In today’s dynamic and interconnected global economy, supply chains and procurement functions face unprecedented challenges and opportunities. With over two decades of international experience, Milind Tailor has established himself as a transformative leader in supply chain and procurement, seamlessly blending strategic vision with operational excellence. Renowned for turning cost centers into value creators, Milind has redefined the way organizations approach spend management, inventory planning, and vendor relationships. Drawing on his expertise in leading cross-cultural teams across 60 countries, his ability to navigate complex, multi-functional landscapes sets him apart as a driver of innovation and efficiency. As a mentor, non-executive director, and champion of future leaders, Milind is not only shaping today’s supply chains but also inspiring the next generation of professionals to rise to the challenges of tomorrow.
We caught up with Milind and talked through procurements past, present, and future.
Milind Procurement has undergone a significant transformation in recent years. How has the role evolved, and what are the key trends shaping its future?
For decades, procurement lived comfortably in the shadows—a cost-focused function tasked with securing supplies, negotiating the best price, ensuring contracts were in place, and managing suppliers. It was a role largely perceived as transactional, reactive, and often underappreciated.
Fast forward to the 2010s, and the landscape began to shift. Digital tools like e-sourcing platforms and spend analytics started gaining traction, offering greater efficiency and visibility. Conversations around sustainability and supplier diversity began making their way into boardroom agendas. Procurement was slowly shedding its “back-office” image and evolving into a strategic partner.
Then came 2020, a turning point for global supply chains. The pandemic brought critical shortages, production halts, and transportation bottlenecks, thrusting procurement into the spotlight. For months, procurement teams became the heartbeat of businesses. They pivoted with precision, redesigning supply networks, securing alternative sources, and forging innovative partnerships. This marked procurement’s coming of age—a transformation from a cost centre to a trusted partner and value creator, enabling growth, managing risk, and driving innovation.
As procurement continues its evolution, its future rests on a transformative paradigm: the Four Ps of Procurement—Purpose, People, Planet, and Performance. These principles will guide the function into a more sustainable, equitable, and innovative era.
People will remain at the core of procurement’s success, with a focus on empowering teams, fostering relationships, and driving collaboration. Future-ready talent will be essential, equipped with skills like digital fluency and supplier innovation. Suppliers will no longer just be vendors but co-creators of value, fostering resilience and innovation in the supply chain. Inclusion and diversity will also play a pivotal role, as procurement champions diverse supplier bases to promote equitable growth.
Planet will drive procurement’s sustainability agenda, positioning it as a key player in delivering on environmental, social, and governance (ESG) commitments. From ensuring ethical and sustainable sourcing to championing circular economy principles and driving carbon neutrality, procurement will lead organizations in reducing environmental impact and embracing green technologies.
Performance will be central to demonstrating procurement’s value. The focus will expand beyond cost savings to include total value delivery, supplier co-innovation, and risk-sharing models. Procurement’s success will align with key business metrics such as profitability, customer satisfaction, and sustainability.
Finally, Process will underpin efficiency and agility in procurement operations. Digital transformation will automate repetitive tasks, enabling teams to focus on strategic activities. Resilient and agile processes will help organizations navigate disruptions, while real-time analytics will support proactive decision-making and smarter sourcing.
Procurement’s journey from the shadows to the forefront mirrors the evolution of marketing’s Four Ps. As the function embraces its Four Ps—Purpose, People, Planet, and Performance—it establishes a blueprint for navigating a constantly changing world, creating value, and driving innovation.
As procurement adapts to new demands and technologies, what skills do you think are now essential for professionals in the field?
The future of procurement is firmly anchored in the Four P’s—People, Planet, Performance, and Process. As procurement evolves into a strategic powerhouse of value creation, traditional skills such as cost negotiation and supplier management, while important, are no longer sufficient. This transition requires professionals to be visionaries, technologists, and collaborators who can navigate complexity and anticipate change:
Orchestration:
Orchestration is emerging as a critical skill for procurement professionals who operate at an intersection of multiple priorities -complexity, technology, and collaboration. It is the ability to manage and synchronize multiple moving parts of the supply chain and procurement processes. It is the capacity to ensure all components—people, processes, technologies, and suppliers—work in harmony and deliver strategic value.
Digital Fluency:
Digital fluency enables faster decision-making, risk prediction, and deeper insights, empowering procurement to move from reactive to proactive operations. Mastery of AI, blockchain, robotic process automation (RPA), and procurement platforms are vital for procurement to stay agile and resilient. Process improvements powered by technology are essential for procurement to meet new demands. Professionals must combine digital expertise with a mindset of continuous improvement to stay ahead.
Leading Change:
Leading change in procurement is about inspiring progress, bridging gaps, and transforming challenges into opportunities for strategic growth. In the face of accelerated digitalization, sustainability pressures, and supply chain disruptions, procurement professionals must take the reins as change leaders. This involves creating a compelling vision for the future, gaining stakeholder buy-in, and executing strategies that transform procurement into a strategic value driver for the organization. Procurement professionals who master the art of leading change will not only ensure the success of their organizations but also redefine the perception of procurement as a transformative force.
Influencing:
Influencing is not about control—it’s about inspiring action, building trust, and aligning people toward a shared vision for procurement excellence. Effective influencers build trust with suppliers, advocate procurement’s value to the C-suite, and inspire cultural shifts across organizations. With emotional intelligence, data-driven storytelling, and strategic negotiation, procurement leaders can drive innovation, sustainability, and resilience in the supply chain. In a world of complexity and competing priorities, those who master influencing will transform procurement into a dynamic force that delivers long-term value and organizational growth.
These aren’t standalone capabilities but interconnected facets that shape procurement professionals into strategic leaders. By embracing these skills, they will not only meet the challenges of a VUCA world but also position procurement as a driving force for business success.
Generative AI is reshaping many industries, including supply chain and procurement. How do you think it challenges traditional views of supply chain talent and decision-making?
Let me start by emphasizing that Generative AI is not here to replace procurement talent—it’s here to amplify it, turning procurement professionals into strategic leaders and decision-makers. Procurement professionals should not fear for their jobs but must be cautious: those who take AI lightly risk being left behind. This is not just another incremental change; it’s a transformative wave of technology—broader and stronger than anything before.
Consider how e-procurement platforms, introduced in the early 2000s, revolutionized processes without eliminating the need for skilled professionals. These platforms enhanced efficiency, enabling procurement teams to focus on strategy and innovation. Similarly, Generative AI will augment capabilities, automating routine tasks and providing powerful insights. As the saying goes, “Change is inevitable, but growth is optional.” To thrive in this era, procurement professionals must embrace AI, upskill, and evolve their roles into catalysts for innovation and value creation.
Generative AI is redefining procurement skills by shifting the focus from manual analysis and routine tasks to data-driven insights and advanced problem-solving capabilities through AI-driven algorithms. Traditional reliance on human judgment for repetitive tasks will diminish, making way for new skills like data fluency (understanding and acting on AI-generated insights), tech-savviness (overseeing AI-driven systems and collaborating with IT teams), and learning agility (keeping pace with advancements in AI).
We are also entering a world of hyper-automation in procurement, powered by Generative AI, machine learning, and advanced analytics. Repetitive and transactional tasks—such as purchase order processing, invoice matching, and supplier performance tracking—will be automated with unparalleled speed and accuracy. This shift will enable professionals to transition from task-oriented roles to value-adding activities, like supplier collaboration and risk mitigation. Those operating at the intersection of procurement expertise and technological proficiency will thrive in this evolving landscape.
Generative AI is also moving procurement from firefighting to foresight. Traditionally, procurement has been reactive, addressing challenges as they arise by analyzing past performance, supplier capabilities, and negotiations. With Generative AI’s predictive capabilities, supply chains can forecast trends, automate decisions using real-time data, and implement scenario-based forecasting. Procurement professionals will need to interpret and leverage this intelligence effectively for faster decision-making, proactive risk mitigation, and smarter supplier choices.
We are now in the era of Human Machine Collaboration (HuMaC) —Human creativity amplified by Machine precision. The question is no longer “human or machine?” but “human and machine.” While AI handles data and analysis, procurement professionals will focus on strategic oversight, managing stakeholder relationships, and applying critical judgment to areas where AI may lack nuance, such as ethical considerations or long-term strategic planning.
Generative AI is a game-changer, fundamentally altering how we view talent and decision-making in supply chain and procurement. It creates opportunities to reimagine the role of procurement as orchestrators of technology, strategy, and human ingenuity. Together, let’s embrace this future!