OPELLA

The strategy was finally settled on a“ hybrid best-of-breed approach” that would give both business and procurement greater flexibility as the business needs evolve.

“ The idea is for my organisation to be able to plug and play. It doesn’ t mean that plug and play is about changing everyone from one day to another. It’ s just ensuring that, in a risk-mitigated environment … if anything happens, you still have that possibility to shift and lift.”

That technological flexibility reflects the fundamental changes taking place across Opella as it moves from pharma to essentially an FMCH business which demands“ moving fast, being able to act fast, being able to deliver even faster,” Lyvio explains. It also feeds into an Opella principle that Lyvio says his team is increasingly guided by: becoming“ outcome obsessed.”

AI is now an increasingly important part of that technology landscape.“ It’ s started to be across the business everywhere,” he explains, with the technology also playing a growing role in augmenting the strategic side of procurement. But Lyvio is clear that AI adoption itself is not the objective.“ We’ re not deploying AI for the sake of deploying AI. We’ re deploying AI where it’ s meaningful to do it and when we are convinced that it can accelerate what we have to deliver.”

Ultimately, the goal is not simply to build a more sophisticated technology ecosystem, but to change what procurement professionals are able to focus on— moving the team from“ procurement operators” towards“ future business strategists.”

Opella employees across 100 countries

members of the Centre of Excellence team

12 opella. com