With a proven track record in global procurement, strategic planning, and logistics, Tassia Pacini brings a wealth of experience gained through diverse roles across LATAM, Asia, and Europe. Passionate about delivering value, fostering collaboration, and leading teams to achieve excellence in a rapidly evolving business landscape, Tassia graciously shared her insights and expertise
How did you get into Procurement? Was your perception of procurement different to the reality?
It was a true coincidence. I started as a logistics trainee at a major national brewery, which later became Heineken through an acquisition by this Dutch giant. I worked across planning and demand, international business, and even in the factory, until an opportunity finally emerged in procurement. Interestingly, I never worked as a buyer—when I moved into procurement, I was entrusted to lead the Brazil Procurement Team of seasoned buyers without prior experience in the role. This was a tremendous learning opportunity, and I’m deeply grateful to those who supported me at that moment.
Although most of my career was within the supply chain, procurement had not been an explicit goal. But as I engaged more deeply, I developed a passion for its dynamics and the potential for international leadership it offered but especially interested in the ESG impact of the field. I was also drawn to the global nature of the role, allowing interaction with diverse countries, companies, and multicultural experiences. Before entering procurement, I hadn’t realized its breadth or how well it aligned with my interests. This perspective has also been helping me empathize with other departments that may not yet fully recognize the strategic value we bring to the company.
How has procurement and the expectations placed upon it changed over time?
Procurement has evolved significantly over time. In the past, it was often seen as a transactional function focused primarily on cost control. Today, the expectations on procurement are far broader and more strategic. We’re expected not only to secure the best value but to drive innovation, ensure supply chain resilience, and align with broader corporate goals like sustainability and risk management. With advancements in technology, data analytics and automation, procurement now plays a central role in shaping company strategy and navigating global challenges. It’s become a critical driver of competitive advantage, efficiency, and (why not?) brand reputation.
What can procurement do better?
Procurement can always evolve to better meet the challenges of a fast-changing business environment and could also help more and more the business to respond to the explosion of AI. One key dimension is deepening our focus on ESG—ensuring ethical sourcing, reducing carbon footprints, building diverse supplier networks and so on. Additionally, while data analytics and digital tools have advanced, there’s still room to improve how we harness these technologies to make smarter and faster decisions. We should also strive to collaborate more closely across departments, aligning our strategies with finance, R&D, and other key areas to deliver maximum value. Finally, enhancing transparency and agility in the supply chain will help us better navigate risks and adapt to unforeseen disruptions. Constantly improving in these areas will not only drive better results but strengthen procurement’s strategic role within the business.
The pandemic raised awareness of procurement. There is a significant opportunity for procurement to move away from the back-office support function label and move towards the role of commercial facilitator.
Does procurement need to rebrand or reinvigorate its processes and culture to make the most of this opportunity?
Yes! Absolutely, the pandemic highlighted the critical role of procurement, showcasing its impact on business continuity and resilience. To seize this momentum and transition from a back-office function to a strategic commercial facilitator, procurement does need to rebrand and reinvigorate its processes and culture.
First, this rebranding means shifting our narrative and clearly communicating procurement’s value proposition—not just as a cost-saving function, but as a driver of innovation, sustainability, and strategic alignment. Internally, we need to adopt a more proactive, consultative approach to collaborating with other departments, positioning ourselves as business partners who contribute to overall corporate goals.
On the process side, embracing digital transformation is key to improve decision-making speed, accuracy, and transparency, reinforcing procurement’s position as a forward-thinking. Culturally, we should prioritize skills like relationship management, strategic thinking, and adaptability, moving away from traditional transactional mindsets toward a more entrepreneurial approach.
Ultimately, a rebranded, revitalized procurement function can shape commercial strategy, support sustainability, and foster innovation across the supply chain, helping to secure our position as an indispensable part of the company’s long-term vision.
Will there be a need for a Procurement Technology Officer in the future to handle the dynamic and complexities new solutions can offer?
Yes, I believe there will be an essential need for a procurement technology officer in the future. As a procurement professional, I’ve witnessed firsthand how rapidly technology is reshaping our field, from AI-driven analytics to blockchain for transparency, and automation in procurement processes. Given the evolving landscape, the role of a procurement technology officer would be pivotal to navigate these complexities effectively.
I’d like to mention Amin Toufani, CEO of T Labs, that often speaks about ‘exponential technologies’ and how the pace of innovation requires agility and a profound understanding of these tools. In procurement, this role would focus on integrating new solutions to streamline processes, enhance data security, and ensure that technology aligns with our strategic goals. Such a position would allow for dedicated oversight, ensuring that we leverage advanced tools efficiently, ethically, and in ways that drive sustainable growth. In this way, having a procurement technology officer would not just be valuable but critical to staying competitive and innovative in a rapidly changing market.