Redefining value and sustainability
While digital tools are transforming the operating model, Tomas Veit believes procurement must simultaneously evolve its definition of value.
“ For us, delivering sustainable value means creating outcomes that strengthen the business over the long term,” he says.“ Cost savings matter, but if that’ s the only story we’ re telling, we’ re underselling our potential.”
He calls for a broader measurement philosophy – one that looks beyond traditional KPIs to include metrics like risk reduction, decision enablement, working capital efficiency and sustainability performance.“ If procurement wants to be seen as a strategic partner, it must measure and communicate value in a way that aligns with the business’ s long-term ambitions.”
Stefan’ s concept of the“ six value levers” underscores this same thinking. Cost is only one. The others – quality, delivery, risk, cash and innovation – combine to paint a more strategic picture of impact.
“ Strategic conversations must extend beyond cost,” Stefan explains.“ Procurement value depends on alignment, not just execution. We influence strategy best when we understand what the business truly values and balance our levers accordingly.”
In volatile markets, successful negotiation requires mutual understanding and long-term thinking, not zero-sum tactics.
“ For us, delivering sustainable value means creating outcomes that strengthen the business over the long term”
Tomas Veit, CEO / CPO, Asahi Global Procurement
“ Too often, negotiation is viewed as win-lose,” he observes.“ That mindset doesn’ t factor in supplier health or resilience as a competitive advantage.”
By applying data and scenario modelling, procurement can craft agreements that secure continuity, value and trust simultaneously.“ Sustainable negotiation practices matter more than ever,” Stefan concludes.“ Commercial strength now lies in creating enduring relationships.”
These perspectives converge on a shared lesson: procurement must articulate value in business terms, not procurement terms. The function’ s credibility now depends on how wellit links its outcomes to enterprise growth, resilience and innovation.
procurementmag. com
97