During his first India visit, Ben Farrell spoke with ChemAnalyst CEO Karan Chechi on procurement leadership and global supply chain disruptions. He shared insights on navigating geopolitical volatility and the evolving role of supply chain professionals in a changing global economy.
ChemAnalyst Talks with Mr. Ben Farrell, Global CEO of the Chartered Institute of Procurement & Supply (CIPS)
During his first visit to India, Ben Farrell sat down with Karan Chechi, CEO of ChemAnalyst, for an in-depth discussion on procurement leadership, global supply chain disruptions, and the future of the profession. In this conversation, Farrell shares insights from his leadership journey, discusses the growing importance of procurement in navigating geopolitical volatility, and outlines the evolving role of supply chain professionals in a rapidly changing global economy.
Q. You have had a diverse career spanning the military, government, and private sector. How did you first enter the procurement profession, and what eventually led you to lead CIPS?
Ben Farrell: It’s an interesting journey because, like many people in procurement, I didn’t initially set out with a clear plan to enter the profession. Since becoming Chief Executive of CIPS around 18 months ago, I’ve traveled extensively and met procurement professionals across the world. A common theme is that many people say they “fell into” procurement—but they also consistently say they love the profession.
In many ways, it feels like there’s a secret within the industry about how rewarding this field can be.
My own path began in the Army, where I completed a master’s degree that covered elements of technology, science, and procurement. That academic foundation eventually led me to work with the UK Ministry of Defence, where I managed defence budgets and procurement-related activities. Later, I moved into the retail sector and spent several years with the John Lewis Partnership. Over time, my experience across these sectors shaped my understanding of supply chains and procurement leadership, eventually leading to my role at CIPS.
Q. You transitioned from leading military teams to heading a global professional body. What leadership lessons from your military career continue to influence your work today?
Ben Farrell: Leadership has always been something I care deeply about. One of the most important lessons I learned in the military is that leadership should not be confused with control. Effective leadership is about empowering people and creating the conditions in which they can succeed.
My focus has always been on asking how I can enable teams to perform at their best. At CIPS, we operate with around 100 branches across more than 90 countries, so leadership is about creating the right environment that allows professionals across the organization to flourish.
I also see myself as a lifelong student of leadership. Observing how teams work, learning from different leadership styles, and constantly refining how we support people is an ongoing process.
Q. During your visit to India, you announced the opening of a new CIPS office. What role do you see the organization playing in a rapidly growing economy like India?
Ben Farrell: CIPS was founded in 1932 during a period marked by global protectionism following the Smoot-Hawley Tariff Act. From the beginning, the organization’s mission has been to professionalize procurement and build the skills required to manage supply effectively.
That mission is particularly relevant today.
India is now the world’s fourth-largest economy and has enormous ambitions in manufacturing, technology, and infrastructure development. With growth at this scale, strong procurement capabilities become essential. Organizations need professionals who understand sourcing, supplier management, and supply chain resilience.
Our goal is to work closely with Indian professionals and institutions to support the development of procurement expertise that will help sustain the country’s economic growth.
Q. As we move further into 2026, what are the most pressing challenges facing procurement leaders worldwide?
Ben Farrell: Geopolitics is undoubtedly the dominant theme right now. Over the past few years, we’ve seen a range of disruptions—from tariffs and trade tensions to geopolitical conflicts affecting energy markets and shipping routes. Oil prices moving above $100 per barrel is just one example of how quickly global events can impact supply chains.
One important shift in thinking is that supply chains should no longer be viewed as linear systems. Instead, they function more like complex networks or “supply webs,” where multiple nodes and pathways provide flexibility in times of disruption.
Another important factor is recognizing less obvious vulnerabilities. For instance, helium plays a critical role in medical imaging equipment such as MRI scanners as well as semiconductor manufacturing. Similarly, around 40 percent of global fertilizer trade moves through the Strait of Hormuz, highlighting how concentrated certain supply routes are.
At the same time, procurement leaders must continue addressing sustainability and ESG priorities. The decisions procurement teams make have significant implications for environmental and social outcomes.
Q. The Strait of Hormuz carries a significant share of global energy supplies. With disruptions in key shipping corridors, how prepared is the procurement community to manage such crises?
Ben Farrell: In general, procurement professionals are far better prepared today than they were a decade ago. Over the years, the industry has built stronger networks for sharing information and responding to crises.
For example, in the Middle East we have a professional network of roughly 250 procurement leaders connected through a messaging group. When disruptions began affecting shipping routes, that network quickly shifted into crisis-response mode—sharing real-time insights about shipping insurance, container costs, and alternative routing options such as ports in Oman.
This kind of connectivity allows organizations to respond much more quickly to supply chain disruptions.
Q. You have also spoken critically about tariffs. Do they actually help domestic economies?
Ben Farrell: Tariffs are often introduced with the intention of protecting domestic industries, but in many cases they have unintended consequences.
Take the example of the Ford F-150, the most popular vehicle in the United States. Approximately 45 percent of its components are produced outside the country. When tariffs are imposed on imported parts, the cost of manufacturing rises, and those costs are ultimately passed on to consumers.
The reality is that modern manufacturing and supply chains are deeply globalized. Skills, technology, and production capabilities are distributed across multiple countries. Simply trying to localize everything is often neither practical nor economically efficient.
Q. What advice would you give to young professionals who want to build a successful career in procurement?
Ben Farrell: My advice is to believe in yourself and be prepared to work hard. Procurement is an incredibly exciting profession because it sits at the intersection of strategy, operations, and global trade.
At CIPS, we recently launched an initiative called “CPO to CEO,” which aims to develop procurement professionals into broader business leaders.
When you look at leaders like Tim Cook at Apple Inc. or Mary Barra at General Motors, it’s clear that supply chain expertise can translate into leadership at the highest level. Our goal is to equip professionals not only with technical procurement knowledge but also with the human leadership skills required to lead modern organizations.
Rapid Fire Round
Q: One book every leader should read
Ben Farrell: Material World.
Q: Most underrated negotiation skill
Ben Farrell: Pragmatism.
Q: The future of supply chains in one word
Ben Farrell: Evolution.
Q: Country with the most surprising procurement maturity
Ben Farrell: Saudi Arabia, particularly due to its large-scale development projects.
Q: Biggest myth about procurement
Ben Farrell: That it is simply about saying “no” or managing bureaucracy.
Q: Biggest long-term global risk: tariffs, conflict, or climate
Ben Farrell: Tariffs.
Q: Advice during the current Iran crisis: hedge, diversify, or wait
Ben Farrell: Pause and allow time for de-escalation.
Q: One procurement KPI that is overrated
Ben Farrell: Cost.
Q: Instinct or data
Ben Farrell: Data.
