Our PGC Reporter sat down with Mr. Erik Roberts – P&G’s new Chief Purchasing Officer to talk about his vision for his new role, how to navigate a world in constant change and why responsible sourcing and bio-based solutions matter!
PGC Reporter: First, congratulations on becoming our Chief Purchasing Officer (CPO) at P&G! As you begin this new role, what things are top of mind for you right now?
Erik Roberts: Thank you! It's a true honor to be appointed CPO. I'm very grateful and humbled to lead P&G’s Global Purchasing Organization. We all recognize that we are living in a world of constant change, where challenges ("headwinds") and opportunities ("tailwinds") appear more frequently and more quickly. My goal is to stay focused and guide our organization with a clear vision for both the present and the future. That means delivering supply chain excellence and resilience in the near term and developing a vision (and co-innovation) which delivers business growth for P&G and our partners. Simultaneously, we are building a renewed organization powered by highly skilled and motivated teams, enabled by the latest innovations and technology.
PGC Reporter: Some people see Purchasing solely as a means to control costs – often focusing on getting the lowest price right now. You've always taken a broader view. How do you think about Procurement?
Erik Roberts: The role of procurement has evolved a lot in recent years. While cost is always important, creating value is absolutely critical! I believe our role, in purchasing, is to be a continuous engine of business growth and to act as a key source of competitive advantage for P&G.
Our ability to have a global view perfectly positions us to navigate today’s complex global supply realities and to build resilient but flexible supply chains. But it also allows us to uncover new supply opportunities, partnerships and collaborative solutions. I look at things this way – if you can turn a challenge into an opportunity everyone wins – our brands, consumers, customers and our supply chain partners. It takes discipline and intentionality to focus on glass half full, but this typically results in breakthrough outcomes.
PGC Reporter: How do responsible sourcing and sustainability fit into P&G's overall business success, especially considering the need for speed and agility in a world in constant change?
Erik Roberts: Both sustainability and responsible sourcing are a fundamental part of how we do business at P&G. They play a crucial role in ensuring we have the sustainable and compliant materials we need for our superior innovation and products. In Purchasing, we always aim to achieve what we call the "Trifecta" - superior performing products and solutions, true sustainability on a full lifecycle assessment, and supply chain wide value creation. Time and time again we’ve seen when all three of these elements are in place, business success follows and we deliver both immediate and long-term satisfaction for our customers, stakeholders, and consumers.
PGC Reporter: Bio-based materials are a hot topic. With your experience as both a seller and a buyer of these materials, what do you see as the biggest opportunities and challenges for the bio-based sector?
Erik Roberts: Bio-based materials are a subject very close to my heart – as you might know, I led P&G Chemicals until recently, where we are working to reinvent the oleochemical company of the future!
This is definitely an area I expect to see growing, fueling continuous innovation and with potential partnership opportunities. These can help us better meet the needs of P&G’s consumers, our business partners, stakeholders, and regulators.
However, developing these materials must be done responsibly, respecting the environment, people, and the planet. This brings me back to the P&G "Trifecta": where bio-based materials can deliver superior performance and sustainability, they will create value not just for P&G, but for all of us.
PGC Reporter: As the leader of P&G Chemicals, you championed its role in driving sustainable business growth, particularly with bio-based and low-carbon solutions. Why is this proactive, early engagement so vital for Procurement, rather than waiting for established solutions or market scarcity to emerge?
Erik Roberts: From a procurement perspective, waiting until a market position is fully established is often the most expensive approach. Our customers and regulators have clear decarbonization targets for 2030, 2040, and 2050 – but developing and scaling new products and materials takes time.
Moving early allows us to secure access (or to co-innovate and create) to the right supply chains – ones that are reliable, have robust carbon accounting, and ensure regulatory compliance – ahead of the competition. This gives us the benefit of time to learn, qualify, and integrate solutions, rather than having to react under pressure. At P&G Chemicals, we saw firsthand that sustainable solutions aren't just about the molecule itself; they're about entire systems, reliable data, and comprehensive compliance. From a CPO's viewpoint, early engagement is how we reduce risk, control costs, and stay ahead. It's about acting before sourcing requirements shifts from an ambition into a mandatory obligation. And it’s about shaping and influencing what’s required for P&G and the industry to progress – versus simply reacting to comply with regulations and policies that may impact the progress we need.
PGC Reporter: As we conclude, do you have any final thoughts to leave with our readers?
Erik Roberts: We're navigating extremely dynamic times. But being clear on our goals, staying focused on driving business growth and delivering superior solutions is the key to success. And it’ll often be unlocked through the strong partnerships and spirit of trust we’ve built with customers and suppliers’ overtime.
