*In this exclusive interview,* ***Sam Achampong*** *urges procurement executives to reimagine their teams, prioritize building resilience, and integrate both emotional intelligence and innovation as the foundation of their future strategy.*

Caught between breakthrough technology, mounting ESG pressures, and an unpredictable world, the global supply chain landscape is shifting faster than ever. Yet, as headlines trumpet the “AI takeover,” industry leaders like Sam Achampong, Regional Director for the Chartered Institute of Procurement & Supply (CIPS) for the Middle East, Africa, and Asia, remind us that the real story is more nuanced and more hopeful.

A New Age: Opportunity or Obsolescence?

Does AI mean procurement leaders should lie awake fearing for their teams’ futures? Achampong, a champion for strategic procurement, flips the script:

“Technology (or more specifically AI) will take the jobs of those who don’t know how to use it. Those who don’t realise the capacity for AI to make you more efficient in your job. Technology does not mean procurement needs fewer people. It means we need smarter people.”

For today’s top executives, the message is clear: success belongs to those who embrace technology as an enabler, not a threat.

“Let AI Do the Boring Stuff”

Where can supply chain executives immediately unlock value with AI? Achampong spotlights several high-impact opportunities:

Repetitive Buying & Tail-End Spend: Automate routine purchases of low-value items, freeing up human bandwidth for strategic initiatives.
Tender & Bid Analysis: Use AI to evaluate commercial and technical submissions against clear criteria.
Risk Scenario Planning: AI-powered playbooks and scenario modeling enable the development of robust mitigation strategies and bolster resilience.
Category Planning: Draft smarter, data-driven category plans quickly using company and external data.
E-Auctions: Often overlooked, but still effective for negotiating certain categories.

He cautions, however, that technical fluency alone isn’t enough. Modern procurement leaders must also excel at what the machines can't do: stakeholder management, influencing, and emotional intelligence. “Human beings need to focus on E.I. (Emotional Intelligence) and leave A.I. to the machines.”

ESG & Sustainability: Facing the Implementation Gap

Despite global commitments, many organizations (especially those in the Middle East and Africa) continue to struggle to translate ESG promises into meaningful action. The core roadblock? “Inability, in most cases, to build a business case to take action.”

Without a clear ESG baseline, improvement efforts often devolve into ad hoc initiatives lacking direction or measurable impact, particularly when addressing Scope 3 emissions.

“There can be no distinction between Procurement and Sustainable Procurement. Procurement by definition must be Sustainable.”

Achampong believes that all executives must internalize the fact that the true definition of total cost of ownership now includes environmental and social dimensions. Procurement that ignores sustainability risks undermines not only reputation but also long-term profitability.

Building Resilience Amid Volatility

From pandemics to trade wars, volatility is the new normal. Achampong points to three cornerstones of a resilient supply chain:

Risk Planning: Don’t just react; proactively identify and address vulnerabilities.
Category Strategies: Tailor approaches by commodity, geography, and sector for greater agility.
Supplier Relationships: Strategic partnerships prove invaluable during times of crisis. The COVID-19 pandemic demonstrated that those with strong supply networks rebounded faster.

Companies with robust playbooks and effective risk mitigation strategies have successfully managed tariff shocks, often requiring only internal supply chain adjustments, rather than drastic market responses.

Regional Perspectives: The Middle East and Africa

What’s different in the Middle East? Achampong highlights a critical talent gap, especially as regional initiatives like Saudi Vision 2030 accelerate demand for skilled procurement leaders. While innovation and technology adoption are on the rise, developing local talent and supply sources remains a top priority, a lesson that resonates for global executives seeking resilient, diversified strategies.

Never stop learning

CIPS collaborates with several key government entities and Multinational organisations across the region to develop capabilities, integrate best practices, and enhance performance.

“We have CIPS Academies in organisations such as ADNOC, Emirates Airlines, and Maaden in Saudi Arabia, which are designed to ensure their teams have the tools to deliver high performance today and going forward”.

Achampong adds that Several organisations, such as the Dubai Roads and Transport Authority, the Saudi Public Investment Fund, and the Qatar Foundation, have completed our Procurement Excellence Programme, and the Federal Tax Authority (among others) has obtained the CIPS Ethics Kitemark.

All of these certifications have sustainable standards embedded in them, enabling organisations to work towards achieving their ESG goals.

For rising talent, Achampong’s counsel is succinct:” Start early! You can embark upon the path to achieve the MCIPS (fully qualified procurement professional) status at any stage of your academic or professional journey. There’s no better time to start than today!

Supply chain executives must become catalysts for change, not just survivors. Technology will never replace the need for strategic thinking, influence, and leadership. The winners will be those who utilize AI to drive efficiency, embed sustainability at the core, and invest in the capabilities—both human and digital—that define tomorrow’s world-class procurement function.

It’s time to challenge the old mindset: “Procurement isn’t about doing more with less; it’s about doing smarter with better, and leading the way for the business of the future”.

How Procurement Can Thrive in the Age of AI and Volatility