Inside the CPO Agenda

An interview with Anna-Maria Kollenbrandt and Isabelle Pinto Carradine on Skills & Digitalization

The study shows that digitalization is high on the CPO agenda. What does this mean in practice?

Isabelle Pinto Carradine

Digitalization ranks as the number two objective for CPOs, right after cost savings. But it’s no longer just about automating processes or creating dashboards. The new value comes from transforming core procurement activities. Generative AI, for example, can already handle tasks such as market analytics, RFP preparation, or even contract drafting. In the retail industry, we even see AI stepping into negotiation processes that used to be entirely face-to-face.

Beyond automation, AI can also combine external and internal data to create a 360° view of the supply chain – integrating risk signals, market dynamics, and performance indicators. This level of data-driven insight supports faster, more strategic decisions. Leading procurement organizations are showing how digitalization moves procurement away from being seen as a cost-focused function, positioning it instead as a driver of growth, resilience, and innovation.

What does this combination of digitalization and skills mean for procurement’s role at the executive table?

Isabelle Pinto Carradine

It’s decisive. The study leaves no doubt: skills and digitalization are the twin engines that will determine whether procurement shapes corporate strategy or remains on the sidelines. But it all starts with leadership: leaders must be committed to this evolution and act as role models for the change.

Leading organizations show how to get it right. They invest in people to build leadership skills build digital foundations that enable foresight, reinvest savings into training and transformation, and develop teams who can speak the language of business impact. Most importantly, they shift the narrative from savings to growth and resilience.

This is procurement’s future formula: technology that empowers foresight, skills that establish credibility, and leadership that proves procurement’s ability to shape not merely support corporate strategy.

But many organizations still struggle with digital transformation. Why is that?

Anna-Maria Kollenbrandt

Digital technology only creates impact when paired with a clear strategy and the right capabilities. Too often, procurement teams implement tools but only use a fraction of their potential: on average, IT solutions are used at just 30% of their functionality. The organizations that succeed approach digitalization differently.

First, leadership is actively engaged in the journey, working hand in hand with business and IT. Second, change management is treated as a real investment, with achievements tracked against concrete KPIs. And third, digital capabilities are paired with skills and talent development, so teams can translate data into actionable business insights. When these conditions are in place, digitalization is no longer seen as just another IT project, but as a core driver of procurement’s strategic role.

If you had one message for CPOs looking ahead, what would it be?

Anna-Maria Kollenbrandt

Digitalization and skills must advance together. Only by integrating both can procurement secure its seat at the executive table and demonstrate its full potential.

Isabelle Pinto Carradine

I would like to add that CPOs should identify one or two digital use cases and make them visible as role models within their organization. Concrete examples bring the strategy to life, inspire teams, and show how digitalization and skills can deliver real business impact.

The study emphasizes skills as a decisive factor. Which skills are most critical for procurement teams today?

Anna-Maria Kollenbrandt

More than 70% of CPOs in our survey highlight the need to invest in people and leadership. It’s not just about technical expertise, it’s about building “bilingual” teams. On one side, procurement professionals need digital fluency, so they can work with data, analytics, and AI. On the other, they must develop business acumen and leadership skills to influence the executive agenda. Being able to translate insights into the language of EBITDA, margin, and shareholder value is what earns procurement credibility at the top level.