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KPMG’s Tanya Wade on Winning Hearts & Minds For Procurement Transformation
We sat down with Tanya Wade, a strategic leader specialising in SAP-driven transformation at KMPG, to understand what it really takes for procurement to drive innovative and effective solutions in today’s complex business environments.
Tanya is a seasoned procurement transformation leader, celebrated for her expertise in SAP-driven innovation and the strategic application of AI within procurement and supply chain operations. With over 20 years of experience, including a decade specializing in SAP technologies, she has led global initiatives that redefine procurement functions through digital transformation.
Her thought leadership is widely recognized across the industry, sharing actionable insights on topics like AI adoption, ERP transformation, and risk-based decision-making. Named one of Kavida.ai’s “40 Under 40 Supply Chain Changemakers,” she continues to inspire through her pragmatic, strategic voice, driving innovation and shaping the future of procurement.
Procurement's Strategic Evolution
How is procurement changing, and where does it add value today?
Procurement is changing massively. I mean, look, when I first started, it was so transactional—I hated it. Now, with automation and AI, those transactional tasks are disappearing. And they should. Procurement should be about strategy now. It should be about partnering with the business, driving innovation, and working with suppliers to generate value.
Take indirect procurement, which is my background. You’re working with marketing, with sales—helping them find creative, value-adding vendors that support top-line growth. That’s the role now. And that’s why my MBA was so helpful. It helped me understand how all the different parts of a business connect and how procurement can support each one. It’s not just about savings anymore—it’s about business enablement.
People, Process, and Technology
Why do you think most digital transformations fail, and how should companies approach transformation?
If you start with the technology, you got it wrong.” That’s always been my view. Everyone’s obsessed right now with implementing AI or upgrading ERPs like S/4HANA, but they forget the golden triangle—process, people, technology. And if you put technology at the top, you’ve got it upside down. You’ve got to start with the problem. What problem are you trying to fix? Only then should you look at the technology that might help.
I always say, transformation isn’t about tech—it’s a culture shift. With something like S/4HANA, people assume it’s just a system upgrade. It’s not. It’s a complete shift in the way you manage data, how you report, how you think. If you haven’t got change management in place from day one—right from the RFP stage—and if you haven’t brought people along on that journey, from board level down to end users, it’s going to fail. Full stop. I’ve seen it happen.
Why are companies struggling with new tech, and what’s needed for real change?
It’s pressure and short-term thinking. That’s the problem. Companies feel they have to adopt AI because everyone’s doing it. So they buy shiny new tools without thinking, “Wait, what’s the actual problem we’re solving?” They haven’t looked at their processes. They haven’t prepared their people. They haven’t asked, “How does this integrate with our current systems?”
Most of the time it’s not even about the tech. It’s about culture. One of my clients once said, “Should we implement this tech?” And I asked, “What’s the problem you’re solving?” They didn’t have one. “What process do you have in place?” None. “Who’s going to run this?” No one. I mean, what do you even say to that?
You can’t change the operating model—like people are suggesting—unless you win hearts and minds first. That’s your first step. You’ve got to bring people along on the journey, show them how the tech is going to make their life easier, how it’s going to let them focus on the real value. Without that, nothing changes.
Securing C-Suite Buy-in
Why is risk management underprioritised, and how can procurement secure transformation budgets?
Savings are easy to measure. That’s the truth. “I saved £100 million last year”—you can show that to the board, to the CFO, and they get it. Risk? Much harder to quantify. It’s invisible until something breaks. It’s not like a ghost—it doesn’t disappear just because you ignore it.
What we need is a way to make risk tangible. Measurable KPIs in procurement and supply chain that align with company goals. How many of your suppliers have mitigation clauses? How many are financially sound? Those are things you can track and communicate.
And on the budget side, the problem isn’t really money. It’s perception. Procurement is still seen as a cost centre. So we have to reframe the conversation. Instead of just “we’ll save this much,” it’s “this investment helps us go to market faster,” or “frees up our people to be more strategic,” or “reduces operational risk.” Of course, you still need a solid business case. You have to cover: what’s the problem, what’s the solution, and what’s the result. But if you can do that—and speak the language of the C-suite—you’ll get your funding.
Want to learn more about Tanya’s background? Check out her full profile here.
Disclaimer: This interview has been edited for length and clarity.
Anam is the Co-founder and CEO at kavida.ai, where we build agentic solutions for procurement.
