THE PROCUREMENT INTERVIEW
The days of procurement as a back-office engine room focused almost exclusively on cost reduction and transactional efficiency are firmly in the past, according to Marcelo Stefani, Global Head of Sourcing & Chief Procurement Officer at PepsiCo.
Speaking on the main stage at Procurement and Supply Chain LIVE: The US Summit, he explored the rapid transformation of the function, Marcelo outlines how procurement has stepped up to become a primary driver of PepsiCo’ s corporate strategy, particularly through its PepsiCo Positive( pep +) agenda.
“ I love how procurement, at least in PepsiCo, developed from a second division function to play in the first division, being the vehicle that is helping the company to deliver the PepsiCo Positive targets,” Marcelo says.
The catalyst for change The shift in mindset wasn’ t a choice; it was a necessity born of global volatility. Marcelo notes that since the COVID-19 pandemic, the market has undergone a fundamental shift. Supply chain disruptions, geopolitical conflicts and shifting trade tariffs have created a landscape where the old way of operating is no longer viable.
“ I think the mindset has to be changed. And I would say since COVID, things changed rapidly in the market,’ Marcelo explains.“ We have a lot of supply change disruptions. We
“ We said, no, we are going to be a partner from the very beginning with marketing, with R & D, and we are helping you to do this”
Marcelo Stefani Global Head of Sourcing & Chief Procurement Officer PepsiCo
have tariffs that are also impacting. I think all that requires a change of behaviour and a step up from the function in procurement.” For PepsiCo, this‘ step up’ involves balancing three core elements: end-to-end category expertise, operational excellence and, perhaps most crucially, a fundamental reimagining of supplier relationships.
Redefining the category expert The first pillar of this new strategy is a deep dive into‘ end-to-end categories’. Marcelo’ s team is no longer composed of generalist buyers, but of specialists who understand the mechanics of their portfolios from the ground up.
He explains:“ Four team that know the portfolios they are managing upside down. The goal is for procurement leads to become‘ soft leaders’ in their specific domains, providing the company with a strategic advantage rather than just a price point.”
22 July 2026