Baruel

Wagner Bifulco

Procurement Strategy Leader

Wagner Bifulco is a Head of Procurement with extensive experience across the automotive, construction and consumer goods industries. He currently works for Baruel, a Brazilian cosmetics company.

Drawing on years of experience in Procurement and Supply Chain, Wagner leads the team with a strategic approach, transforming the supply chain, driving profitability and promoting sustainable business growth.

Moving Beyond Cost-Focused Decision-Making

Throughout my career, I have always considered it essential to understand not only what is being contracted or purchased, but, more importantly, why the decision is being made and what impact it will have on the business.

When we talk about Procurement strategy, I believe four dimensions should be at the center of the analysis: the maturity level of categories and subcategories, supplier management, risk management and the evolution of governance and automation. From this perspective, it becomes possible to establish clear priorities, define expected outcomes and determine the level of maturity the Procurement function aims to achieve.

However, having a well-defined strategy is only part of the challenge. The real differentiator lies in how that strategy is executed, and this is where professional experience becomes a critical factor.

Cost will continue to be a relevant KPI for Procurement, but it can no longer be the only—or necessarily the primary—decision-making parameter. Today, drawing on years of experience, I lead Procurement strategy with a broader perspective, considering business sustainability, risks to the company and the level of service required to support operations.

The ability to understand where Procurement decisions impact the organization and the consequences they may create has been instrumental in transforming the function into an increasingly strategic, integrated, and business-oriented discipline—one that is closely aligned with the organization’s broader objectives.

Procurement as a Strategic Business Partner

Today, a Procurement function that operates in isolation, without a broad understanding of the business, can no longer meet the evolving needs of organizations. Increasingly, Procurement is taking on a strategic role and establishing itself as a true business partner, contributing directly to the company’s overall performance and results.

In this context, I believe Procurement should take ownership of everything related to costs and suppliers, operating cross- functionally and staying closely connected to the different areas of the organization.

When it comes to costs, simply analyzing spend is not enough. It is essential to understand the company’s P&L, its strategic priorities, and the impact Procurement decisions have on overall business performance. This broader perspective leads to better decision-making and enables Procurement to create significantly greater value for the organization.

  You can have the best tools, technologies and resources available, but nothing replaces the ability to build relationships based on trust, supported by clear, objective and close communication. You can have the best tools, technologies and resources available, but nothing replaces the ability to build relationships based on trust, supported by clear, objective and close communication.  

Likewise, supplier management needs to evolve from a transactional relationship into a true strategic partnership. This requires clear communication, aligned expectations and the ability to engage suppliers in contributing to the company’s business objectives and long-term agenda.

Procurement’s role, therefore, is to act as a strategic partner to the organization—keeping the company’s objectives at the center of decision-making while mobilizing suppliers and other stakeholders to contribute to that agenda.

When Procurement operates in an integrated and collaborative way, it expands its ownership and influence across the organization. It also balances two fundamental pillars: delivering financial results and building strategic, sustainable relationships with suppliers.

Bringing Greater Intelligence to Procurement

Technology is playing an increasingly important role in transforming Procurement, bringing greater agility, intelligence and decision-making capabilities to the function. With the evolution of digital tools and the growing availability of data, it is now possible to build a much more comprehensive view of the factors that impact the business.

In supplier management, for example, we can move beyond point-in-time assessments toward a 360-degree view, considering multiple dimensions of the relationship and supplier performance. This enables us not just to understand whether a supplier is delivering as expected, but to anticipate challenges, identify risks and uncover opportunities for improvement.

The same applies to negotiations. Access to data and market intelligence allows Procurement to anticipate market risks and opportunities—R&Os—assess their potential impact, and establish action plans to mitigate risks and capture opportunities. This makes negotiations much more strategic and closely connected to the broader business context.

In other words, the way we buy, source and negotiate has changed. Having access to the right tools and knowing how to turn data into actionable decisions has become essential.

In this scenario, the role of the Procurement professional has also evolved. It is no longer enough to master the tools or simply have access to information. Procurement professionals need to interpret data, understand the business, stay ahead of market developments and anticipate change.

The Procurement professional who combines technology, market intelligence and strategic thinking is able to generate significantly greater value for the organization.

Leading Through People and Partnerships

The challenges we face every day can vary in complexity, but I like to structure them in a simple and objective way through four key steps: goals and objectives, strategy, follow-up and results. This discipline helps turn challenges into clear action plans and ensures consistency in execution.

Throughout my career, one of the most important lessons I have learned is the value of strategic relationships and the ability to recognize each person’s strengths. You can have the best tools, technologies and resources available, but nothing replaces the ability to build relationships based on trust, supported by clear, objective and close communication.

Knowing people, understanding their capabilities, and identifying where each professional can create the greatest value allows us to put the right talent on the right projects, strengthening execution and increasing the effectiveness of our deliverables.

Ultimately, leadership is about bringing together clarity of objectives, strategy, execution discipline and people. It is this combination that transforms resources into results.

Advice for the Next Generation of Procurement Leaders

The first step is to adopt a business partner mindset and develop a true sense of ownership.

Too often, professionals focus their efforts exclusively within their own silo. For example, a buyer may celebrate a 10 percent saving in their category within a specific business unit without fully understanding how that result translates into the company’s overall performance.

Transformation starts with attitude, curiosity and a genuine desire to understand the business beyond one’s own responsibilities. It means asking the right questions, understanding the company’s key performance indicators, and, most importantly, identifying where Procurement can truly influence the business and create value.

From there, professionals expand both their perspective and their ability to contribute. They begin to understand not only what they are expected to deliver, but how their decisions impact the broader business results.

This is what expands Procurement’s sphere of influence: moving beyond a function focused exclusively on categories and evolving into a strategic, cross-functional and results-oriented business partner.