Up Close is Sourcing Journal’s regular check-in with industry executives to get their take on topics ranging from their company’s latest moves to personal style. In this Q&A, Vishal Patel, senior vice president product and customer marketing at procurement and supplier management software firm Ivalua, discusses how brands can prep for uncertainty and why his company created a chief AI officer role.
Name: Vishal Patel
Title: Senior vice president product and customer marketing
Company: Ivalua
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Which other industry has the best handle on the supply chain? What can apparel learn?
The automotive industry stands out for its highly optimized and resilient supply chain management. Through the use of just-in-time (JIT) production, predictive analytics and strong supplier relationships, automakers have fine-tuned their ability to deliver products efficiently. The apparel industry can adopt similar practices by integrating real-time data analytics and supplier quality management and enhancing supplier collaboration to reduce lead times and minimize stockouts. Additionally, leveraging demand forecasting tools can help apparel brands better align production schedules with market trends, improving both speed and sustainability.
What should be the apparel industry’s top priority right now?
Resilience in both supply chain and sustainability efforts. With growing geopolitical uncertainty—including concerns about global trade wars, rising tariffs and fluctuating labor markets—brands need to rethink how and where they source their materials and produce goods. Adapting to a shifting political landscape also requires agility. Flexible supply chains, ethical labor practices and transparent, sustainable sourcing can help brands maintain consumer trust during times of instability. At the same time, the focus on sustainability remains crucial, as consumers increasingly demand eco-conscious products amidst growing environmental regulations.
What innovation or development holds the greatest potential to improve operations in the apparel and textile industries?
The biggest game-changer for apparel and textiles lies at the intersection of artificial intelligence (AI), automation and supply chain visibility. Teams face mounting pressure to reduce costs, mitigate risks and meet sustainability goals all while navigating shifting global regulations. Having visibility across not only tier 1 but tier 2 and 3 suppliers to navigate risk, disruption, trade and more is critical. Leveraging AI across strategic aspects like sourcing and supplier lifecycle management but also within transactional elements is a huge opportunity to unlock efficiency, visibility and resilience. Gen AI and AI agents are upon us, and procurement and supply chain leaders must prepare their teams for this new reality. These advances will shift operations, teams, responsibility and strategic focus.
Tell us about your company’s latest product introduction:
Ivalua’s recently launched AI-powered Intake Management solution transforms procurement by making it more conversational and intuitive. Intake leverages the power of Ivalua’s gen AI and low code/no code configuration to automate and orchestrate processes across any system. This allows employees to submit requests effortlessly through a guided, chat-based interface, while real-time tracking improves transparency and compliance. This foundation streamlines intake requests and enables scalable, AI-powered procurement processes. By simplifying procurement and enabling seamless data orchestration, Ivalua empowers organizations to operate with greater efficiency, accuracy and agility while elevating procurement teams from a back-office function to a strategic enterprise service.
How would you describe your corporate culture?
Our culture is built on five core values: being customer-centric, fostering collaboration, driving results, nurturing talent and upholding integrity. These principles shape how we innovate, serve our customers and support our employees’ growth. We believe in creating a workplace where diverse perspectives thrive, where teams are empowered to take initiative and where we continuously challenge ourselves to push boundaries. This approach has earned us multiple recognitions as a top employer and, importantly, has helped us maintain one of the highest customer retention rates in the industry.
What’s the best decision your company has made in the last year?
Our most impactful decision was deepening our investment in AI. AI is becoming the backbone of organizations, operations and additionally, procurement strategy. Our decision to prioritize it allows us to deliver real, tangible value to our customers. And this culminated in the appointment of our founder, David Khuat-Duy, shifting from CEO to a newly created role as chief AI officer. David’s move underscores Ivalua’s commitment to AI-driven procurement transformation. By focusing on AI’s ability to enhance efficiency, risk management and supplier collaboration, we ensure our customers stay ahead in an increasingly complex supply chain landscape.
Where do you look for personal style inspiration?
I find my personal style inspiration in the world around me—especially through travel and everyday encounters. Traveling exposes me to diverse fashion sensibilities, which may capture current trends but also local and cultural uniqueness. For me, style is more about observing people in different places, rather than just following online trends.
How do you shop for clothing? How would you describe yourself as a fashion consumer?
I focus on quality, versatility and sustainability. I tend to shop online for convenience, but I do value an in-person experience for trying on pieces to understand their fit and feel. I tend to gravitate toward brands that have clear sustainability credentials and invest in timeless, durable pieces rather than fast fashion. I’d describe myself as a conscious consumer who balances style with sustainability, preferring a curated wardrobe that’s both functional and eco-friendly.
What are the top three product attributes that you factor into your purchasing decisions?
I prioritize high-quality fabrics and craftsmanship, as they offer longevity and better value over time.
I consider whether a brand uses ethical sourcing practices and eco-friendly materials, as environmental impact is increasingly important to me.
No matter how stylish a piece is, it has to be comfortable and well-fitting. I look for versatile items that I can wear for various occasions without sacrificing comfort.
What is a retail experience that stands out to you?
A standout retail experience I had was at a local boutique that took a highly personalized approach. Upon entering, the staff immediately asked about my preferences, offered tailored suggestions and even brought out pieces they thought I would love based on past purchases. It was an excellent blend of high-touch service and curated offerings, making me feel valued as a customer. On the flip side, a frustrating experience occurred at a large department store where service was not great and the cluttered layout made it difficult to find what I needed.
What keeps you up at night?
We are all operating in heightened uncertainty. Shifting trade policies, geopolitical risks, supply shortages and evolving regulatory landscapes all complicate decision-making. For me, one of the biggest challenges is shifting from a reactionary mindset to a proactive one and anticipating risks before they disrupt operations. This is no small feat—especially as 81 percent of procurement leaders [in our recent survey] believe another “black swan” event is likely, reinforcing that uncertainty is now a constant. But the ability to navigate this uncertainty depends on high-quality, accurate data—particularly supplier master data—which is easier said than done. Without a single source of truth, organizations struggle to make informed decisions, manage costs or build resilience in the face of unpredictability.
What makes you most optimistic?
Pressure to meet sustainability goals, driven by regulations and growing expectations from consumers, is leading to more honest conversations and more realistic goal setting, which is driving meaningful progress on sustainability initiatives. At the same time, procurement is becoming more strategic within organizations, evolving from a cost-management function to a driver of innovation. This accountability between sustainability initiatives and resilience among uncertainty is sparking more honest conversations, leading to more realistic goal setting and, ultimately, more meaningful progress. The momentum is shifting toward real, measurable change, and that’s what makes me most optimistic about the future.
