In a year shaped by significant economic shifts and ongoing challenges, the procurement profession stood at a pivotal moment in 2024. On 11 December, CASME and WNS Procurement, powered by The Smart Cube, hosted a webinar bringing together industry leaders to reflect on a transformative year and consider what lies ahead in 2025.

“The only thing that’s been constant for us has been change,” observed Terri Roscosky, Global Supply Chain Operations at Intel, setting the tone for a discussion that examined the evolving demands of procurement. The panel focused on the agility and strategies needed to stay ahead, improve cost efficiency, and enhance operational effectiveness in an increasingly complex environment.

Watch the webinar to gain insights from these procurement leaders as they share their reflections and outlook for 2025, and read the key highlights below:

• Alejandra Garcia – Chief Procurement Officer, Flint Group
• Terri Roscosky – Supply Chain Director, Intel Corporation
• Mita Gupta – EVP and Business Unit Head, WNS Procurement
• Graham Crawshaw – Procurement Content Director, CASME.

Agility and Resilience in the Face of Uncertainty

As 2024 unfolded, continuing geopolitical tensions, economic shifts, and regulatory changes rippled across supply chains, testing the resilience of procurement teams worldwide. Business continuity emerged as the hero of the story, underpinned by strong supplier relationships, inter-organisational collaboration, and adaptive procurement strategies.

"We relied on our partnerships more than ever," reflected Terri. "These networks became lifelines in times of disruption." However, the challenges also exposed vulnerabilities, from over-reliance on specific regions to inefficiencies in crisis management. "Procurement has had to redefine resilience in the face of increasing uncertainty,” she continued, “Success today depends on the strength of supplier relationships and our ability to adapt at speed."

The Lesson: 

Agility is no longer a luxury - it’s the foundation of Procurement’s future. The most successful teams remained focused on actionable solutions rather than becoming paralysed by hypothetical ‘what ifs.’ Those who pivoted quickly, collaborated effectively, and harnessed intelligence from across their networks were best equipped to navigate disruption and maintain business continuity.

Digital Innovation: Bridging the Gap Between AI Potential and Reality

The transformative power of artificial intelligence (AI) and digital-enabling tools continued to dominate discussions within Procurement during 2024. While AI was hailed as a game-changer, the journey from potential to practical adoption remained fraught with challenges. Generative AI (GenAI), celebrated for its potential to boost productivity and streamline processes, often fell short of its promise due to systems integration hurdles and organisational readiness.

A live audience poll conducted during the webinar underscored this reality. While almost a third of organisations had successfully implemented AI, others are still in the early planning stages, struggling with readiness, tool optimisation, and the hesitancy to invest without clear strategies for realising AI’s potential.

AI’s true value lies in its role to augment human intelligence. It has proven particularly effective in enhancing productivity in areas such as negotiation preparation and category management. By automating source-to-pay processes, AI enables procurement professionals to focus on higher-value strategic activities.

"AI is not a silver bullet," cautioned Mita Gupta, EVP and Business Unit Head at WNS Procurement. "It’s a powerful enabler. The key is to integrate it thoughtfully, ensuring it complements human intelligence rather than trying to replace it."

Key Takeaway:
Successful AI adoption demands a pragmatic and strategic approach. Rather than making redundancies within procurement teams, AI implementation requires an investment of time, human resources, and training to maximise its impact. Organisations should prioritise practical, scalable digital solutions that enhance decision-making, streamline workflows, and empower procurement professionals to deliver greater strategic value.

Sustainability in Focus: Balancing Cost and ESG Priorities

Across industries, the panel highlighted the growing tension between balancing the pressure to deliver short-term cost savings versus the imperative to pursue long-term sustainability and strategic innovation. For many organisations, this remains an unresolved conflict, particularly in the context of environmental, social and governance (ESG) initiatives. Measuring and managing Scope 3 carbon emissions is critical yet notoriously complex. 

"Balancing ESG goals with cost pressures isn’t easy, but it’s essential," emphasised Alejandra Garcia, CPO at Flint Group, urging “Procurement must lead the charge in embedding sustainability into the supply chain."

However, the panel acknowledged the disparity in progress across regions, with Europe outpacing the United States in ESG adoption, highlighting differences in approach and commitment.

Poll Insights: Procurement’s Role in ESG Programmes

A live audience poll revealed that Procurement’s focus is on the operational and collaborative aspects of ESG programmes:

1. Collaborating with corporate sustainability, DEI, risk, and governance teams
2. Engaging and collaborating with suppliers on ESG initiatives and targets
3. Identifying opportunities to improve sustainability within specific categories
4. Conducting supplier due diligence and managing risks related to ESG criteria.

Conversely, the results showed that strategic and advisory responsibilities are less commonly prioritised by Procurement, such as:

• Take on a leadership role in sustainability initiatives
• Act as a business advisor on ESG strategies and targets
• Directly support stakeholders in achieving their ESG objectives and targets.

These findings highlight a significant missed opportunity: Procurement has the potential to take on a more strategic and advisory role in ESG initiatives, but has yet to fully embrace this.

The Dilemma

Can procurement achieve cost efficiency without compromising on sustainability? The solution lies in collaboration across the board - with stakeholders, suppliers, and corporate sustainability teams - to embed ESG considerations into every step of the procurement journey. 

Takeaway: To make an impact, incorporate ESG metrics into procurement frameworks and work closely with both internal and external partners to drive sustainable practices and achieve meaningful change.

From Cost-Cutting to Value Creation

Procurement is undergoing a remarkable evolution, transforming from a traditional cost-cutting function into a dynamic strategic partner of value creation. By championing supplier innovation, advancing ESG objectives, and aligning with broader organisational strategies, Procurement is stepping into a pivotal role in shaping business success.

"Procurement is no longer about just cost savings; it’s about the reduction of waste across our supply chain," Alejandra explained, reinforcing the importance of a holistic approach. Graham Crawshaw, Procurement Content Director at CASME, added, "We’re moving from a transactional mindset to one of value creation. This is how Procurement truly makes an impact across the business."

This shift is not merely a change in processes - it’s a redefinition of Procurement’s purpose. With the right focus on talent development, cross-functional collaboration, and smart investments, procurement teams are positioned to lead the way in unlocking new opportunities for growth and sustainability.

The Opportunity

Procurement has the chance to be at the heart of an organisation’s growth through innovation and influence. Success will depend on harnessing the right tools, empowering people, and adopting forward-thinking strategies to truly make an impact.

2025: Preparing for What’s Next

The challenges facing Procurement in 2025 are as significant as they are transformative. From reshoring and nearshoring strategies to advancing sustainability and navigating complex regulatory landscapes, these emerging megatrends are reshaping the profession.

As highlighted during the panel discussion, and insights from the third audience poll, cost optimisation continues to dominate agendas. However, this priority is now complemented by broader goals such as business continuity and resilience, technology integration, and talent development. Sustainability, alongside cost pressures and the complexities of geopolitical and labour market uncertainties, is recognised as one of the most critical challenges facing Procurement in 2025.

"The megatrends we’re seeing, reshoring, regulatory shifts, and the push for sustainability, are redefining the way we work," remarked Mita. "Preparation is no longer optional; it’s a strategic imperative."

To navigate the shifting geopolitical and economic landscapes, the panel highlighted the need for strategic investments in advanced digital tools, strengthened supplier partnerships, and the cultivation of agile, future-ready strategies and supply chains. 

Actionable Recommendations:

• Leverage Technology: Invest in AI-driven tools to enhance efficiency, such as supplier data analysis and automated contract reviews, and data analytics for predictive and prescriptive decision-making.
• Strengthen Collaboration: Partner closely with suppliers to identify and eliminate inefficiencies and build robust supply chain strategies. As a powerful invitation to suppliers, emphasising collaboration and openness to improvement, Terri recommends asking them “You tell me, where am I wasting money?”
• Upskill Talent: Train and equip teams with the knowledge and capabilities to adopt a digital-first mindset and align procurement activities with broader business goals.
• Align Stakeholders: Use clear communication of priorities to bridge immediate cost optimisation needs with long-term sustainability and resilience objectives.

Key Takeaway

Forward-thinking leaders are embracing these challenges as opportunities by prioritising scenario planning, encouraging supplier collaboration, optimising digital tools, and upskilling their teams. A proactive, future-focused mindset will ensure procurement teams not only adapt to evolving demands but also thrive as strategic enablers of organisational success.

Leading Procurement into the Future
The journey of procurement in 2024 was one of transformation: resilience in the face of uncertainty, and innovation born out of necessity. As 2025 approaches, the lessons learned this year will guide the profession forward. 

“Whether it’s ESG or AI, you’ve got to do something. Don’t ignore it—it’s not going away,” concluded Graham Crawshaw, encouraging procurement professionals to act decisively and embrace change. The panel ended on a hopeful note: with agility, collaboration, and a commitment to delivering value, Procurement is poised to lead organisations into a dynamic and complex future.

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