Global Procurement Leadership Hiring Trends 2025

Leaders will be expected to adapt to heightened global disruption, integrate resilience, technological expertise, and enterprise leadership into their roles.  

Here are six key hiring trends shaping the future of global procurement leadership. 

1. Strategic Risk Management and Supply Chain Resilience

A 2024 report by Economist Impact found that 75% of executives are diversifying their supplier base, preferring to work with more suppliers. 

This is particularly noticeable across APAC. Operations are moving away from China toward developing economies in ASEAN and India, with significant growth in Vietnam, Indonesia, and India. This realignment is driven by industry-specific factors, such as the semiconductor and electronics sectors, and strategic considerations related to proximity to customers and production facilities.

Boards will seek leaders who can proactively navigate these evolving landscapes.

2. Emphasis on Digital Transformation and AI Integration 

Throughout 2025, leaders with expertise in AI-driven analytics, automation, and digital procurement platforms will be sought to enhance decision-making and drive efficiency. Balancing innovation with practicality, these leaders must manage AI integration while addressing associated risks such as security and data governance. 

This technological evolution extends to sustainability and responsible procurement. Increasingly in regions like Australia, tenders are prioritizing considerations such as indigenous employment and environmental responsibility, demanding leaders adept at embedding these elements into their digital strategies.

Boards will prioritize candidates who can align technological advancements with broader organizational goals while ensuring robust yet adaptive supply chain systems. 

3. Business Leader First, Function Leader Second 

Procurement leaders are increasingly expected to adopt an enterprise-wide perspective.

In APAC, this trend is further influenced by a shift away from hiring expatriate leaders or relying on headquarters-based transfers. Instead, there is a growing preference for hiring talented local leaders across ASEAN, with notable increases in regional hubs such as Bangkok and Kuala Lumpur, rather than traditional locations like Singapore. These leaders must be capable of translating supply chain nuances into strategic value while contributing to organizational goals such as revenue growth and market expansion. 

4. Data-Driven Decision Making and Predictive Analytics 

There is growing emphasis on data literacy and the need for procurement leaders who can translate insights into actionable strategies. 

Boards are looking for leaders who can anticipate market trends, optimize sourcing strategies, and enhance supplier performance while addressing challenges such as data quality, communication of business cases, and embedding analytics transformations.  

In Australia, where cost-of-living pressures and inflation have created additional strain, procurement leaders must leverage data to achieve both cost-efficiency and resilience in the face of resource scarcity and productivity challenges. 

5. Talent Development and Multigenerational Workforce Management 

Procurement leaders who can bridge generational gaps, promote continuous learning, and attract top talent will play a critical role in building dynamic procurement teams.  

According to a 2024 McKinsey report, securing talent is a top three priority for procurement leaders, with shortages in both traditional procurement skills and the technical capabilities needed to deploy advanced digital technologies. 

In APAC, the focus on nurturing local talent has never been more prominent. 

6. Procurement as a Value Creation Lever in Private Equity 

Private equity firms are increasingly recognising the strategic value of robust procurement and supply chain management as key drivers of operational improvement and portfolio-wide synergies. In a macroeconomic climate marked by higher interest rates, inflation, extended deal cycles, and diminished exit values, traditional financial strategies alone are no longer sufficient to deliver expected returns. 

As a result, procurement leaders who can align supply chain strategies with private equity objectives will be in high demand. Boards and investors will seek procurement executives skilled at integrating operational excellence into the value creation process, ensuring that procurement functions as a transformative lever in delivering measurable financial and operational outcomes.  

Odgers Berndtson leverages a global network of procurement leaders to address the evolving demands of this dynamic landscape, delivering tailored solutions to meet client needs anywhere in the world.

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