From agentic AI to human-centric transformation, Zycus’ Horizon event in Vienna brought together procurement leaders to examine the shift from processes to outcomes. Across industries and geographies, one message rang clear: the future isn’t just automated – it’s been reimagined…
From transactional to transformational
A defining theme at Horizon was procurement’s evolution from a transactional function into a strategic business partner – a shift driven by both necessity and opportunity.
Benoit Severin-Delos, Associate Director, Global Procurement Operations, Bristol Myers Squibb, framed this transformation through the lens of operational change and user experience: “By the end of 2027, our operations will be very much agentic-oriented and self-service, allowing the business to move much faster and get answers instantly. That’s where I see the real opportunity – not just efficiency, but a fundamentally better user experience across the whole intake-to-pay journey.”
Marco Maffè, Procurement Director, Università Bocconi, reflected on a similar shift within a complex university environment: “We started from a very transactional situation, very manual and human-intensive. Now we are trying to move towards something more automated and business partnership-driven, where procurement is not just processing requests but actively supporting decision-making.”
For Philip Halanen, Procurement & Sustainability Director, Chelsea Football Club, that transition is already changing internal perceptions: “Procurement is now seen much more as a business partnering function – a source of value rather than just process. It’s about stretching budgets, yes, but also about getting more out of supplier relationships over time.”
Sydney Tshibubudze, Procurement Executive, highlighted how transformation is ultimately about unlocking value at scale: “We are moving from very traditional purchasing into a model that is centre-led and focused on category management and strategic sourcing. The goal isn’t just efficiency, but to bring real value uplift to the organisation – improving how we serve customers and how procurement contributes to the business overall.”
Vlad Tomita, Purchasing Director EMEA, Bekaert, underlined the ambition behind this shift: “We are moving from just serving the business to becoming a real partner – contributing to margin improvement and bringing added value into the organisation, not just executing transactions.”
Andre Brockmoeller, Director Global Sourcing, Filtration Group, reinforced the broader organisational impact: “Procurement has to bring visible value to the business – not just pushing orders or negotiating prices, but actively shaping decisions and helping the organisation respond to market changes.”
Agentic AI: From curiosity to capability
Agentic AI dominated the Horizon agenda – not as a distant concept, but as an imminent capability reshaping procurement functions.
Severin-Delos pointed to both the excitement and uncertainty surrounding it: “What’s interesting is that everyone has a different view on what agentic AI will become. But what’s clear is that in two to three years, the world will look very different, especially in how quickly we can respond to user needs and orchestrate processes.”
Maffè balanced enthusiasm with realism around adoption: “We are trying to transform the procurement activity from manual human-intensive activity to a more automatic and internal, customer-driven model. A business partnership rather than a transactional activity.”
Halanen offered a grounded, practical warning: “The key takeaway for me is don’t run before you can walk. If your underlying processes aren’t right, then layering AI on top won’t work – you need strong foundations before you scale.”
Tshibubudze focused on the strategic upside of AI-enabled transformation: “When you look at a solution with AI capability, it’s not only about savings. It’s about efficiency – how fast you can serve your internal customers, how effectively you can operate with fewer resources, and how procurement can deliver more value across the organisation.”
Tomita focused on immediate priorities: “Right now, our focus is on automating repetitive processes. That’s where AI can bring quick wins – freeing up time and allowing us to move forward in a smarter, more structured way.”
Brockmoeller highlighted the operational upside: “Today, even senior buyers are tied up with transactional work. If AI can take that away, it allows them to focus on real procurement activities – strategy, supplier relationships and value creation.”
The human advantage in an AI era
Despite the technological focus, Horizon repeatedly returned to one critical point: procurement remains a fundamentally human discipline.
Severin-Delos challenged the language often used around AI: “I don’t really see it as ‘human in the loop’. It’s more a partnership – AI complements what we do and removes the work we don’t want to focus on, so we can bring more value as humans.”
Maffè emphasised the enduring importance of people: “Technology is a support, not a substitution. We still need the human contribution – the ability to understand stakeholders, interpret needs and make the right decisions.”
Halanen pointed to the organisational challenge beyond procurement: “My team is ready and open to AI, but the real challenge is bringing the rest of the business along that journey. Change management is going to be just as important as the technology itself.”
Tshibubudze emphasised the irreplaceable role of human judgement and capability: “AI still needs the human touch – especially for the thinking, the strategy, and the reasoning behind the data. Technology can support, but organisations need people who can interpret and apply that insight, particularly in areas where there is no data.”
Tomita framed AI as a mindset shift: “It’s important that people don’t see AI as a threat, but as a partner. The real challenge is helping teams adapt and understand how to use it effectively.”
Brockmoeller reinforced the irreplaceable role of human relationships:
“To build real partnerships with suppliers – to share strategy, to innovate together – that requires human interaction. AI can support it, but it can’t replace it.”
Unlocking value through data and automation
Beyond efficiency, leaders consistently pointed to AI’s ability to unlock new forms of value from insight to influence.
Severin-Delos outlined the strategic potential of data: “With more automation, we can gather better data and use it to drive smarter decisions – improving financial accuracy, cash flow, and ultimately building more trust with stakeholders and investors.”
Maffè expanded the definition of value: “It’s not only about savings. It’s about transparency, compliance and trust – especially in an environment where we are expected to operate with a very high level of accountability.”
Halanen linked value directly to focus: “We spend too much time on the long tail of suppliers. AI can help us manage that more efficiently, so we can concentrate on the areas where procurement really makes a difference.”
Tshibubudze connected procurement transformation directly to business performance: “Better procurement means better service delivery. In our case, it means ensuring assets like vessels spend more time operating and less time idle – that’s where the real strategic value comes in, because it directly impacts growth and shareholder value.”
Tomita highlighted smarter operations: “By combining our existing tools with AI, we can move forward in a much smarter way – improving how we manage processes and make decisions.”
Brockmoeller connected AI to resilience and responsiveness: “Being able to quickly understand the impact of market changes – whether it’s pricing, regulation, or supply – is critical. AI can help us react faster and make better-informed decisions.”
The power of peer insight
Finally, Horizon’s value lay not just in its content, but in its community – a shared space for validation, challenge and inspiration.
Severin-Delos praised the authenticity of shared experiences: “What makes this event valuable is hearing real journeys – not theory, but customers talking openly about what worked and what didn’t.”
Maffè highlighted the reassurance it brings: “You realise that the challenges you face are not unique – others are already dealing with them, and in some cases, solving them successfully.”
Halanen’s verdict was unequivocal: “If you’re considering coming, absolutely do it. It’s always good to be around fellow procurement professionals. You get a lot of like-minded individuals who will be in exactly the same space. The agenda really mirrors what I’m trying to achieve. And it’s really interesting to hear different perspectives from different industry sectors.”
Tshibubudze encouraged a mindset of openness and opportunity:
“The most important thing is to be open-minded. Instead of focusing on what could go wrong, focus on what could go right because with something like AI, the potential upside is what will really drive progress.”
Tomita pointed to the clarity it provides: “You leave with a much better understanding of how important AI will be and how you might approach it in your own organisation.”
Brockmoeller captured its practical impact: “It helps you take ideas that are still abstract and make them concrete – something you can actually take back and apply.”
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