The Courage of Self-Assessment in Procurement Leadership

The case for seeking help

How many of us are truly honest with ourselves about our professional capacity, capabilities & competencies? This question has been on my mind recently, following a conversation with a CFO who engaged me to conduct an independent review of their procurement function. Their objectives were twofold: ensuring compliance with regulations and best practices, and understanding why anticipated savings weren't materialising, despite numerous discussions with the Head of Procurement.

While such engagements are a regular part of my consulting practice, I find myself reflecting on the situation. How much more productive and constructive would it have been if the Head of Procurement had sought this external perspective a few months earlier? The CFO has now reached a point where serious doubts about the function's performance have taken root.

Having served as a Chief Procurement Officer myself, I understand the complex emotions that can arise when considering external support: perhaps a touch of shame, a hint of uncertainty, even a sense of guilt. The thought, "Why should I need a contractor or a consultant to do the job I'm paid for?" can be a powerful internal barrier.

The answer, I believe, lies in three key areas: capacity, capability, and competency.

Capacity: This refers to the potential bandwidth to deliver the procurement agenda. It's not uncommon for procurement teams to experience sudden surges in workload, particularly around contract renewals, leading to bottlenecks and overwhelming pressure. Engaging a specialist contractor can alleviate this pressure, and astute procurement professionals understand that the incremental investment can generate a substantial return on investment, often exceeding five times the initial outlay.

Capability: This encompasses the ability to execute the procurement agenda effectively. Do you possess the requisite skills and experience to design and implement a truly impactful value delivery program? Are you equipped with the right spend analytics tools to generate actionable insights? Do you have category managers in your team who can effectively represent your interests and drive value in negotiations and other internal discussions? I've encountered many former colleagues who, perhaps unintentionally, are in denial about gaps in these critical areas.

Competency: This is the demonstrated ability to deliver the procurement agenda. While I have no doubt that the vast majority of procurement professionals are competent, they may not always be empowered to transform the organisation and implement their plans with maximum impact. Independent consultants, often perceived as subject matter experts, can sometimes garner greater buy-in from senior leadership, providing valuable support in driving strategic initiatives.

Ultimately, having the intellectual honesty to acknowledge the need for support is a powerful testament to professionalism and integrity. It's not a sign of weakness, but rather a recognition of the complex and ever-evolving landscape of modern procurement. It's about striving for continuous improvement, and understanding that sometimes, a fresh perspective can be the catalyst for significant positive change.