“Operational excellence is not a static badge of Honor, it’s about orchestrating people, processes, and priorities to deliver consistent value at scale. It starts with the customer. Because if it doesn’t create value at the end of the chain, it’s just wasted motion. Every SKU we stock, every shipment we send, every process we streamline—it all must connect back to delivering a better experience,” emphasizes Milind Tailor, Global Head – Resale Products & Services Procurement, Diebold Nixdorf Inc., during this exclusive interview…
You’ve led procurement operations across global markets. What initially drew you to the world of procurement and supply chain management?
Unlike many who land in supply chain & procurement by chance, I chose this path by design. During my engineering days, I apprenticed at an electronics manufacturing plant—eager to apply what I’d learned in the classroom. One day, the entire production line suddenly stopped. No machine failure. No technical fault. Just one missing component—and the ripple effect was immediate: missed deadlines, mounting financial losses, disgruntled customers and growing frustration across teams.
Milind Tailor
That moment hit me hard. Not because of the disruption itself, but because of how fragile the whole system was. And how critical the supply chain was to the business—yet so invisible until it failed. It was my Eureka moment. While finance, marketing, and strategy got the spotlight, I realized operations and supply chain were the hidden powerhouses— quietly holding the business together. I didn’t want to be on the sidelines, reacting to breakdowns. I wanted to be on the front foot—designing smarter, faster, more resilient systems. That’s what pushed me to pursue a full-time Master’s in Operations & Supply Chain, to build the expertise not just to manage complexity, but to simplify and transform it. And that’s what supply chain & procurement became for me: a space where strategy meets execution, where small decisions create massive ripple effects, and where real impact is measured not in theory—but in outcomes.
That early exposure to inefficiency lit a spark. The obsession to fix things—not just technically, but commercially, sustainably, and strategically—that’s what continues to drive me.
At Diebold Nixdorf, you’re overseeing a global spend across more than 50 countries. What does it take to lead at that scale, and how do you stay ahead of constant change?
Leading at a global scale demands more than strategy—it requires cultural fluency, emotional intelligence, and a deep respect for local nuance. One of the most important leadership principles I follow is very simple: Think Global, Act Local. You can build a global vision, but its success lies in in how well it’s adapted to on-the-ground realities. What works in São Paulo may not land the same in Singapore.
To bridge that gap, I’ve focused on building teams that are aligned to the global vision but operate with the agility of local startups. The goal is to create empowered, responsive, culturally aware teams that can anticipate change and act on it quickly—without waiting for instructions from HQ. We align on purpose and priorities, but we execute with flexibility. Cultural intelligence plays a central role in this. There’s no single leadership style that works everywhere. You need to appreciate the subtleties—how decisions are made, how trust is built, how feedback is given. That kind of awareness doesn’t show up on dashboards, but it determines whether you succeed or fail as a leader.
Ruthless prioritization is another critical enabler. In a world flooded with noise, I focus on what truly moves the needle—whether that’s reshaping supplier strategies, driving sustainability, or fast-tracking digitization. Everything else is a distraction. But perhaps most importantly, I believe in inclusive leadership grounded in empathy, curiosity, and trust. People don’t follow titles—they follow leaders who listen, understand, and empower. Staying openminded, asking better questions, and genuinely valuing diverse perspectives isn’t just good leadership—it’s how we future-proof our organizations.
The more I lead, the more I realize: the job isn’t to have all the answers, it’s to create environments where the best ideas can rise—no matter where they come from.
You’ve spoken about shifting procurement from a transactional role to a strategic one. Can you share a pivotal moment where you saw that transformation take place?
I’ll be candid—there is no single ‘Aha’ moment where procurement flips from transactional to strategic. It’s not an overnight transformation—it’s a series of tough calls, alignment meetings, and small wins that add up. And, it begins with brutal honesty: where are we today, and where do we need to be?
The path to strategic procurement starts with understanding that ‘Strategic Value’ isn’t a one-size-fits-all concept. It means different things depending on your industry, your company’s maturity, leadership ambitions and the business’s immediate goals. For some, it’s driving cost leadership. For others, it’s enabling innovation, speeding up go-to-market, building resilience, or delivering ESG outcomes. The first step is defining what value means for your organization, and aligning with leadership on what procurement must deliver to support that.
From there, it’s about mindset, capability, and culture. You need to recast procurement’s role—from compliance gatekeeper to value architect. That means upgrading team skills, investing in digital tools, and helping internal stakeholders see procurement as a true partner—not a bottleneck. It’s never easy. There’s resistance, inertia, and legacy thinking to overcome. But as the organization starts turning to procurement for insight, foresight, and even innovation—you realize the shift is taking root. And how do you know you’ve made that leap? Take your pick:
When business leaders stop asking, “Can you get this cheaper?” and start asking, “What’s your view on how we solve this?”
When procurement isn’t just invited to the table—it’s helping set the agenda.
When the team isn’t just reacting to business needs—they’re influencing outcomes.
When procurement isn’t following strategy—it’s co-creating it. That’s when you know: the role has changed, and there’s no going back.
What are the key ingredients for successfully leading business transformation across global supply chains?
The biggest myth in transformation is that it starts with strategy. In reality, it starts with self-awareness—knowing what’s broken, what’s holding you back, and what’s actually possible. From there, it’s about relentless, practical execution. Let’s not sugar-coat it—transforming global supply chains is messy. It’s less about sweeping initiatives and more about getting people aligned, solving real problems, and staying consistent under pressure. Here’s what actually works:
Start with the business problem, not the supply chain: Don’t lead with jargon or systems. Lead with impact. Are we trying to reduce cost? Improve speed? Build resilience? If your supply chain transformation doesn’t solve a real business problem, it won’t survive budget season.
Define success—for your company, not a textbook: There’s no one-size-fits-all. Transformation looks different depending on your maturity, market, and leadership ambition. What matters is aligning early with leadership on what “value” means—and what procurement and supply chain must deliver to get there.
Build the right team—and give them cover: You need a team that blends operational know-how with a challenger mindset. Then? Back them up. Transformation creates friction. Your job is to shield progress, unblock resistance, and keep belief high.
Respect local realities: What plays well in one region may bomb in another. The best global transformations succeed because they listen to the field. Cultural intelligence, local empowerment, and flexible execution are non-negotiables.
Execute with agility—don’t wait for perfect: This is where my philosophy comes in: Think Big, Start Small, Fail Fast.
Set a bold vision. Pilot it in a controlled space. Learn quickly, adapt, and scale what works. Waiting for perfect data, perfect systems, or perfect conditions? That’s how momentum dies.
Transformation is 20% strategy, 80% follow-through. The real transformation happens when supply chain leaders stop talking about change—and start delivering it, visibly and repeatedly.
You emphasize building collaborative supplier relationships. What does a true “partnership” look like in practice, especially under pressure?
When times are good, partnerships are easy. But when the pressure mounts—cost challenges, market shocks, or financial headwinds—that’s when the true nature of the relationship is revealed. I got a firsthand experience of this during Diebold Nixdorf’s Chapter 11 restructuring. It was one of the most commercially intense periods of my career—and also one of the most eye opening. Some suppliers pulled back or went silent. But the ones who leaned in?That’s where I saw what true partnership really looks like. Here’s what stood out:
Radical transparency: The best partners didn’t wait to be asked. They proactively flagged risks, shared challenges, and worked toward solutions. No spin. No surprises. Just straight talk.
Shared values and a long-term view: When short-term conditions were tough, these partners stayed grounded in shared philosophy. They saw beyond the headlines and believed in the team and the turnaround.
Mutual respect and real dialogue: It wasn’t about pushing for leverage—it was about problem solving together. That respect went both ways, and it changed how we worked.
Outcome-driven execution: Rather than getting stuck in commercials, the focus stayed on keeping things moving—serving customers, meeting deadlines, protecting delivery.
Flexibility over fine print: Contracts are written in stable times—but true partnerships flex when reality shifts. The partners that adjusted with us earned more than respect—they earned a future with us.
Shared risk and shared belief: This was the ultimate test. Those who continued to collaborate, support, and share the risk proved they weren’t in it for the quick wins—they were in it for the long haul. True partnerships aren’t forged in boardrooms—they’re forged in pressure. Not when everything is perfect, but when everything is at stake—and you show up anyway. That’s the kind of relationship that outlasts any crisis. And it’s the one worth building every time.
Is there an example from your career where a strong supplier relationship created unexpected value or innovation?
We hit a period of intense financial headwinds—where continuity was uncertain, and trust became the most valuable currency in the supply chain. In the middle of that storm, one supplier relationship stood tall. This particular partnership had been going strong for over 45 years—so long, in fact, I often joked it had been around longer than I have. But when the pressure mounted, that history paid off.
Instead of retreating or tightening terms, they leaned in. Not only did they continue to support us operationally, they proactively brought ideas to the table—cost levers, process improvements, and efficiencies we hadn’t considered before. They didn’t wait for instructions. They weren’t reacting—they were co-solving. They acted like a true extension of our team. That’s when you realize: real partnership isn’t about better pricing. It’s about shared stakes, mutual respect, and showing up when it’s easier to walk away.
The unexpected value? We didn’t just preserve continuity—we advanced efficiency. That experience reminded me: real partnership isn’t about better pricing or risk mitigations. It’s about shared stakes, mutual respect, and showing up when it’s easier to walk away.
When the relationship is built on trust, pressure doesn’t break it—it reveals its strength.
You’ve worked with complex supply networks, including thousands of SKUs and large scale warehousing. What does operational excellence look like in that environment?
Operational excellence is not a static badge of Honor, it’s about orchestrating people, processes, and priorities to deliver consistent value at scale. It starts with the customer. Because if it doesn’t create value at the end of the chain, it’s just wasted motion. Every SKU we stock, every shipment we send, every process we streamline—it all must connect back to delivering a better experience.
Then, it’s about people. In one of my previous roles, we managed over 10,000 SKUs across multiple global warehouses. The turning point came not from new tech—but from engaging warehouse teams and supply leaders to redesign the pick-pack-ship flow. We mapped pain points, simplified layouts, and retrained teams on process ownership. Productivity jumped double digits—not because we pushed harder, but because we aligned better.
Then comes the discipline: process excellence. Lean inventory, right-first time execution, optimized replenishment cycles—all of it matters. But excellence isn’t about squeezing every second out of a process. It’s about knowing what to standardize, what to automate, and what to humanize. Above all, operational excellence is not a destination—it’s a mindset. A culture of continuous improvement where success is measured not just by KPIs, but by how consistently you can deliver value to the customer and impact the bottom line.
When you align customer focus, engaged people, and disciplined processes—you don’t just move products, you move the business forward.
How do you balance efficiency with resilience, especially in today’s volatile global landscape?
Let’s get one thing straight—it’s no longer efficiency versus resilience. Today’s supply chains demand both, without compromise. Resilience, to me, is about having options—backup sources, flexible logistics, alternate playbooks—ready when you need them. And Efficiency is choosing the best option and executing with precision when the moment calls for it. You can achieve both by anchoring your strategy on three levers:
Design for optionality – Don’t build a supply chain that’s too lean to flex. Multiple sources, nearshore partnerships, and variable capacity are your shock absorbers.
Digitize for agility – Visibility is power. When disruption hits, you don’t need heroics—you need information. We’ve used digital control towers and AI-powered analytics to identify bottlenecks and reroute before the problem reached the customer.
Standardize what you can, customize what you must – We streamlined core warehousing and fulfillment processes globally, creating efficiency at scale. That gave us the breathing room to handle exceptions and regional volatility without breaking stride.
Let me give you a real example. When the Trump administration-imposed tariffs on Chinese imports, the ripple effect was immediate—heavy tariffs slapped onto input costs overnight. For many companies, that meant margin erosion, last-minute supplier hunts, and costly firefighting. Because we had built alternate sourcing strategies in Southeast Asia and parts of Eastern Europe well in advance—not as a reaction, but as a resilience strategy—we were able to shift volume quickly. We avoided millions in unplanned cost, preserved product availability, and maintained pricing without passing increases to customers.
The cost of inaction in that moment? For others—supply disruptions, missed deliveries, loss of competitiveness, margin erosion, business loss. For us—it was a proof point that resilience isn’t a theoretical concept. It’s a hard financial asset. Later, during our financial restructuring, we used the same playbook—tighten what you can, but keep your options open. That balance helped us maintain service continuity and uncover unexpected cost-saving levers.
Efficiency keeps you sharp. Resilience keeps you standing. The future belongs to supply chains that master both.
How is sustainability shaping your procurement strategies today? Are you seeing a mindset shift across suppliers?
Sustainability is no longer a nice-to-have—it’s a defining pillar of modern procurement. In my framework of the 4 P’s of Procurement—Purpose, People, Planet, and Performance—Planet now demands equal weight in how we define value, assess risk, and shape partnerships. It’s no longer enough to ask if we should prioritize sustainability. The real question is: how fast can we embed it into everything we do—especially through our suppliers?
From a supplier perspective, I’m seeing a real mindset shift. The most progressive partners aren’t waiting for mandates—they’re coming forward with ideas, solutions, and a genuine willingness to co-own the sustainability agenda. What was once a top-down expectation is becoming a shared mission.
One example stands out. We were working with a long-term logistics partner on a cost and service optimization project. During one of our regular reviews, they proactively proposed a shift from traditional packaging to modular, returnable packaging for service parts distribution. At first glance, it seemed like a marginal operational tweak. But after deeper analysis, we realized this change could significantly reduce cardboard waste, shrink our carbon footprint across multiple regions, and deliver measurable savings in reverse logistics. The best part? It wasn’t something we asked for—it was something they brought to the table, because they saw the long-term value—not just the short term cost. That’s the shift. Sustainability is no longer a compliance exercise—it’s becoming a platform for innovation and value creation. And it’s redefining how we view supplier performance.
Planet can’t be just a procurement pillar—it must be a shared platform. And the suppliers who embrace that are becoming true partners in shaping the future, not just fulfilling the contract.
What procurement innovations or trends do you believe will define the next decade?
The next decade will be nothing short of transformational for procurement. We’re moving from a world of reactive approach to proactive value orchestration—and that shift will be shaped by trends, all anchored in my belief in the Four Ps of Procurement: Purpose, People, Planet, and Performance.
Generative AI & the Era of HuMaC: Generative AI will be a game-changer—not as a replacement for procurement professionals, but as a force multiplier. We’re entering the era of HuMaC: Human creativity amplified by Machine precision. AI will take over transactional tasks like PO processing and invoice matching, while procurement professionals will focus on strategic decisions, supplier collaboration, and ethical oversight. The real value will come from how we integrate human judgment with AI-driven insight.
From Firefighting to Foresight: Procurement will shift from reacting to crises to anticipating and preventing them. With predictive analytics, digital twins, and real time risk modelling, we’ll move from “what went wrong” to “what might go wrong—and what can we do now?”. This proactive stance will define high performing supply chains.
Procurement as ESG Architects: The Planet pillar is taking center stage. Procurement will lead the charge on sustainable sourcing, circular economy models, and supplier decarbonization. Scope 3 emissions will become a board-level priority—and procurement will be the one holding the blueprint.
Supplier Co-Innovation & Ecosystem Thinking: The old supplier-buyer dynamic is dead. We’re entering an age of ecosystem collaboration—where suppliers become co-creators of value. Innovation will be sourced, not just developed. Procurement will broker ideas, not just contracts.
Talent Transformation & Digital Fluency: The skill set of the future will be radically different. Procurement professionals will need to be digitally fluent, data-literate, and influence-savvy. Orchestration, change leadership, and storytelling with data will matter more than ever. The ones who succeed won’t just execute—they’ll lead.
The next decade belongs to procurement teams that master the art of orchestration—aligning people, platforms, partners, and purpose to unlock true enterprise value.
What leadership principles guide your work, especially when aligning global teams and stakeholders?
Building alignment across borders isn’t about enforcing uniformity—it’s about cultivating unity through shared purpose. My approach centres around five interwoven principles that support global cohesion while honouring local authenticity:
Purpose-Led Clarity: The foundation of alignment is a clear, compelling “why.” Whether we’re navigating a merger, launching ESG initiatives, or reengineering supply chains, I start by aligning teams on the impact we’re driving—not just the KPIs we’re chasing. When the purpose resonates, execution follows naturally.
Empowered Execution with Guardrails: Global teams don’t need micromanagement—they need autonomy with clarity. I set broad direction, establish outcome-based metrics, and then step back, allowing regional teams to tailor execution to their markets. This balances agility with accountability.
Inclusive Communication & Feedback Loops: Across 50+ countries, I’ve learned that alignment thrives on transparent, two-way communication. I encourage open dialogue—both top-down and bottom-up—so that local realities shape strategy, and not just the other way around.
Cultural Intelligence as a Leadership Lever: Beyond technical skill, I’ve developed a keen sense of how decisions are made, trust is built, and leadership is received in diverse markets—from India and South Africa to Latin America and Southeast Asia to North America. Understanding these nuances allows me to build trust faster, and lead with authenticity.
Resilience and Adaptive Leadership: Especially during volatile times—like financial restructuring or global supply chain disruptions—my leadership style shifts from directive to collaborative. I stay calm under pressure, enable quick pivots, and model the resilience I expect from my teams.
Ultimately, alignment isn’t about sameness—it’s about synergy. When people feel seen, trusted, and connected to a larger mission, they deliver extraordinary results.
What advice would you give to emerging leaders who want to make an impact in procurement and supply chain?
As I mentioned initially, I’m in supply chain & procurement by design—not by accident. And that makes all the difference. Too often, people ‘end up’ in procurement. I chose it—because I saw the potential to drive real impact. And I’ve never regretted that choice. Procurement sits at the intersection of strategy, risk, innovation, cost, and sustainability. Few functions offer that kind of reach—or responsibility.
Unlike many functions that operate in siloes, procurement is connected to everything that matters—cost, risk, sustainability, innovation, resilience. It’s one of the few careers where you can literally see the result of your actions: a product launched faster, a supply chain crisis averted, a sustainability goal achieved, or a multimillion-dollar saving unlocked. That level of impact? It’s addictive. Over the years, what I’ve learned is this: no two days are the same—but every day is an opportunity to create value. For emerging leaders, here’s what I’d say:
Be curious. Procurement rewards those who ask “why not?” more than “what’s next?”
Learn the business, not just the function. The best procurement leaders think like general managers.
Build relationships, not just contracts. Your influence will often matter more than your authority.
Speak the language of value. Move the conversation beyond savings—talk outcomes.
Lead with purpose. Procurement today can strengthen businesses and make economies more sustainable and inclusive.
If you’re looking for a profession that challenges you, grows you, and lets you leave a legacy—procurement isn’t just worth considering. It’s worth committing to.
Outside of work, what keeps you inspired—any books, podcasts, or personal routines that have influenced your journey?
For me, inspiration comes from a few different places—some grounded, some reflective, and some deeply personal. First and foremost, family is my anchor. I find a lot of joy (and patience!) in spending time with my family—especially my son coaching him in his cricket. This year, with his GCSEs coming up, I’ve taken on the role of part-time teacher too. It’s been humbling and deeply rewarding. Let’s just say, procurement negotiations feel easy compared to teenage exam prep!
Another big driver is my mission to elevate the profile of procurement. Outside work, I spend a fair amount of time mentoring, speaking, and writing about procurement—not because it’s my job, but because I genuinely believe we need to shift how the world sees our function. It’s no longer just about savings—it’s about impact. And the more people who understand that, the stronger our profession becomes. Raising that awareness keeps me going.
Lately, I’ve been drawn toward spiritual learning—books, talks, and reflections that offer a deeper understanding of self and purpose. It’s helped bring clarity in complexity, and perspective during pressure. And of course, I’m endlessly fascinated by technology. Right now, I’m deep-diving into all things AI—not just what it is, but what it means. I’m constantly learning, unlearning, and relearning how AI can transform our function, our roles, and our thinking.
Whether it’s guiding my son through a cover drive, decoding AI trends, or redefining procurement’s brand—what keeps me inspired is the pursuit of progress. Personal, Professional, and Purposeful.
And finally, what’s next for you—any areas of innovation or leadership that you’re particularly excited to explore?
As I look ahead, my focus is clear: to scale impact—with purpose. I want to deepen the influence of procurement across my 4 P’s—Purpose, People, Planet, and Performance—and help evolve the function into what it’s truly capable of becoming: the Chief Value Office of the enterprise. Whether it’s building Human + Machine (HuMaC) models that redefine decision-making, mentoring future-ready procurement leaders, or championing the function as a career of choice, I’m driven by the belief that procurement’s best days are still ahead. And beyond the function, I’m equally passionate about bringing that same mindset to the boardroom—serving as a Non-Executive Director, where I can offer an operational and value chain perspective that’s never been more critical to business resilience and growth.
Procurement’s evolution is far from over—its most impactful chapter is just beginning. The real transformation starts now!
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