The approach was remarkable in its depth. Mukund explains how GEP“ broke this pricing down to the component level, sub-component and assembly level” to enable more informed decision-making about product costs and spend trends.

Mukund emphasises that the goal was always to support Estée Lauder’ s success.“ As their business changes we’ ve shown that we have a history of adapting to it,” he states. This flexibility manifested in numerous ways that showcase the depth of their strategic partnership. The team demonstrated commitment by providing comprehensive support across various procurement domains. They went beyond traditional boundaries, stepping in to cover roles when Estée Lauder’ s team members were on leave, embodying the spirit of a strategic partner.

The partnership’ s success transcends traditional procurement metrics. Mukund is particularly proud of how they transformed procurement from a transactional function to a strategic asset.

Through meticulous data analytics capabilities, GEP enabled Estée Lauder to gain unprecedented insights into its supply chain, revolutionising supplier onboarding and management, creating a more integrated and intelligent procurement ecosystem.

Perhaps most notably, the team developed sophisticated procurement dashboards that turned raw data into actionable intelligence. Their approach was not simply about reducing costs, but about creating value through informed decisionmaking. As Mukund notes, for a luxury brand like Estée Lauder, the focus was on ensuring the right product and quality, not just saving every penny.

A forward-thinking partnership As global supply chains become increasingly complex, the GEP-Estée Lauder partnership continues to evolve.

Mukund emphasises their forwardlooking approach:“ We look forward, we see things from other clients, from other industries that we bring to their attention.”

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