Inside the Mind of Dr. Elouise Epstein: Rethinking Procurement Tech

Is procurement ready for its next major identity shift?

In this special episode of Proc and Roll, we’re joined by none other than Dr. Elouise Epstein—strategist, author, and creator of the legendary spider map—for a conversation that pulls no punches.

Together with Natasha, Conrad, and Zach, we explore the four eras of procurement tech, the rise of AI-powered agents, and why orchestration tools are only part of the solution. But this episode goes beyond technology, because the real blockers aren’t tools. They’re people, leadership mindsets, and outdated ways of working.

💥 What we get into:
• Why the procurement suite model failed—and what’s replacing it
• How AI procurement agents should actually be used
• How to navigate the explosion of procurement automation tools (and avoid falling for buzzwords)
• Why it’s time for procurement professionals to stop playing small and own the business outcome

If you’re wondering what skills will matter, what tools will survive, and how to stay relevant in the AI era, this episode is your map.

Watch now or read the transcript below.

Transcript: Proc-N-Roll 14 | Inside the Mind of Dr. Elouise Epstein: Rethinking Procurement Tech

Conrad: Today we’re joined by Dr. Elouise Epstein, creator of the procurement spider map and someone who’s deeply studied the evolution of procurement tech. Elouise, what led you to build the original spider diagram?

Why did Dr. Elouise Epstein create a spider diagram

Elouise: It started around 2016–2017. I’d hit a point in my career where I needed to reinvent myself. At the same time, clients were coming to us frustrated after investing heavily in procurement suites that nobody used. The dissatisfaction was real—tools weren’t delivering ROI, and users hated them.

Elouise: I realized the suite model being sold was fundamentally flawed. Meanwhile, newer tech like Scout RFP, TradeShift, and Coupa (in its early reboot) was emerging. I saw this shift toward modern architectures—more like Salesforce—with app ecosystems and data layers. So I planted a flag at the opposite end of the spectrum and said, “Let’s try something radically different.”

The early stage procurement suites and the four procurement eras

Conrad: The original procurement suites were often stitched together from acquisitions. I learned that the hard way when we implemented Ariba Contracts—it didn’t integrate with the rest of the system.

Elouise: Exactly. I break it down into four eras:

1. Early best-of-breed point solutions.
2. The suite era—bundled, but not truly integrated.
3. The SaaS explosion (represented by the spider map).
4. What we’re entering now: AI platforms and orchestration layers.

How the four procurement eras differ

Conrad: What’s changed the most across these procurement eras?

Elouise: First, the procurement function is still young—maybe 30 years old. Leadership hasn’t kept pace. Many CPOs have deferred tech decisions to CIOs, which is irresponsible. The CIO isn’t incented for procurement’s success and doesn’t understand what we need. That has to stop.

Elouise: Second, we’ve seen a shift in talent. Procurement used to be where people ended up by accident. That’s changing. Now students reach out asking for mentorship and career guidance. That’s new—and encouraging.

Elouise: But middle management is still a problem. Their incentive is to complicate projects and delay progress. Instead of solving for the majority of suppliers, they build for extreme edge cases—like an Indonesian supplier paid in British pounds serving the China market.

What does the future of procurement automation look like?

Natasha: You’ve said procurement automation will eliminate much of what such teams do today—but that’s a good thing?

Elouise: Absolutely. Automate sourcing events, category strategies, payments, contract workflows—please! Let AI take that over. What remains is the work that actually matters: risk management, supplier relationships, competitive intelligence. Things machines can’t replace.

Elouise: We’re entering an era where vendors are also customers and even competitors. Procurement is uniquely positioned to understand these dynamics. We control contracts and understand supply markets. No one else in the business has that visibility.

What are the challenges facing procurement professionals and how can they prepare?

Conrad: What do procurement professionals need to do to prepare?

Elouise: Start thinking in terms of agents. Every procurement employee will manage a team of agents—one for sourcing benchmarks, one for requisition monitoring, one for market research. These can already be built today.

Zach: Will these AI procurement agents live in orchestration platforms?

Elouise: Partially. You’ll need orchestration layers to manage the chaos of 80+ agents across a team. But research-focused agents won’t be built in those tools. That’s why orchestration platforms like Zip, Levelpath, and Opstream are becoming the next generation of suites. They’re designed for machine-to-machine workflows, not human interfaces.

Should companies be building their own AI procurement agent?

Conrad: Are companies going to build their own agents?

Elouise: Many already are. And they should. What frustrates me is the nonsense out there—so-called GenAI use cases that just slap AI on old problems. I say: flip the model. Focus on personal productivity, then team-level productivity, then the operating model. You can do all of that today.

Elouise: Gen X leaders have the biggest gap to close. We’ve gone through 8-tracks, cassettes, CDs, MP3s, streaming—we’ve had to learn every tech transition. This is just the next one. The tools are here. You just have to start using them. Build your first agent—even for something personal.

The advanced and modern Dr. Elouise Epstein spider diagram

Natasha: What advice do you have for people staring at your final spider map, overwhelmed by hundreds of logos?

Elouise: Specificity. I distilled each tool into two words to clarify what they actually do. Not what the vendor says they do, but the core value. That level of clarity helps you assess if you should build, buy, or ignore. And remember: I only included logos where I believed in the founder and their ability to execute.

Conrad: Final thoughts?

Elouise: Don’t abdicate your role in shaping the future. Relationships, critical thinking, and influence are still the most important parts of procurement. And you’ll need those skills even more in an AI-driven world. If you’re not evolving now, you’ll be left behind..

This transcript has been edited for clarity while maintaining all substantive content

‍