The third edition of FORWARD, the annual event dedicated to the transformation of the procurement function, took place on May 21 in Paris. It was a moment rich in exchanges, aimed at deciphering both the profound changes already underway and those that will shape tomorrow’s procurement.
The procurement function is undergoing a true transformation, driven by three major shifts : massive digitalization of management, a stronger commitment to responsible procurement, and the evolution from operational to strategic approaches.
Let’s dive into these essential transformations together !
The digitalization of procurement
The rapid digitalization of procurement is now unavoidable. In fact, 91% of procurement departments consider automation and digitalization as major levers for improving performance (Hackett Group, 2024).
E-procurement platforms, automated order and invoice management tools, intelligent supplier management: digital solutions are freeing buyers from repetitive tasks, allowing them to focus on strategic decisions.
Data has become central : predictive analytics, real-time dashboards, generative artificial intelligence… these tools are already revolutionizing practices. Nearly half of procurement departments will therefore logically launch new digital projects within the next twelve months.
AI, in particular, is profoundly transforming the procurement function. From a simple tool to a strategic partner, it requires in-depth reflection on processes and active change management. Moreover, having reliable data on spending and suppliers is essential for strategic performance : 40% of companies have already set up dedicated data governance, a key element to effectively guide decisions.
This digitalization requires a major evolution of skills. New possibilities for risk modeling and prediction are emerging. What will matter now ? Finding the right balance between technology, people, and data to remain agile.
Responsible procurement
The second major transformation concerns responsible procurement. Driven by European regulations (such as the CSRD directive) and rising societal expectations, companies are now fully integrating ESG criteria into their purchasing decisions. In fact, 65% of European companies declared they had integrated CSR criteria into their requests for proposals in 2023 (EcoVadis).
Responsible procurement is also becoming a strategic lever, putting notions such as sovereignty, autonomy, and locality back at the heart of decisions.
In practice, procurement departments are adopting strict social and environmental criteria in their choice of suppliers, often favoring local partners and sustainable materials. Some companies now place sustainability on the same level of importance as economic performance in their RFP selection criteria.
This transformation also entails a change in supplier relationships, making them more collaborative and transparent. More than half of companies today aim to strengthen the social transparency of their supply chains and encourage their partners to adopt responsible practices through training or support.
From operational to strategic
Finally, the third major transformation relates to the profound evolution of operational models with the rise of freelancing and external services. Faced with a growing need for flexibility and innovation, large companies are accelerating their use of external talent. According to Deloitte, 48% of them plan to significantly increase their use of freelancers and external providers by 2026.
This evolution is pushing the procurement function to rethink its sourcing processes, resource management, and the integration of external talent into internal teams. This new reality requires agile practices that promote optimized and fair management of these hybrid skills.
More broadly, these changes are accelerating the shift from an operational to a strategic role for procurement. Previously focused on negotiation and cost reduction, the function is now fully involved in the strategic decisions of large corporations.
Procurement directors now regularly sit on executive committees, actively contributing to the global orientation of their companies. Procurement is no longer limited to managing expenses: it has become a driver of overall performance, combining economic competitiveness, innovation, and social responsibility.
This evolution is also fostering much closer collaboration with other departments (Sales, Marketing, Finance…), making buyers true internal business partners. Early involvement of procurement enables strategic issues to be integrated directly at the project definition stage.
Moreover, given the recent successive crises, proactive risk management has become crucial. Diversifying sources and creating detailed supplier risk maps are now indispensable strategies to maintain resilience and operational performance.
Concluding this edition of FORWARD 2025
This edition of FORWARD 2025 not only identified and anticipated these transformations in detail, but also confirmed that the procurement function of large corporations is at a decisive turning point. Between digital revolution, sustainability imperatives, and the rise of external services, these transformations offer a unique opportunity: to make procurement a true engine of competitiveness, innovation, and responsibility.
Procurement leaders who anticipate and master these evolutions will position themselves as the undisputed leaders of tomorrow.
Let’s continue shaping the procurement function of the future !
