CNP Seguradora

CNP Seguradora is part of the CNP Assurances Group, the fifth largest insurer in Europe, present in 19 countries, with over 50 million customers and policyholders and 170 years of history. In Brazil, where it has operated for 25 years, CNP is the country’s third largest insurer. CNP Seguradora, in its current structure, is about two years old: it was born from the split of Caixa Seguradora and inherited processes from a much larger company.

At the 23rd Procurement & Sourcing Forum, in October 2026, Jaderson Moura, Procurement Manager at CNP Seguradora, explained how the technical areas started reviewing suppliers in parallel instead of in a queue. The full talk is in the video above.

The challenge: over a third of every contract was supplier qualification

Before the change, CNP dealt with:

• 422 contracts a year and 335 active suppliers;
• Contracting cycles of about 60 days, more than a third of which was supplier qualification;
• 17 business days of technical review alone, with each area assessing the supplier after the other;
• Qualification at the end of contracting, after the bidding. When an area rejected the winning supplier close to signing, CNP had to go back to the bid, call the runner-up and renegotiate;
• Up to 210 identical questions for every supplier, from the toilet paper vendor to the critical software provider;
• No supplier ESG dashboard.

Procurement, Compliance, Legal, Risk, Cybersecurity and Business Continuity each had their own process, questionnaire and system. And cutting controls wasn’t an option: CNP answers to Susep, the Central Bank of Brazil, ANS and the European regulation that applies to its parent company.

In Jaderson’s words:

“When I looked at 210 questions, I looked at the supplier and said: you really have to want to do business with us.”

The turning point: start with the process

Before choosing a tool, CNP designed the process. As Jaderson put it: “Either I’d go straight to the market and buy a Ferrari I didn’t know how to drive, or we could dive into the process.”

Procurement brought the technical areas to the same table and asked why the review couldn’t happen in parallel. Along the way, it found that several areas were asking suppliers the same questions. The redesign led to three decisions:

1. Areas in parallel, not in a queue: all of them assess the supplier at the same time;

2. A category matrix with 6 workflows: the requesting area classifies the contract at the start, and the category triggers only the questions that matter;

3. Binding opinions from the strategic areas, in a model built jointly by all of them.

The change went beyond the platform. CNP updated its Procurement Policy, structured its KYS, or Know Your Supplier, program and started using suppliers’ ESG Score. Linkana came in as the single place for all opinions: the supplier answers once, in one environment, and each area reviews its own part.

With the process designed, rollout was fast. It took 49 days from signing to go-live, against the 90 to 120 days a project this size usually takes. The rule was to do the basics well.

Today, automation starts with picking the workflow for each contract and continues in the review of documents and answers, with Linkana’s AI. In Jaderson’s words, “the machine analyzes, but the technical areas decide.” When a qualification expires, the supplier is called to requalify.

Concrete results

According to CNP:

• Technical review from 17 to 3 business days, almost six times faster;
• From 210 to 65 questions, 69% fewer, depending on the category;
• Qualification at the start of the bid, no longer at the end of contracting;
• 100% of eligible contracts go through the platform;
• 98 qualifications completed in six months;
• 188 suppliers monitored.

Benefits for internal areas and suppliers

Speed didn’t come at the cost of control. In a real case, a supplier was approved by Cybersecurity, Information Security, Business Continuity and Compliance, and blocked by the financial, ESG and legal reviews, due to reputational and solvency risk. Since every area reviews at the start of the bid, the veto showed up before the decision to contract.

• Suppliers recognize a simpler journey;
• Internal areas have a smoother, more transparent process that’s easy to follow;
• Governance gained traceability and a structured base for regulators;
• ESG gained data to track CNP’s public commitments, such as 100% of structures under an ESG lens and 30% inclusive procurement.

Next steps: from qualification to performance

Qualification answers who can supply. The next question is who delivers. In 2026, CNP designed its Vendor Management program:

• An eligibility matrix with four risk dimensions: operational, financial, regulatory and reputational. Monitoring kicks in when three of the four are critical;
• Linkana’s Performance module as the single source for SLAs, audits and documents;
• SLAs measured every two months, a document review every six months and a full review every year. A merger, an incident or a contract change triggers a new review.

Jaderson’s lesson for anyone getting started: don’t start with technology, start with the process.

Conclusion

CNP Seguradora’s case shows that faster supplier qualification doesn’t mean giving up control. With areas working in parallel and a matrix that triggers only what’s needed, qualification moved from the end of contracting to the start of the bid.

In Jaderson Moura’s words:

“Procurement is challenged a lot, but we also need to take the lead and challenge the other areas.”