THE PROCUREMENT INTERVIEW
The strategy follows a clear timeline to avoid creating friction. Between 2021 and 2025, the focus was on awareness and institutionalisation, helping suppliers put the right structures in place. That early alignment is already paying off, as many of these topics are now gaining regulatory traction globally. Suppliers who moved early are significantly more mature and better prepared, with a clear advantage as expectations continue to rise.
Looking ahead, the strategy shifts gears:“ In 2026-30, we are moving toward implementation readiness, but still in a progressive way.
“ We prioritise capability building, certifications and time-bound plans to initiate actions rather than expecting immediate, uniform adoption across all geographies. Ultimately, our approach is not to impose a standard in a way that creates resistance, but to guide suppliers along a realistic pathway, respecting local contexts while steadily raising the bar.”
The 90-day playbook for CPOs For procurement leaders looking to replicate this success and build supplier confidence from scratch, Christophe offers a clear directive for their first 90 days.
“ If I had to distill it into one principle for the first 90 days, it would be this: start with pragmatic value creation and demonstrate that transformation works for suppliers,” he advises.
“ Early on, what builds credibility is not ambition, but tangible results. We focus first on a targeted group of high-impact suppliers and work closely with them to unlock immediate, visible value, whether through reducing energy waste or improving operational efficiency.”
“ At the same time, it is critical to shift the relationship dynamic. Moving from an auditing mindset to a coaching approach changes everything. It means working alongside suppliers, understanding their constraints and co-developing solutions that are realistic and impactful.”
By focusing on momentum rather than perfection from day one, procurement teams can successfully bring their supply base along with them.
“ Early wins, particularly those that deliver both sustainability and cost benefits, create trust and demonstrate that this is not just an obligation, but an opportunity,” Christophe concludes.“ Once suppliers see the value for themselves, engagement accelerates, confidence grows and transformation becomes self-sustaining.”
30 August 2026