The role and strategic agenda of the chief procurement officer (CPO) have evolved over the past decade. In this ongoing series, we revisit what defined procurement and the CPO’s agenda based on responses to Ardent’s annual State of Procurement survey. The series started in 2006, the year I first tackled the the “CPO Agenda” study. While the report titled evolved with my move to Ardent Partners (the report, like this website is called “CPO Rising”), it has always been a fantastic way to get a deep view into the market and understand what is driving the industry each year.
Each week, I will outline the key procurement insights for the next year in this series, culminating in 2025.
The Human Element of Procurement: How CPOs Drive Performance Through People, Culture, and Capability in 2016
At its core, procurement (like business itself) is a people-centric endeavor. Processes, technology, and systems are critical, but it is the people behind them who ultimately drive value, mitigate risk, and enable strategic transformation. Sitting at the center of this human-focused function is the Chief Procurement Officer (CPO), whose fundamental responsibility is not merely to manage cost or ensure compliance, but to cultivate talent, unlock potential, and build high-performing teams aligned with the broader goals of the enterprise.
The challenge, however, is steep. Every procurement team is a mix of individuals with diverse backgrounds, skillsets, experiences, and motivations. The ability of any one person to contribute meaningfully is shaped not only by their capabilities but by the environment, structure, and leadership surrounding them. For a CPO, success hinges on making individual strengths operational while rendering weaknesses irrelevant. That means inspiring collaboration, defining common goals, and aligning values — all while providing the training and development necessary for staff to respond effectively to continuous change.
This theme lies at the heart of CPO Rising 2016, a report based on insights from nearly 350 procurement executives. With detailed benchmarks, data-driven insights, and actionable recommendations, it serves as a playbook for procurement leaders who seek to optimize their teams and operations in the face of accelerating global change.
Mastering the Art and Science of Procurement
To thrive in today’s environment, CPOs must balance both the creative and analytical dimensions of their organizations: the “art” and the “science” of procurement. This dual mandate is not a simple balancing act, but a sophisticated fusion of people leadership, process optimization, and technology enablement.
On the artistic side, CPOs must be able to inspire, communicate a vision, and cultivate a culture that encourages innovation and collaboration. Procurement professionals must be empowered to build trust with suppliers, negotiate creatively, and align procurement objectives with business priorities. These “soft skills” are what drive influence, unlock supplier innovation, and enhance stakeholder engagement.
At the same time, the science of procurement — rooted in data, process, metrics, and technology — provides the structure, visibility, and control necessary for scale and consistency. Best-in-Class procurement organizations excel at spend analysis, supplier performance management, and risk mitigation through digital tools and analytics. As procurement becomes more complex and integrated with enterprise strategy, this scientific foundation is what enables agility and informed decision-making.
The most successful CPOs are those who can bridge these two disciplines, nurturing teams that are equally comfortable analyzing spend data as they are building strategic supplier partnerships. They understand that developing this range of competencies requires deliberate investment (not just in systems and tools), but in people, leadership, and culture.
Procurement’s Expanding Role — and Rising Expectations
While globalization, technological disruption, and increasing competition continue to shape the procurement function, the greatest challenges for today’s CPOs often stem from their own success. As procurement matures and demonstrates its value across the enterprise, expectations rise accordingly. The function is no longer evaluated solely on cost savings, but on its ability to deliver innovation, manage risk, support ESG goals, and enable growth.
This has led to a significant expansion in the scope and influence of the CPO. No longer confined to managing spend, today’s CPOs must operate at the intersection of business strategy and operational execution. They must lead change, navigate uncertainty, and constantly scout for new opportunities to create value — whether that means supporting digital transformation, enabling supply continuity during disruption, or integrating sustainability into sourcing strategies.
As one global CPO from a consumer packaged goods company explains, “The path we have taken isn’t the one I intended. Every time we reach a new platform, we realize that the next journey is out there.” In other words, procurement is not a destination, but rather an ongoing journey of discovery, growth, and impact. Success breeds new challenges, and today’s procurement leaders must be ready to pivot and adapt continuously.
Leading Through Uncertainty with a Clear Vision
The path to procurement excellence is rarely linear. It is filled with detours, unexpected turns, and uncharted terrain. For this reason, the CPO must act as both a strategist and a navigator, providing direction, stability, and momentum. They must lead not just with expertise, but with conviction, agility, and empathy.
This leadership imperative extends to team building as well. Procurement teams must be equipped with the right skills, tools, and mindset to perform — and to grow. The best CPOs create an environment that fosters joint performance through shared purpose and common values, echoing the wisdom of Peter Drucker: “The fundamental task of management [is] to make people capable of joint performance.”
The Future of Procurement Is Human
At a time when technology is transforming how work gets done, the importance of people has never been greater. Procurement may be evolving rapidly, but its true engine of transformation remains its people — led, developed, and inspired by the CPO.
In the years ahead, the procurement organizations that rise above the rest will be those that invest in both the art and science of their operations, and those that recognize the power of culture, leadership, and talent as strategic assets. In this sense, the future of procurement is not just digital — it’s deeply human.
