THE PROCUREMENT INTERVIEW
The principle he carried from government into enterprise was straightforward: systems scale. People do not. Every large enterprise has strong procurement teams, clear strategies and well-defined processes. What they rarely have is enough capacity to act on all of it. The top 50 suppliers get attention. The other 10,000 – representing hundreds of millions in spend – largely do not. The real constraint was never strategic clarity. It was execution capacity.
“ Our vision was, from day one, that there will be a future where we are going to work with agents as our colleagues,” he explains.
Finding the procurement problem Pactum deploys autonomous AI agents across the full procurement lifecycle – handling requisitions, supplier engagement and negotiations at scale, embedded directly into the enterprise systems teams already use. Its agents operate within each client’ s defined governance framework, executing against business goals and supplier constraints autonomously, without requiring human involvement at every step.
From there, its AI agents can negotiate agreements with suppliers at large scale – not as recommendations for buyers to act on, but as fully autonomous execution, closing commercial outcomes on behalf of the business.
Pactum was established before the LLM era took off, in an attempt to empower businesses throughout their procurement processes.
“ Our vision was, from day one, that there will be a future where we are going to work with agents as our colleagues”
Kaspar Korjus Co-Founder and CEO Pactum
“ We didn’ t exactly know from day one where they will be applied, but what we knew is that closing deals could become a very value-added activity by agents if they can autonomously close deals, and hence we established Pactum. com,” adds Kaspar.
“ Pactum in Latin means agreement, so reaching agreements, and then we built the first chat interface before LLM times, to see how they can work for procurement division, to close deals.” Pactum first applied these agents across various domains and functions, but following its first meeting with Walmart, its first client, it realised its agents were better suited to procurement. Walmart confessed that 80 % of its suppliers were undermanaged, meaning there was a need to have agents interact with suppliers in order to engage and help manage the supply chain more efficiently.
In its early days, Pactum found a real procurement challenge regarding capacity. During its first meeting with Walmart, Kaspar understood that
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