“The world’s most beautiful sea voyage.”
Very few organisations can rival Hurtigruten when it comes to its working environment.
Founded in 1893, Hurtigruten is a Norwegian coastal cruise line that sails along Norway’s majestic fjords and Arctic coastline. Hurtigruten offers a unique blend of breathtaking landscapes, genuine cultural experiences, and a deep commitment to sustainable travel.
Today, Tom Arild Trosterud serves as Vice President of Procurement at the organisation where he leads strategic sourcing initiatives and drives sustainable growth. With over 15 years of international experience spanning engineering and business, Trosterud brings a blend of technical insight and commercial acumen to his role. He leads Hurtigruten’s procurement department, managing a diverse portfolio of suppliers across multiple industries while supporting the company’s mission to deliver safe, memorable, and sustainable voyages along the spectacular Norwegian coast.
Hurtigruten is engaged in several key, strategic projects and initiatives that are running simultaneously. One of the company’s main focuses is on its ships, with a 10th vessel set to be brought into operation. Work is well underway to refurb and digitally overhaul route planning, sort port coordination and also prepare logistically for launch. Alongside this, Hurtigruten is leveraging new digital tools across key areas such as source-to-contract, risk management, procure-to-pay and accounts payable processes. “This initiative has the potential to be as expansive as we choose, given its strategic impact across the entire organisation, including our IT strategy and the integration of AI,” Trosterud tells us. “One key success factor is to divide the overall transformation into smaller, manageable projects, ensuring tangible progress and early results.”
Green approach
But at the heart of Hurtigruten is a robust sustainability drive. One of the company’s most ambitious efforts is the Sea Zero project, which aims to achieve zero-emission ships by 2030. This involves a comprehensive look at every aspect of maritime operations – from ship design and propulsion technology to shoreside infrastructure such as power access and charging solutions. Supported by strong partnerships and innovation, Sea Zero is a pioneering step toward shaping the future of sustainable cruising.
Trosterud stresses that sustainability directly shapes his company’s procurement function. “Our initiatives include eliminating single-use plastics onboard, prioritising local suppliers – even when this means higher costs compared to economies of scale – championing Norway’s Coastal Kitchen concept with authentic, locally sourced cuisine, increasing our use of biofuels, and advancing the hybridisation of our fleet,” he tells us. “For us in procurement, sustainability is not an isolated target; it’s a core operational principle. It informs every decision we make – whether in vendor management, business reviews, or tender processes – to ensure full alignment with Hurtigruten’s overall sustainability ambitions.
“This is also why we take great pride in our work. Our procurement role differs significantly from traditional models in the market; it demands a broader perspective where the Total Cost of Ownership (TCO) has grown in complexity, while the pure cost component has become less dominant in value over recent years. In short, sustainability is not just something we support – it’s something we live and deliver through every partnership and project.”
AI evolution
While Hurtigruten is still in the early stages of adopting AI, the company recognises the significant impact it is having on sustainable procurement. According to Trosterud, one of the current challenges is that AI tools embedded within different software platforms don’t communicate effectively with one another. “This lack of cross-system integration limits overall efficiency. In the future, vendors will need to focus on enabling interoperability – allowing AI systems to ‘talk’ to each other seamlessly across tools and applications,” he says. “Ultimately, the competition will center around which AI ecosystem becomes a company’s central hub, connecting all operational tools. Once that level of integration is achieved, we’ll start to experience the true transformative power of AI.
“Looking ahead, I believe we’ve only seen the beginning of what AI can do – particularly in areas such as Scope 3 emission calculations. Currently, these rely on EU standards, whether activity-based or spend-based, but AI could enhance accuracy by processing early supplier reports and identifying patterns at scale. For context, we manage around 2,000 vendors, which makes manual assessment impossible. AI can analyse and update supplier data dynamically, ensuring tenders and procurement decisions remain aligned with sustainability targets.”
Transformation
As far as Trosterud is concerned, he doesn’t believe there will be a single technology or vendor that redefines procurement in the next decade, but in fact, the real transformation will come from how technologies work together. “The true ‘magic’ will happen when systems can communicate and integrate seamlessly, overcoming today’s fragmented landscape and limited interoperability,” he says. “AI will likely be the catalyst for this evolution. As AI platforms mature, their ability to connect across ERP, P2P, and S2C systems could fundamentally reshape how procurement operates. The next generation of procurement technology may prioritise user experience and cross-platform collaboration over isolated functionality, making tools far more intuitive, connected, and effective.
“For procurement practitioners, the key will be to remain both curious and analytical – willing to explore new tools, but also critical in evaluating which technologies truly add value. It’s equally important for organisations to decide early on whether they want to be leaders or followers in technology adoption. Being a first mover can bring strategic advantages, but it also requires agility, investment, and a strong change culture.
“Ultimately, success will depend on finding the right balance between innovation and practicality – embracing emerging technologies that enhance collaboration, transparency, and sustainability, while ensuring they align with the company’s long-term strategy and people.”
AI is not a silver bullet. Leaders cannot simply plug it in and play because leveraging new digital solutions without a strategy attached just leads to complexity, disruption and added costs. It is a key reason why a human-in-the-loop approach is advisable in today’s world to ensure AI is not having complete control over decision-making within company operations.
Forward facing
“When it comes to AI in procurement decision-making, it’s essential to establish clear boundaries,” agrees Trosterud. “In my view, AI should not be making final decisions – at least not with today’s level of maturity.
“However, the real challenge lies ahead: we will soon encounter AI on both sides of the negotiation table. When both the buyer and the seller are driven by algorithms operating within fixed parameters, the negotiation process risks becoming rigid and counterproductive. In such cases, AI might even drive prices upward or fail to optimise for qualitative or long-term factors – because the focus shifts to the mechanics of negotiation rather than the substance of value creation.
“AI should serve as a powerful analytical and decision-support tool, not a decision-maker. The right measures involve maintaining human oversight, clear ethical guidelines, and transparent decision frameworks, ensuring that AI enhances – but never replaces – human expertise in procurement.”
Embracing the future
Moving forward, the opportunities presented to procurement leaders as a result of AI evolution are seismic and are having a major influence from both a profitability and sustainability perspective. Trosterud is bullish about the development of new technologies and the effect it will continue to have on wider sustainable procurement strategies. “I see one of the most powerful applications of AI being the standardisation and automation of emissions data gathering and reporting – from local to global levels,” explains Trosterud. “Ideally, a centralised AI-driven reporting infrastructure could ensure that no CO₂ emissions are lost or misreported, providing consistent, transparent data that supports both regulatory compliance and genuine sustainability progress.
“In essence, AI can become a key enabler of sustainable transformation, empowering organisations not only to react to change but to shape the future of responsible procurement through data, transparency, and collaboration.”
Find out more about Hurtigruten here.