Sourcing and procurement are undergoing a transformation that extends beyond AI. Forecasts suggest that procurement functions within Global Capability Centres (GCCs) could quadruple in value by 2032, reflecting the strong and sustained investment organisations are making in GCC-led procurement operating models.
Over time, GCCs have evolved significantly, from their emergence in the late 1990s and early 2000s. They began as cost-arbitrage centres focused on transactional work and later expanded to leverage global talent for advanced capabilities. Today, they operate in upstream, analytics-driven roles as innovation hubs and centres of excellence that deliver real business value and increasingly leverage agentic AI to transform how work gets done.
This blog explores how sourcing and procurement are being transformed through GCC-led operating models, the role of digital capabilities in enabling this shift, and how organisations are using these approaches to drive efficiency, sustainability, and long-term value. This shift becomes clearer when we look at the two forces shaping procurement transformation today.
AI & GCC shift in procurement
Procurement transformation today is shaped by two forces that operate together but at different layers.
- AI is redefining how procurement works. It enhances decision-making, improves visibility, and unlocks value through data-driven insights.
- GCCs are reshaping how procurement operates. They provide the talent, structure, and scale required to apply these capabilities consistently across the enterprise.
This intersection is where procurement transformation becomes real. It is reflected not in isolated tools or centres, but in how both layers work together to influence decisions, execution, and outcomes.
How AI is transforming procurement
The impact of AI, machine learning, cloud and data analytics on procurement is no longer limited to automation. It is fundamentally changing how sourcing decisions are made and executed.
In practice, this transformation shows up in how procurement decisions are made and executed. Teams are now able to:
- Predict sourcing needs through data-driven demand forecasting
- Manage tail spend more effectively with automated classification and control
- Enable autonomous sourcing, reducing manual intervention in sourcing cycles
- Deliver deeper spend intelligence, improving visibility across categories and suppliers
These capabilities shift procurement from reactive execution to proactive decision-making.
What makes this transformation scalable is the role of GCCs. They provide the environment where these capabilities are standardised, integrated, and applied consistently across markets and categories. This is how procurement shifts from process execution to decision enablement.
Why this transformation is accelerating
As these capabilities mature, organisations are scaling them more deliberately through GCC-led models. According to SNS Insider, the procurement and supply chain GCC market is projected to grow from $46 billion to $208 billion over the next decade, reflecting sustained demand.
At a practical level, organisations are looking for:
- Access to specialised and scalable talent
- The ability to bring data, analytics, and operations together
- Faster ways to test and scale new approaches
- Greater consistency across regions and categories
GCCs meet these needs by combining talent, technology, and process under one operating model.
How procurement functions are evolving within GCCs
The role of procurement within GCCs has expanded beyond execution. GCCs are increasingly involved in:
- Category management and strategic sourcing
- Vendor discussions and negotiations
- Risk management and compliance tracking
- Analytics-led decision-making and improved user experience
With AI embedded into these workflows, procurement operates with greater clarity, faster response times, and more consistent outcomes.
Efficiency that creates room for strategy
One of the reasons GCC-led procurement transformation continues to expand is that the benefits are both visible and measurable.
According to studies by NASSCOM, organisations are seeing:
- 30–50% reduction in operational costs
- 40–60% faster sourcing cycles
- Up to 80% improvement in transactional efficiency through automation
More importantly, procurement teams are freeing up close to half of their time from transactional work. This allows them to focus on strategic sourcing, risk management, and innovation, shifting the function towards higher-value contributions.
This marks a clear move towards value-led procurement, where impact is defined by outcomes rather than activity.
Making sustainability part of everyday procurement
Sustainability is becoming embedded in procurement decisions, and GCCs make this scalable.
They enable organisations to:
- Monitor suppliers against ESG parameters
- Maintain consistent compliance practices
- Use data to guide responsible sourcing
This integrates sustainability into everyday decision-making rather than treating it as a separate initiative.
Scaling GCCs with the right support
As organisations expand their GCC footprint, they often look for partners who can help accelerate the process.
Two approaches are commonly used:
- An assist-to-build model, where providers support design and setup
- A Build–Operate–Transform–Transfer (BOTT) model, where providers take a more active role in building and running the centre before transitioning it back
In practice, these models help organisations move faster while reducing risk.
For example, Infosys supported a global industrial gases organisation in setting up and scaling its global business services operations in India. The programme covered talent transition, multilingual capabilities, and process automation. It also enabled centralised visibility through a digital command centre. With deployments across multiple regions including APAC and EMEA, the organisation now has a strong foundation to scale and stabilise its procurement operations.
Looking ahead: a new centre of gravity for procurement
Procurement is no longer defined by cost control or process efficiency alone. It is increasingly expected to guide decisions, improve resilience, and create long-term value.
The intersection of AI and GCCs is what enables this shift.
AI enhances decision-making, while GCCs ensure these capabilities are embedded, scaled, and continuously improved. Together, they reposition procurement as a connected, intelligence-driven, and outcome-oriented function.
How Infosys BPM can help
At Infosys BPM, we help organisations reimagine sourcing and procurement through GCC-led operating models. By combining specialised talent, structured processes, and advanced digital capabilities, we enable procurement functions to drive better sourcing decisions, improve supplier outcomes, and operate with greater agility and control.
Our approach brings together strategic sourcing, analytics, and digital enablement within GCC environments, helping procurement teams move beyond execution to deliver measurable business impact.
As organisations scale these models, they are better equipped to optimise sourcing strategies, manage risk proactively, and unlock sustained value across procurement operations.
