How Global Supplier Qualification Is Reshaping Energy Infrastructure

With the electricity demand continuing to grow worldwide, the pressure on energy infrastructure is amplifying. According to International Energy Agency estimates, the global power demand will increase at the fastest pace in years over 2025 to 2027, mainly due to industrial growth and urbanization in developing economies. Yet, the World Bank states that nearly 700 million people still live without reliable access to electricity, mostly in countries like those in Africa, South Asia, and some parts of the Middle East. A crucial challenge lingers in the background of these numbers, that is, the global supply chains' ability to deliver safe, compliant, and reliable power equipment across the world. Today, energy projects depend on complex networks of suppliers that are spread across countries. They often operate under varied regulatory regimes, technical capabilities, and environmental conditions. Ensuring that every part performs as intended has now become a matter of energy security, economic stability, and social development. Within this global context, the fresh approaches by experienced professionals like Irshadullah Asim Mohammed highlight a practical solution to one of the industry's most persistent concerns of localizing supply chains without compromising on quality or reliability; all this while directly advancing U.S. leadership in clean energy technologies and supporting national goals for energy independence and reduced carbon emissions.

As a Supply Chain Project Manager at a leading U.S.-based developer and manufacturer of fuel cell power plants headquartered in Danbury, Connecticut, Irshadullah Asim has led important supply chain diversification projects that lessen sole-source dependencies, lower expenses, and allow scalable deployment of more than 100 MW of carbon-neutral fuel cell capacity across the United States. These efforts align with federal initiatives like the Inflation Reduction Act, improving domestic manufacturing effectiveness, and contributing to America's clean energy transition.

For decades, large energy projects have been relying heavily on a small number of established suppliers, primarily located in Western markets. While reliable, this model created long lead times, high logistics expenses, and exposure to geopolitical and economic disruptions. Industry research has shown that supplier-related quality issues are critical reasons for slowdowns in power plant commissioning, especially in emerging markets where local manufacturing ecosystems are still developing. McKinsey has noted that poorly governed localization efforts can significantly accelerate defect rates and long-term maintenance expenditures. In this prevailing global landscape, Irshadullah Asim's initiative focused on a different aspect of how to build trust in new supplier ecosystems while maintaining global technical standards.

One of the most illustrative instances appeared during a major power infrastructure project in Ghana, a nation that has made electricity access the core feature of its economic growth strategy. According to Ghana's Energy Commission, expanding and stabilizing generation capacity is of utmost importance to supporting manufacturing, healthcare, and digital services.

To support a 200 MW combined-cycle power plant, key electrical systems such as switchgear and control panels needed to be manufactured and delivered with precision. Rather than defaulting to long-established suppliers far from the project site, Irshadullah Asim led the qualification of a supplier in Chennai, India, while also extending oversight to multiple sub-tier manufacturers across India, Thailand, and China. This helped achieve 100% compliance with stringent standards, lowering defect rates by 95%, and giving cost savings through diversified sourcing.

Going far beyond routine audits, this effort required translating international standards like IEC and IEEE into practical manufacturing processes, aligning engineering expectations across regions, while maintaining transparency through multiple layers of the supply chain. A space where variability is usually the norm, effectiveness and consistency were brought about by repeated in-process inspections, real-time feedback, and structured corrective actions.

Reflecting on the method, Irshadullah Asim noted, "Qualification is not just about compliance. It's about making sure every supplier understands the responsibility they carry toward thesociety who will depend on that power."

The impact of this approach extended beyond a single project, where, by helping local and regional suppliers to meet global standards, the initiative lowered costs, shortened delivery timelines, and ensured on-time commissioning of infrastructure that now supports thousands of households. More importantly, it showcased a replicable model for supplier qualification in markets that are mostly viewed as high-risk but high-need.

Similarly, Irshadullah Asim led localization efforts in South Korea, qualifying eight South Korean suppliers for electrical components, achieving greater localization and better cost reductions. This also guided a major fuel cell assembly facility, supporting U.S. export of clean energy technology and promoting bilateral partnerships in sustainable power solutions.

From a broader perspective, local sourcing brings down transportation costs and exposure to tariffs, making power projects more financially viable. Competitive supplier ecosystems support stabilizing pricing, which ultimately affects electricity affordability for consumers. Reliable power allows small businesses to operate consistently, hospitals to function without interruption, and students to access digital learning tools. These are not abstract benefits, but daily realities shaped by infrastructure development strategies implemented years earlier. Irshadullah Asim's supplier-qualification leadership goes beyond a single region or program, for instance, a high-stakes international assignment for GE Gas Power and Fieldcore Services (September–October 2019). Here, he served as the Lead Supplier Quality Auditor for a strategic supplier expansion initiative in Pakistan. Working with sole responsibility, he conducted comprehensive audits and assessments of 35 prospective suppliers, including on-site facility audits, process capability studies, and quality management system evaluations, against GE's stringent global requirements. He also established standardized evaluation criteria to provide consistent qualification decisions and delivered detailed risk-based qualification reports. His go/no-go recommendations directly informed multi-million-dollar sourcing decisions, helping GE diversify its supplier base, mitigate onboarding risk, and strengthen supply-chain resilience.

A similar philosophy guided Irshadullah Asim's initiative in the Middle East, where energy infrastructure must withstand some of the world's most challenging operating conditions. High temperatures, dust, and humidity place extraordinary stress on electrical systems, making quality commitment vital. Saudi Arabia's Vision 2030 emphasizes local manufacturing and less dependence on imports, particularly in strategic domains such as energy.

During a large-scale power project supporting over 1,000 MW of generation capacity, he led the qualification of battery and excitation compartment suppliers in Dammam, Saudi Arabia, along with sub-tier suppliers across the Gulf region. The challenge was not just meeting specifications on documents, but providing long-term reliability in desert conditions.

The process was adapted to local realities, instead of applying a standardized qualification checklist. Environmental validations, new inspection techniques, and phased supplier training were introduced to assist capability issues. This methodology helped local manufacturers align with global expectations while developing skills that would support future projects across the region.

The outcome was a more efficient regional supply chain, faster procurement cycles, and lesser lifecycle costs for crucial power equipment. These results directly support the economic goals of localization, along with maintaining the reliability that large-scale power generation demands.

The importance of such an approach lies in its impact. When suppliers in emerging markets are successfully qualified to international standards, they become part of the global energy ecosystem rather than peripheral participants. This diversification decreases over-reliance on a narrow set of suppliers, a risk the OECD has identified as a potential threat to global energy security. From a market point, diversified and qualified supplier networks enhance competition and innovation. From a consumer level, they support a more stable electricity supply and pricing. From a societal perspective, they facilitate faster expansion of infrastructure in regions where access to power remains restricted.

As the global energy transition rises, these dynamics will become even more critical. Electrification, renewable integration, and grid modernization will all rely on supply chains that are not only cost-effective but also trusted across borders. Projects will increasingly be rated not just by how fast they are built, but by how sustainably and inclusively they are delivered. Irshadullah Asim Mohammed's expertise in strong supply chains has most recently driven U.S. innovations in fuel cell technology deployment, where his projects have directly supported national clean energy deployment, decreased supply risks, and positioned American fuel cell technology as a keystone for carbon-free power solutions.

The supplier qualification frameworks shaped through these advanced projects point toward a future where localization and global standards reinforce each other rather than compete. By focusing on governance, transparency, and capability building, these approaches help assure that energy infrastructure supports long-term development rather than short-term gains.

Futuristically, the benefits will appear in measurable outcomes, like fewer delays, stronger ecosystems, more resilient infrastructure, and communities with dependable electricity. In an era where energy underpins almost every aspect of modern life, building trust across supply chains is not just good engineering, but a strong base for global progress.