The discussion explores the boundary between bespoke development and well-configured, specialized solutions. Which enterprise-level AI programs can improve efficiency in indirect or direct procurement? Operational and measurability aspects will also be discussed, including the choice between off-the-shelf and bespoke solutions.

Participants will review AI-based tools supporting RFI/RFQ/RFP processes, contract management and risk management. What criteria should be used when selecting the right tools for each application?

The discussion uses clear, accessible definitions, clarifies common misconceptions, and introduces the basics of using AI through practical use cases such as supplier communication, contract management and market research. It also covers the proper use of reasoning models and prompting.

How can enterprise processes be supported with AI tools? AI-based control tools at procurement professionals’ disposal, including supplier management and spend management.

There is no shortage of digital solutions – but which ones actually work, and which are merely “digital window dressing”? This discussion focuses on examples that have already proven that they are not only attractive, but genuinely effective.

Key topics:

• What digital solutions deliver tangible savings?
• How can “digital overload” be avoided?
• How can users be engaged in digital transformation?
• Integration of e-sourcing platforms with SAP and Coupa systems
• RPA and AI integration in the purchase-to-pay process
• Global “digital maturity” assessments and benchmarks

What can we do when the supplier dictates the terms? This roundtable focuses on setting boundaries, negotiation strategies and building genuine partnerships.

Key topics:

• How can we manage one-sided power dynamics?
• What tools can support renegotiation?
• When is it worth looking for alternatives?
• Managing monopoly situations through joint risk-sharing
• Joint-venture-type collaboration with dominant suppliers
• Cooperative negotiation skills training

How do we turn a supplier into a partner with whom we can grow together? The real challenge is not the contract, but the day-to-day relationship: finding the right balance between trust, control and motivation.

Key topics:

• When does supplier development make sense?
• How can the impact of supplier development be measured?
• Where is the line between collaboration and control?
• Supplier development programs in the automotive and FMCG industries
• “Joint improvement” projects and co-innovation initiatives
• Scorecard-based supplier evaluation in international practice

Integrating sustainability considerations is no longer an option but an expectation – but can it be done with genuine commitment rather than simply as a box-ticking exercise? The discussion will explore which ESG practices create real value.

Key topics:

• How can ESG strategy be integrated into procurement decisions?
• What constitutes genuine, measurable ESG impact?
• With whom and how should ESG performance be measured across the supply chain?
• Reporting carbon footprint and social impact in the supply chain
• Tracking Scope 3 emissions at large enterprises
• Adapting EU and global ESG regulations to procurement

A procurement organization is not merely a structure, but a living system. How can it be developed to become agile, commercially mature and future-proof? This roundtable focuses on the behind-the-scenes realities of strategic transformation.

Key topics:

• In what direction should the procurement operating model be developed?
• What does an agile procurement organization look like?
• What capabilities will the team of the future need?
• Transformation of centralized vs. decentralized procurement models
• Procurement academies and upskilling programs at multinational companies
• Applying agile methodologies to procurement projects

As procurement professionals, we increasingly need to operate as business advisors. But how do we build credibility, and how can we support the business in making strategic decisions?

Key topics:

• How does a procurement professional become a business partner?
• What communication and coaching skills are required?
• How can we act as credible advisors to internal clients?
• Establishing the procurement business partner role
• Soft-skill development programs at international companies
• Introducing stakeholder engagement training

External pressure, internal uncertainty – what should a procurement leader do in such circumstances? How can I develop a flexible and resilient procurement strategy in practice? Agile leadership and leadership courage, applied appropriately. Retaining a team that operates outside its comfort zone. Survival is not enough – we need to redesign and rethink.

Procurement professionals often remain in the background, even though they are key business stakeholders. How can we build an individual professional brand and position ourselves as strategic partners?

Key topics:

• How can we demonstrate the value we create within the organization?
• Through which channels should we communicate our “professional brand”?
• How can procurement become an internal influencer within the company?
• “Procurement is strategic” campaigns in internal communications
• The role of professional social media presence (e.g. LinkedIn)
• Procurement branding templates in global companies

Wars, sanctions, raw material shortages – geopolitics is no longer something that affects us only through the news. How can a procurement strategy be designed to withstand geopolitical turbulence as well?

Key topics:

• Which geopolitical risks pose the greatest threats to the supply chain?
• How can we model risks in advance and respond effectively?
• What alternative sourcing strategies are available?
• The growing importance of nearshoring and regionalization
• Supplier diversification (the China+1 strategy)
• Using geopolitical dashboards and risk-monitoring systems

The future is already here – not everyone has noticed it yet. What capabilities, roles and operating models will shape procurement in the years ahead?

Key topics:

• What new roles and areas of specialization can we expect?
• How will procurement’s involvement in decision-making evolve?
• How will AI and automation affect our role?
• A shift from strategic sourcing to a “value orchestration” mindset
• Reskilling procurement professionals for analytical and advisory roles
• Embedding intelligent decision-support systems