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“Cognitive is extent where we buy food we haven’t to do about our human attributes
going to deliver seen or smelt, clothes we haven’t tried rather than skills and abilities. We
need to play to our human strengths
on, and even homes we haven’t been
everything we’ve been in – purchased off plan and two conti- – collaboration, connection, innova-
whining about… nents away! tion, influence…the things only we
getting us out of Procurement 4.0 presents a huge humans can do.
the transactional opportunity to move away from all We need to embrace our human-ness,
malaise and those back-office admin tasks that we our humane-ness, and really GET
into the strategic have always claimed were holding CONNECTED…with our stakehol-
ders…our suppliers, our teams and
us back. Cognitive is going to deli-
stratosphere!” ver everything we’ve been whining our communities.
about… getting us out of the transac-
C.M.: Moving to supplier enabled tional malaise and into the strategic We have developed Procurious for
innovation, procurement organi- stratosphere! current and future generations of
zations are in the best position to “Procurers”. We want to empower
detect new products and oppor- So for me, I strongly encourage our our future procurement & supply
tunities. However, there are still profession to embrace cognitive chain leaders to change the face of the
obstacles to overcome. Which procurement. Start mapping your profession from the inside out.
barriers do you think are the most journey, because these new tools will
important? free up time for us all to focus on two Para mantenernos fieles a las ides origi-
critical activities that will make our nalmente expresadas por el entrevista-
T.S.: One of my three procurement contribution to the business so much do, reproducimos sus respuestas en
focused business’ - The Faculty more strategic, namely: su propia lengua.
Management Consultants -conducts
the Supplier Confidence Index for the 1. Getting close to clients/stakehol- Ricardo Barcala
procurement industry in Asia-Pacific ders Fotografías por cortesía de
every 3 to 4 years. We’ve actually 2. Creating time and space to innovate Procurious
found that organisations are increasin-
gly receptive to new ideas presented C.M.: Innovation and continuous
by suppliers. Suppliers report that this improvement is not only a matter
area has greatly improved from 5–10 of technology. What’s the role
years ago, when ideas were rejected of the future procurement pro-
out of hand for not aligning with poli- fessional? Which abilities and
cy, or for simply being too difficult to skills will they need to shine and
implement. New ideas are now being succeed?
heard, considered, and implemented,
which encourages suppliers to keep T.S.: Our role in Industry 4.0 will be
coming back with further ideas for to orchestrate, collaborate, and nego-
business improvement. tiate within a complex, technology-
enabled global supply network.
C.M.: What’s the way to go to
move on towards a more innova- Our future will be e-enabled. At the
tive and strategic procurement’s odd times when Watson, our other
function? bots, and all the data is at cross purpo-
ses, pointing us in different directions,
T.S.: It’s predicted that by 2020, we are going to have to step in and use
every important decision, personal or our uniquely human skills to untangle
professional, will be made with the the gridlock of competing interests
assistance of artificial intelligence. and find a resolution to the supply
challenge.
Let’s face it, the bots have already
taken over so many of our tasks and You see, the secret to prosper in this
even our decision-making. To the next Industrial Revolution has more

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