that was when I realised telling a good story about my favourite destination is what I am good at, and something that kept me going in this industry.

Following a reorganisation in 2020, I became part of the Supply Management team in Asia Pacific and the Indian Ocean, looking after the Southeast Asia region. Two years later, my predecessor opted for early retirement (lucky him), and the position opened up. I went for it, and that’s where I am now.

How do you effectively manage a regional team that works remotely, considering different cultural backgrounds, while ensuring smooth collaboration within the team and with other teams?

The challenge of my role is to manage, understand, and provide guidance in times of ambiguity for my teams that are based across the Asia Pacific, Indian Ocean, and Middle East regions. Embracing a service leadership model helps a lot. My managers are the masters of their realms – I can’t do their job, but I can provide value by removing their distractions and being their voice to senior management, so they can focus on what they do best – creating and curating the most valued and qualified experiences.

The other value I bring to the table is ensuring directions and information are aligned at a regional level across functions. I work hard to keep all stakeholders in my region informed and united on our processes and upcoming initiatives. This helps facilitate smoother collaboration not only within my teams but also with their counterparts in other departments.

I love this quote from Richard Branson: “Train people well enough so they can leave, treat them well enough so they don’t want to.” This is my aspiration in this leadership journey.

What do you look for in a supply manager in the tours and activities industry?

  1. Storytelling. They love to share a good destination story – this is the fun part, and the core of our job – seeking a great story (that sells) to share with travellers. They’re always at the forefront of new developments, setting aside time for site inspections and turning seemingly unrelated experiences into a compelling story. They also have the skill to create a value-for-money proposal and present their ideas in a slide deck—because sometimes that’s all you have, to sell a concept.
  2. Creative negotiation skills. It is our responsibility to ensure fairness and create value for all parties in the face of global challenges such as manpower shortages and rising operating costs. The key question is: how do we create a win-win situation during the contracting process? It is important for us to understand the rationale behind our suppliers’ pricing strategies in order to foster a transparent dialogue and build mutually beneficial commercial partnerships. We also need to collaborate effectively with our internal stakeholders and partners, ensuring a clear understanding of the constraints we face and equipping them with the necessary context and messaging. By fostering this collaborative approach, we can navigate these challenges together.
  3. Empathy. We don’t just strive to be the best and most loved tours and activities company for guests; we also aim to be the most cherished partner for our suppliers. We want our suppliers to grow alongside us — the question is how, and empathy is key to driving that how. Likewise, when the Supply Management team moves in step with our internal stakeholders, the company thrives. We need empathy and strong communication skills to ensure our stakeholders are aligned with us and understand our goals in the day to day.
  4. Administrative skills. Administrative work is a key requirement in supply management, from the internal contracting protocol that we follow, to gathering essential data and logging it accurately in the back office. It is not the most glamorous part of our work, but attention to detail and accuracy are crucial to the commercial success of a product.

Can you discuss any recent trends within the tours and activities industry?

While this isn’t entirely new, the buzzword at many trade shows I have attended is ‘sustainability.’ In my view, offering responsible experiences is no longer optional—it’s essential. Travellers are increasingly aware of the impact their journeys have on both natural and societal resources, and many are actively looking for ways to travel more responsibly. They want to explore the world while doing their part to protect it.

At TUI Musement, we are committed to growing our curated portfolio focused on environmental protection, local communities, and cultural heritage. Over the past two years, my team has been working closely with key suppliers, and I’m confident that together we’ll soon be able to present a refreshed list of more responsible excursions.

Can you provide insights into the process of sourcing new suppliers and vetting them for partnership?

We typically source new suppliers by attending trade shows and collaborating with local associations and tourism bureaus to stay updated on industry trends and discover new experience providers. Once potential suppliers are identified, we assess the quality and delivery of their offerings by conducting site visits and personally experiencing what we plan to sell.

After we are satisfied with the commercial negotiations, the administrative process begins. We have a robust contracting process that ensures our suppliers are aligned with our values in areas such as insurance, data protection, and commitments to environmental, social, and governance standards, as well as adherence to sanctions, anti-trust, and anti-bribery regulations.

This process requires careful attention and demonstrates our commitment to being a responsible player in the tourism industry.

How do you balance the price-point with maintaining high-quality experiences for travellers?

Finding the right balance between price and quality is the ultimate goal for every tourism operator. In my view, quality and safety should never be compromised. The key is to first focus on targeting the right segment of travellers. Next, you need an effective communication strategy to clearly demonstrate the value you’re offering. I believe if people understand the value of a product, they will be willing to pay for it, and of course, we must always deliver on the value we promise.

What advice do you have for suppliers looking to establish successful partnerships with us?

If you take pride in being an ethical employer, have no hesitation in impressing others with your safety protocols, and don’t bat an eyelid when questioned about your value to the community and the value of your services, let’s talk!

Finally, how do you relax after a hard day of negotiations? 

I play football weekly to relieve stress—those two hours of focused activity are truly therapeutic. I also squeeze in time for running and swimming whenever I can. My 5-year-old son keeps me on my toes, but his playful antics never fail to make me laugh and forget about any work stress.

What advice do you have for someone who aspires to work in the industry?

First and foremost, you must take pride in your destinations. This pride forms the cornerstone of your passion, driving you to share—and sell—the unique stories of your destination to visitors. It’s about educating, inspiring, and helping them to appreciate the destination through your perspective.
Every industry has its challenges and rewards. I firmly believe that to thrive in this field, you need to be proud of the value of our work: sharing the remarkable story of your destination with the world.

Are you an activity provider looking to discover how our omni-channel distribution can position your products to reach the widest and most relevant audiences? Feel free to contact us at: partner@musement.com