Procurement is essential in shaping operational efficiency and driving value creation across organizations. By managing resources effectively and nurturing innovation through strategic vendor relationships, procurement goes beyond mere cost savings, becoming a key contributor to business growth and sustainability. The field has grown significantly, with technology and data analytics enhancing decision-making and streamlining processes. Procurement is increasingly centered on building resilient, ethical, and high-performing systems that align with organizational goals while embracing emerging trends and solutions like AI to optimize outcomes. This transformation underscores its strategic importance in a competitive global market.
Vivian Wu, Vice President of Global Indirect Procurement, demonstrates leadership that inspires excellence and innovation. Her approach integrates strategic thinking, a collaborative mindset, and a commitment to diversity, which has proven instrumental in uniting diverse talents to achieve collective success. Vivian’s ability to drive enterprise-wide change and simplify intricate challenges speaks to her knack for connecting with people and cultivating a culture of trust and accountability. Her leadership philosophy is rooted in continuous learning and adaptability, enabling her to guide her team toward creative, impactful solutions while maintaining high-performance standards.
The Estée Lauder Companies Inc., a global leader in prestige skincare, makeup, fragrance and hair care, exhibits the potential of strategic procurement to influence business growth and sustainability. By using innovative practices and developing cross-functional collaboration, the company redefines procurement’s role in a growing market. The organization displays how procurement can create value across the supply chain through partnerships with external vendors and advanced technology, such as AI-driven solutions. With Vivian at the head of global indirect procurement, The Estée Lauder Companies continues to build on its legacy of excellence, driving forward-thinking strategies that resonate across the beauty industry and beyond.
In this interview, Vivian shares how her leadership has transformed procurement operations in the beauty industry through innovation, collaboration, and strategic foresight. Let’s explore her approach to driving enterprise-wide change and nurturing diversity at The Estée Lauder Companies Inc.:
Can you share your career journey and what led you to pursue a strategic sourcing and procurement role?
After completing my MBA, I unexpectedly entered the sourcing and procurement field with my first job at a Miami-based private-label cosmetics company. The owner, an experienced entrepreneur, was looking for a Chinese speaker to help optimize the supply chain and facilitate low-cost sourcing from China.
Despite lacking formal experience in the field, I was fortunate to land the role. Over time, I discovered I had a natural aptitude for connecting with people, simplifying intricate challenges, and driving toward mutually beneficial solutions. Managing the entire process for a small company proved to be an excellent way to begin my career.
In your role as VP of Global Indirect Procurement at The Estée Lauder Companies, what do you find most fulfilling or challenging?
Leading significant organizational change is both fulfilling and challenging. This is the third major transformational role in my career that involves driving enterprise-wide change management.
We are currently executing an internal initiative that focuses on managing indirect spending. This initiative is co-led by Procurement and Finance, with sponsorship from the CEO, CFO, and CSO. The goal is to enhance demand management, governance, and the end-to-end sourcing process for our indirect spending, ultimately generating “fuel” for top-line growth. My team and I are excited to be the driving force behind this transformative program, which directly supports The Estée Lauder Companies’ focus on profit recovery and growth.
At the same time, it highlights the advancing role of procurement in shaping and supporting the company’s long-term objectives. Since indirect spending impacts nearly every employee across the company, the change management effort is substantial and challenging. It requires strategic thinking, effective stakeholder management, exceptional communication skills, and flawless execution.
As the leader of a global team of more than 100 people, how do you approach team building to create a cohesive and high-performing environment?
In my view, a successful team functions much like a soccer or basketball team, where each player brings unique skills to help the team win. Interestingly, the most successful teams do not always have the most talented individual talents or resources.
To build a winning team, we need diversity in talent and an environment that develops trust, accountability, and a commitment to working together. These qualities ultimately lead to high-performing results. For my team, our slogan is “One team with One Goal,” and our guiding principles are “connect, communicate, and collaborate” to ensure we work effectively together.I often joke that I need a team like Ocean’s Eleven.
Diversity is more than just a buzzword—it’s a strategic advantage that brings strength, creativity, and innovation. My team represents over 30 nationalities with varied cultural, educational, and career backgrounds. This collective richness enables us to build well-rounded sourcing strategies and solve challenges with creative, simple solutions.
Conflict is inevitable in any relationship. However, when there is trust within a team—that your teammates have your best interests at heart, even if it doesn’t always seem that way—it encourages deeper commitment to the group.
Finally, one key to driving high performance is creating a safe space where mistakes can be learned from. To encourage this learning, we’re launching a “Lunch and Learn” series to discuss missteps in some projects and how we can improve. I’m confident this will be both refreshing and eye-opening for the team.
How have you maintained a forward-thinking approach to sourcing and procurement, and what strategies do you use to keep your team ahead of industry trends?
Let me begin with a quote from one of my favorite shows, Ted Lasso: “Be curious, not judgmental.” In my view, this is golden advice for maintaining a forward-thinking approach. With all the emerging trends, it’s essential not to be fearful or judgmental simply because “we’ve always done it this way.” Curiosity cultivates the right mindset to learn and explore new possibilities.
Secondly, it’s about learning—constantly. There’s a Chinese saying, “With three men walking together, there’s always a teacher among them.” We can all learn from each other—within our team, from stakeholders, industry peers, and even vendors. It’s important to learn not just from successes but also from challenges.
As leaders, we must cultivate curiosity as a core attitude and learning as a team habit. At ELC, we have various learning modules to support employees’ cross-functional development and enhance their business acumen. Our procurement function hosts specific sourcing training and encourages team members to attend industry events that nurture growth and keep them engaged with emerging trends.
Indirect procurement is unique in that it connects with external vendors who often bring industry-specific expertise. We learn from our vendors and collaborate with cutting-edge suppliers who share our vision for the future, building win-win partnerships that drive innovation.
For example, earlier this year, we partnered with Microsoft to announce the creation of an AI Innovation Lab as part of our broader global strategic relationship. This collaboration will allow us to develop solutions that empower The Estée Lauder Companies’ 20+ prestige beauty brands to create closer consumer connections and accelerate speed to market with local relevance.
By using advanced generative AI capabilities through Microsoft’s Azure OpenAI Service, we are innovating and transforming how we do business. Indirect procurement was an enabler in this strategic partnership, with strong support from our CIO, CPO, and Chief Data Officer.
What does a typical day look like for you as a leader responsible for billions in global indirect spending?
Morning is my time—the most important part of my day. Aquick workout sets the tone, clearing my mind and energizing me for what’s ahead. I usually listen to an audiobook while I run, and often, my mind races ahead of my running speed. Interestingly, this is when I come up with creative, out-of-the-box ideas or solutions.A typical workday involves a blend of strategic focus, operational execution, and problem-solving, a series of events involving connection, communication, and collaboration.
As co-leader of key enterprise initiative like which impacts every corner of the company, I meet with the core program team almost daily to remove roadblocks and ensure progress continues smoothly. I also stay closely connected with my leadership team, addressing project and people related matters. In the afternoons, I typically dedicate time to meeting with vendors and stakeholders.
I spend at least 30 minutes reflecting on what transpired, considering what I could improve, or adjusting priorities for the coming days and weeks. It’s a bit old school, but I also maintain a journal daily.
How do you balance the demands of a high-stakes role with personal and family commitments?
Balancing a high-stakes role with family life is a constant juggle. As a leader, mother, wife, and daughter, I have often felt challenged to ensure everything goes smoothly or is covered as I would like.
When I was young, my grandma often told me, “Time is an asset. You’ll be rich if you learn how to get twice the work done in the same amount of time.” That was my first lesson in being effective and efficient.
To achieve this, I firmly believe self-care is crucial. I naturally become more productive and optimistic when I feel refreshed and energized. My morning routine is essential to me—it sets the tone for the rest of the day.
In addition, prioritization and planning are key. I take a backward planning approach, starting with the desired outcome. For example, when I plan my day, I first identify the most critical tasks and set clear success criteria. I also consider when I’m at my best and how to allocate my energy accordingly.There are times when work and family require compromise. For instance, if I need to take a call with Asia during my boys’ basketball or tennis tournaments, I inform them in advance. I also ask my husband to record and watch the game with the boys afterward. I take the opportunity to discuss the game with them, asking how they feel and what they think they can improve.
At ELC, family culture and work-life balance are priorities. This environment has been incredibly supportive, especially for a working mom like me, enabling me to succeed professionally and personally.
In your experience, what qualities make a successful leader in procurement and sourcing?
In my experience, the qualities that make a successful leader in procurement and sourcing extend beyond traditional traits like being visionary, strategic, innovative, inspirational, and motivational. While these adjectives are essential, one quality that is often overlooked but is incredibly crucial is humility. Humility reflects authenticity and humanity, and it has the unique ability to bring people together meaningfully.
A leader who embodies humility creates an environment of trust and collaboration where people feel valued and motivated to contribute. One leader who stands out for me in this regard is Satya Nadella, the CEO of Microsoft. When he took the helm in 2014, Nadella highlighted empathy, inclusivity, and a growth mindset within the company.
He openly acknowledged that he didn’t have all the answers but was committed to learning and creating an environment where everyone could succeed. His humility helped shift Microsoft’s culture to one that was more collaborative, compassionate, and focused on growth.
As for a good sourcing leader, beyond the qualities I mentioned earlier, it’s essential to move beyond simply securing the best deals. A sourcing leader must focus on creating a resilient, ethical, and high-performing procurement function that aligns with the organization’s long-term objectives and values.
This requires a leader who can build strong relationships with suppliers and stakeholders, connect the dots across various departments, and make data-driven decisions that guide the sourcing strategy. Additionally, emerging technologies such as Generative AI are poised to revolutionize the sourcing process in today’s fast-changing environment. Successful sourcing leaders must be open to embracing these technologies, helping their teams adapt to new tools and methods, and positioning the function to thrive in a fast-growing environment.
How do you engage with stakeholders across different functions to ensure alignment with company goals?
My team often seeks advice on how to engage with “difficult stakeholders.” My first question is always, “What do you think is driving this person to be difficult?”
To engage stakeholders effectively, it’s crucial first to understand their needs, objectives, and perspectives on procurement. We must assess whether they trust that procurement can provide valuable support in helping them achieve their goals.
While there may sometimes appear to be conflicts—such as when stakeholders want to onboard a vendor quickly to ensure speed to market while sourcing recommends following a more rigorous process to secure the best cost and service and mitigate risks—I view these as different priorities, not conflicting interests.
Both parties are ultimately working toward the same goal: the company’s success. At this point, an open, data-driven dialogue with clear criteria for cross-functional decisionmaking is essential. The key is approaching the conversation with a collaborative and respectful mindset to find a mutually beneficial solution.
It’s important to remember that building trusted stakeholder connections takes time, like any relationship. In a global corporate environment, we must also be sensitive to cultural differences and adapt accordingly. Patience is necessary, and we should be prepared for some bumps as we navigate these intricate dynamics.
What advice would you give young professionals interested in pursuing a career in global strategic sourcing?
Interestingly, I recently received inquiries from interns and college students interested in pursuing a career in global strategic sourcing.
Procurement wasn’t a field of study in college, but it has since grown into a specialized area you can major in. Global strategic sourcing as a perfect “marriage” of science and art. It requires building a solid foundation in the Supply Chain and developing strong data analytics and problem-solving skills while staying adaptable to new technologies and learning trends about sustainability.
But it doesn’t stop there. To be successful in this field, you also need to become an expert in communication—engaging with various stakeholders, working effectively with cross-cultural teams, and finding win-win solutions with vendors. If you’re a curious individual who enjoys working with numbers and interacting with people worldwide, global strategic sourcing could be your perfect career.
Looking to the future, what are your aspirations for the procurement function at The Estée Lauder Companies?
Looking to the future, my aspirations for the procurement function at The Estée Lauder Companies are centered around continued transformation and growth. As I mentioned, our Indirect Procurement team is leading a transformational enterprise initiative that drives top-line growth by changing how we procure. This is precisely how I envision the future of procurement: not just as a support function but as a strategic partner that directly impacts the business and drives innovation.
I’m grateful for the tremendous support we receive from the leadership team at The Estée Lauder Companies, which empowers us to take the driver’s seat in co-making impactful business decisions. My goal is for procurement to continue playing a pivotal role in shaping the company’s future, leading change, and consistently delivering value across the organization.