Key Takeaways: World CC APAC Summit 1-2 September

The theme: Re-imagining contracting and negotiations: laying the foundation for resilience, highlights pivotal moment in our industry's evolution. As we witness unprecedented technological advancement and shifting business paradigms, it's crucial that we come together to share insights and shape the future of commercial relationships.

Re-imagining Contracting and Negotiations: Laying the Foundation of Resilience

Sally Guyer opened the Summit highlighting the urgent need to rethink contracting in an era of hyper-uncertainty, where supply chain , geopolitical instability, climate change and AI disruption are reshaping business. Traditional contracts, designed to impose certainty, have proved unfit for purpose - especially during crises like the pandemic, when relationships mattered more than rigid terms.

Sally mentioned contracts should be flexible and collaborative, with shared risk management rather than pushing liability down the supply chain - echoing Toyota’s “just-in-case” resilience.

Technology, particularly AI, can transform contracts from static documents into dynamic sources of business intelligence - helping organisations identify patterns, anticipate challenges and free professionals from repetitive tasks. However, human judgment, collaboration and adaptability remain central. Sally emphasised the rise of AQ (Adaptability Quotient) as critical for navigating ambiguity and leading change.

The session also celebrated the launch of the Contract Management Standard (Edition 4) through World CC’s partnership with NCMA and the creation of the Commerce and Contract Management Institute. This marks a milestone in elevating contract management into a recognised global profession with common standards, research and education at its core.

Keynote Panel: Commercial resilience beyond 2025 - economics geopolitical and trade for APAC region

In this keynote panel  brought together industry leaders  to explore how organisations can thrive in a rapidly changing world. Panellists included Michael Feller (Chief Strategist  Geopolitical Strategy), Michael Alp (General Manager, NZ Government Procurement, Innovation & Employment NZ), Elliot Clarke (Executive Director, Head of International Economics, Westpac), Francis Wong (Chairman, Australian ASEAN Business Forum), and Shevaun Haviland (Director General, British Chambers of Commerce).

A central theme was the erosion of the post-1990 rules-based global order. Michael Feller highlighted how broken international agreements and trade disruptions are forcing countries and businesses to rethink alliances. In this environment, trust and relationships are more critical than ever.

Michael Alp emphasised that procurement processes, particularly in government, must evolve beyond a narrow focus on cost. He highlighted building resilience requires embedding relationship-building and collaboration into contracting, supported by training that equips professionals with both technical and human skills. Francis Wong noted that in Asia, many partnerships still begin with personal relationships and handshakes, while Shevaun Haviland emphasised the role of Chambers of Commerce in creating accredited supply chains that enhance reliability and resilience.

Adaptability emerged as another key focus. Despite challenges like trade disputes, COVID-19 and climate pressures, ASEAN economies have shown remarkable resilience. Younger leaders, often globally educated, are driving digital transformation and adopting AI, reshaping how businesses operate across the region.  

The panel called for simpler, collaborative contracts - vital for SMEs making up 90–95% of APAC. Tech and AI can expand global reach, but trust and adaptability remain key to resilient supply chains.

From Customer to Success: Both Sides of the Coin

Marcus Sweeney (Pre-Sales Consultant, OneAdvanced ANZ) and Sarah Winn (Senior Manager, Customer Solutions, OneAdvanced ANZ) explored the often-overlooked human side of technology implementation, showing how success in procurement and contracting systems goes far beyond software alone. Sarah, a certified change manager with multi-industry experience,, emphasised that change management is just as critical as the technology itself. Small, iterative changes - not large, disruptive shifts, engage stakeholders more effectively and ensure long-term adoption.

Marcus echoed this perspective, highlighting that technology can streamline processes but can’t replace human judgment in contracting and procurement. From simplifying tendering to improving collaboration, software helps, but ongoing engagement and a dedicated project team are essential to realise real benefits.

The discussion reinforced why changes are made. Whether it’s adapting to new internal processes, responding to leadership changes or leveraging new software functionality, organisations must maintain momentum through clear communication and practical support. Sarah illustrated this with a simple analogy: “just as people drive the same route to work every day, they naturally resist change - making thoughtful, step-by-step guidance crucial.”

The session concluded by highlighting that successful procurement transformations depend on combining technology, human insight and structured change management - enabling efficient implementation, continuous improvement and lasting success.

Contract Lifecycle Management Benchmarking – The Case Study 

In this panel, delegates explored one of procurement’s biggest challenges: “Building a strong business case for Contract Lifecycle Management (CLM).” Moderated by Saz Asifi (Director, Contract Assurance & Performance, KPMG), the discussion featured insights from Sam Knight (Practice Lead, Commercial & Contracts, Datacomm), Dan Smith (General Manager & strategy, Versent), and Dr. Andrew Jacopino (Director, Ngamuru Advisory).

The conversation began with a candid truth: many organisations still can’t answer the simplest contract questions “Where is it stored?” Which version is current? What have we promised? With contracts scattered across multiple systems, compliance blind spots and revenue leakage estimated at 7–9%, the need for change is urgent.

Sam Knight highlighted the operational pain points, from missed rebates to uncontrolled risk, noting that CLM can deliver visibility, automation and stronger financial outcomes. Dan Smith expanded the case, demonstrating how AI-powered CLM platforms can interpret clauses, flag risks and predict opportunities. The promise: fewer disputes, faster turnaround times and tangible ROI.

The key value came from tackling tough questions on cost, payback and implementation risks. The panel showed how CLM drives revenue protection, aligns with strategy and delivers early wins. The clear takeaway: CLM is no longer optional but a strategic enabler when backed by a strong business case.

Take AI seriously or risk obsolescence: What's coming and why it matters now.

This fireside chat tackled one of the most provocative questions facing organisations today: “Should we take AI seriously, or risk becoming the next Kodak or Blockbuster?” Moderated by Natalia Crnomarkovic, (Future Law Portfolio Leader, Australasian Society for Computers + Law), the discussion brought together Adam Baker (Principal Product Manager, OneAdvanced ANZ), Robert Sacco (Digital Contracting Product Owner, Telstra Enterprise) and Robert Watson (Partner, Sparke Helmore Lawyers) for a candid exploration of disruption, risk and opportunity.

The session opened with the cautionary tales of Kodak and Blockbuster - giants who saw change coming but failed to adapt.  The panel agreed AI presents a similar crossroads: organisations that embrace it thoughtfully will thrive, while those that don’t risk being left behind.

Adam Baker highlighted AI’s role in augmenting procurement and contract management by automating repetitive tasks and freeing people for more strategic work. Robert Sacco underscored the pace of change, noting that generative AI feels less like a niche tool and more like a foundational shift - akin to the arrival of the word processor. Robert Watson, meanwhile, urged caution, pointing to legal risks, data security concerns and the danger of organisations unknowingly purchasing AI-driven tools without proper safeguards.

A recurring theme was value: AI can make processes faster and cheaper, but true advantage lies in how humans use insights, apply judgment and validate output. The final note was clear: AI should be seen as a collaborator, not a replacement. It isn’t optional - organisations must experiment, set risk frameworks and train people to work in human–AI teams, or risk becoming the disrupted rather than the disruptors.

World CC Foundation: Empowering sustainable & inclusive contracting practices

The World CC Foundation’s panel highlighted how procurement can be a catalyst for social good. Moderated by Sharon Morris (Group Regional Head APAC World CC), the discussion brought together Tara Anderson (CEO, Social Traders), Christine Clarke (Veteran, Former Ambassador for Women and Girls and Gender Champion), Lorraine Finlay (Human Rights Commissioner, Australian Human Right Commission) and Elizabeth Vazquez (President, CEO and Co-Founder, WEConnect International).

Each panellist reflected on a defining experience that shaped their commitment to creating an impact. Elizabeth Vazquez realised that women entrepreneurs needed more than microfinance - they needed access to global supply chains. Christine Clarke recalled championing equality for LGBTIQ sailors in the Navy, proving policy change can drive inclusion. Tara Anderson shared her lived experience of financial hardship and later discovering procurement’s potential for systemic change. Lorraine Finlay spoke of her time as a prosecutor, where she witnessed the human consequences of legal decisions and the importance of practical, people-centred approaches.

The panel’s central message: procurement isn’t just about transactions - it’s about harnessing existing spend to deliver measurable social and environmental value. Whether supporting women-owned and Indigenous enterprises or backing social businesses that employ refugees, people with disabilities, or survivors of domestic violence, procurement professionals hold a “superpower” to shape more equitable economies.

Lessons from the discussion included embedding diversity as smart business, using frameworks like Victoria’s Social Procurement Framework to drive accountability and focusing on practical action over perfection. As Sharon Morris concluded, when applied thoughtfully, procurement has the power not just to buy - but to build better societies.

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