With an illustrious career spanning over two decades, Vera Rozanova, has cemented her reputation as a transformative leader in procurement, supply chain, and strategic operations. Over the last 12 years, she has successfully led procurement functions as Chief Procurement Officer (CPO) across five major organizations, delivering exceptional results.
A respected voice in procurement, Vera is an award-winning speaker and thought leader, actively contributing to the Chartered Institute of Procurement & Supply (CIPS). She has spoken at prestigious industry events worldwide, including CIPS UK Excellence Awards, CIPS Global Conferences, and CIPS Australia & New Zealand Webinars. Recognized among the ‘Best Procurement CPOs’, she is a passionate advocate for digital transformation, sustainability, and the evolving role of procurement as a strategic business enabler.
Vera brings her wealth of experience and insights to our recent discussion, where she shares her perspectives on procurement’s role in shaping business strategy, the impact of digitalization, and the future skills required to thrive in an ever-changing landscape.
Over to Vera.
Vera, what do you love about procurement?
What I love about procurement is that it sits at the heart of business strategy and operations, bringing together a wide range of disciplines and skill sets. It’s an exciting role because it requires problem-solving, creativity, and relationship-building. Procurement professionals not only manage spend and supplier relationships but also influence business outcomes and drive value.
I appreciate the dynamic nature of the field—every day presents a new challenge, whether it’s managing supply chain disruptions, negotiating with suppliers, or finding ways to integrate new technologies. Procurement is the link between strategy and execution. It has a unique ability to drive profitability, improve efficiency, and contribute to overall business growth.
Additionally, procurement plays a crucial role in ensuring sustainability and ethical sourcing. The ability to select suppliers who align with these values is incredibly rewarding. There’s also the thrill of being at the forefront of new technologies like AI, blockchain, and automation, all of which are transforming how we work and interact with suppliers.
Ultimately, procurement is a powerful function that goes beyond traditional buying. It’s about building strong, long-term partnerships, managing risks, driving innovation, and contributing to a company’s overall success.
How did you get into Procurement? Was your perception of procurement different to the reality?
I began my career in production planning, logistics, and demand forecasting, where I quickly realized the importance of managing the supply chain. I then transitioned into procurement after my manager recognized my passion for negotiation, strategy, and cross-functional collaboration. That shift opened my eyes to the true power of procurement—it’s not just about buying goods and services, it’s about solving complex problems and delivering value to the organization.
Initially, I thought procurement was primarily focused on placing orders and negotiating contracts, but I quickly learned it’s much more than that. It’s about managing risks, driving innovation, and strategically aligning procurement activities with overall business goals. No two days are the same, and that’s what excites me. One day I’m managing a supply chain disruption, the next I’m collaborating with the R&D team on new sustainable materials.
What I’ve come to love most is how procurement allows you to be an agent of change within the organization. It’s where creativity and strategy come together. I’ve never looked back, and it’s been a rewarding journey ever since.
Procurement wants the proverbial seat at the table. What does it need to do to earn that seat? What can procurement achieve with this seat?
To earn its seat at the table, procurement must shift from being seen as a transactional function to a strategic business partner. It starts by aligning procurement goals with overall business objectives, ensuring every decision made directly supports the company’s long-term strategy. By demonstrating how procurement impacts the bottom line—through cost savings, innovation, and risk management—procurement can prove its value and earn a place in strategic decision-making.
A key part of earning that seat is leveraging data and technology. By investing in analytics tools and performance dashboards, procurement teams can provide actionable insights that help drive decisions across the organization. The ability to demonstrate the power of data and technology will strengthen procurement’s credibility and showcase its role in driving business success.
Furthermore, procurement must build strong, cross-functional relationships. Engaging early in projects and collaborating with various departments will allow procurement to influence decisions and co-create solutions that align with the organization’s goals. By staying proactive, procurement can identify opportunities to improve processes, reduce costs, and drive innovation.
With a seat at the table, procurement can play a pivotal role in shaping the future of the business. From driving sustainability initiatives to managing risks and improving supplier performance, procurement’s strategic influence can be a key driver of success.
Procurement is evolving at pace. The pace of change often calls for new skill sets and disciplines within a team. What value can Procurement source from adding non-procurement skilled staff to their teams?
Procurement is evolving rapidly, and to stay ahead, organizations must embrace diverse talent from different backgrounds. Professionals from non-procurement disciplines bring fresh perspectives that challenge conventional thinking and drive innovation. This diversity of thought is critical in today’s fast-changing business environment.
One of the key shifts in modern procurement is the increasing need for professionals to have a deep understanding of the categories they manage. This allows procurement to engage in meaningful conversations with suppliers, understand the needs of stakeholders, and shape demand in ways that add value to the organization. Non-procurement professionals can help bring a broader understanding of the business, offering new insights that help optimize processes and identify efficiencies that others may overlook.
As procurement becomes more digitalized, IT literacy is becoming an essential skill. Professionals must be comfortable using data analytics, automation tools, and other technologies that enhance efficiency. Non-procurement professionals often bring with them technical skills that can be leveraged to drive procurement innovation and streamline operations.
By combining traditional procurement expertise with the fresh perspectives and skills from non-procurement professionals, teams can adapt quickly, think strategically, and drive impactful change. The future of procurement will be shaped by diverse, adaptable teams that challenge the status quo and embrace innovation. These teams will be well-positioned to transform procurement into a truly strategic function.