Procurement Influence:
The attributes needed to be a leader in Procurement

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Global uncertainty is the prevailing topic around boardrooms, with political instability, climate change, sustainability, labour shortages and artificial intelligence (AI) all causing consternation and affecting the wider procurement landscape. 

When it comes to leading teams in such circumstances, there are attributes that can help cope with the general unpredictability and ensure businesses moves forward. 

 “Agility, adaptability and resilience are at the forefront. Leaders must be able to respond quickly to changes in the market, supply chain disruptions, and shifting business needs,” says Fielding. “In an environment that can change overnight, having a flexible mindset and being willing to pivot strategies on the fly is crucial while understanding the risk appetite of your organisation. 

 “Technological proficiency is another major attribute, which involves the capability to understand and leverage technologies like AI, data analytics, and automation. Leaders must be comfortable with digital tools and capable of driving digital transformation within their procurement teams to ensure that the function stays relevant in an increasingly tech-driven environment.” 
 
The evolution and, indeed, dominance of technology is part of the growing skillset required to lead through difficult times, although this ‘digital literacy’ is more than simply plugging in a chatbot. 

“It’s really important to be following the trends on how digital solutions can impact business outcomes. For example, AI seems to be on the cusp of taking over more activities every day, but in reality, this isn’t a new story, the idea of technology taking over has been around for decades. The key is to work out the maturity of the technology and to pick the right time to implement it in your business,” Pisani states. 

 “Some organisations are able to take more risks in becoming early adopters and being leaders on trends, but most need the confidence to know that new technology is mature enough to take inefficiencies out of the business.  

 “Many like the promise, but end up implementing the wrong solutions that have been sold to them or move too early. Picking your moment as a business leader is just as important as picking the technology.” 

Putting procurement front and centre

Leading procurement teams is not simply about balancing productivity and personal development – although this is important – but also proving your worth to the business. 

Thankfully, procurement and supply can rely on data and demonstratable value. “By showing cost savings from smart negotiations, strategic sourcing, and process improvements, procurement can really highlight its impact on the bottom line,” confirms Fielding. 

“When strategic organisational decisions are made with early procurement involvement, they can affect cost savings initiatives better, and they can improve sourcing strategies that align to business strategies,” Pisani adds. 

That said, there are challenges on how to position procurement within an organisation, and one that requires strong leadership. 

“Procurement is often seen as tactical – executing on  decisions to engage with suppliers already made by business leaders, and this needs to change,” says Pisani. 

“Procurement needs to get more time at the executive level – whether that’s being part of the senior leadership team or as part of project initiations, budget cycles or business case development. These are all opportunities for procurement to get involved at strategic points in time to add more value before decisions are made.” 

Making the step up and being a leader

The personality types of leadership are wide ranging and hard to distill into simple concepts, but lived experience can often help to express what might be needed. 

“When I started in procurement, it was a very different function, and as the role changed, so too have the skills our teams need to develop,” reveals Fielding. “Some key skills, today and in the future, for aspiring leaders include emotional intelligence, effective communication skills, strategic vision and adaptability. 

“Building a culture of teamwork and collaboration needs a lot of self-awareness, empathy, and good people skills. Effective communication is key for making meaningful connections, negotiating with stakeholders, and keeping everyone aligned with the company’s goals.” 

That said, there remains barriers to those looking to make that next step in their business career, especially within procurement. 

“I think a key barrier is business acumen,” Pisani says. “Often decisions about procurement are made in a vacuum of ‘process must be adhered at all times, particularly in public sector. What I have learnt is that you need to understand and learn the business buyer’s perspective as they are ones responsible for delivering the services to the stakeholders.  

“Knowing when to adjust your thinking and adapt the process within the guidelines to suit the business need is a critical skill.” 

“There are some barriers that individuals need to contend with, but hopefully, these will diminish over time,” states Fielding. “One of the most prominent is the need for more diverse leadership teams. Unconscious bias and lack of mentorship opportunities have historically held many people back, but organisations are increasingly addressing these issues through diversity and inclusion initiatives.” 

Looking to 2025 and beyond

Leadership in business is constantly shifting from both within and outside, and Chief Procurement Officers (CPOs) are no different. Being more connected with different stakeholder perspectives – including between public and private sectors – is a key change for the future. 

“CPOs have adapted their approach to being seen as strategic partners in the business. This means getting involved with other departments, understanding their goals and challenges, and aligning procurement strategies to support them,” Fielding enthuses. 

“By showing how procurement can drive innovation, boost efficiency, and contribute to overall success, leaders can elevate the function’s influence and importance.” 

“I think the key change for 2025 is for public sector procurement leaders to learn more from their private sector counterparts and vice versa,” Pisani concludes. “More than ever, we’re seeing an opportunity for people to cross-pollinate between sectors more and bring skills into new industries, for the overall maturity benefit of the procurement landscape.”