The procurement profession stands at a pivotal crossroads, according to industry veteran John Dickson, who delivered a compelling keynote address at the Chartered Institute of Procurement and Supply’s (CIPS) Caribbean Conference and Awards 2025. Speaking before regional supply chain leaders at Port of Spain’s Hyatt Regency on December 10, Dickson argued that procurement must fundamentally transform from its traditional cost-cutting role into a strategic driver of organizational value, resilience, and competitive advantage.
Dickson employed a powerful iceberg analogy to illustrate how most organizations perceive procurement: “The one-ninth that a business sees is typically about cost reduction and cash generation,” he noted, emphasizing that the profession’s true depth and strategic importance remain largely submerged from executive view.
The conference, hailed as the Caribbean’s premier gathering of procurement specialists, convened professionals across government, energy, telecommunications, logistics, and finance sectors. Sessions explored cutting-edge topics including artificial intelligence implementation, data analytics applications, and supply chain risk management.
Drawing from four decades of industry experience, Dickson outlined procurement’s evolutionary trajectory: from 1990s cost control mechanisms through 2000s process efficiency reforms to 2010s digital transformation. The current era, he suggested, represents “true intelligent integration” powered by AI, automation, and machine learning technologies.
However, Dickson cautioned against technological determinism, stating: “Procurement needs to align intelligence with purpose. It’s not enough to say technology will do everything for us.” He challenged delegates to consider whether their function merely influences spending patterns or actually shapes business strategy at the highest levels.
His address resonated with broader regional concerns about supply chain vulnerabilities. Earlier panels had examined Caribbean-specific challenges including hurricane exposure, fuel price volatility, and global trade disruptions, proposing mitigation strategies such as redundancy planning and predictive analytics.
Dickson emphasized that procurement must evolve from reactive problem-solving to predictive scenario planning. While acknowledging that not all risks can be anticipated, he insisted the profession bears responsibility for organizational protection in increasingly volatile operating environments.
Highlighting his experience during AstraZeneca’s unprecedented eight-month COVID-19 vaccine development, Dickson demonstrated how crisis collaboration transcended traditional supplier negotiations. “That whole concept of having a common goal was critical for that ecosystem to come together,” he recalled, underscoring how shared purpose accelerated innovation.
This informed his perspective on sustainability, which he framed not as competitive advantage but as essential risk mitigation: “I do see sustainability as a competitive disadvantage if you don’t engage with it.” He advocated for collective action within industries sharing supplier networks.
Addressing emerging threats, Dickson highlighted cybersecurity as a critical procurement concern, referencing major attacks that have cost organizations hundreds of millions. He positioned procurement as central to resilience-building through supplier vetting, market analysis, and risk anticipation.
Despite technological advancements, Dickson firmly rejected the notion of human obsolescence: “Human-centric talent isn’t going away. It’s going to shift. It’s going to be different.” He encouraged leaders to embrace reverse mentorship from digitally-native junior colleagues.
Concluding with an agricultural metaphor, Dickson urged organizations to focus on foundational elements: “Looking after the soil. Cultivating the soil, look after your people. Care for your people. Know your people.” For a profession historically defined by savings metrics, he envisioned a future prioritizing strategic integration, purposeful collaboration, and the translation of intelligence into consequential business decisions.