Procurement Consulting Services

I'm sorry. If 'Procurement' reports into the Head of Supply Chain and their biggest task is pushing POs, you've got yourself a Purchasing team. It's no different to describing a recruitment team as the People & Organisation function or client onboarding as your entire Sales function. But why is understanding the difference so critical? 💡 1. Purchasing is important, but it's primary emphasis is cost and availability, not total value. Businesses that understand the wider impact of a strategic Procurement function are far better placed to succeed over the long-term. 💡 2. Procurement as a function is largely misunderstood. I read a post the other day from a Procure Tech vendor trying to sell to a Head of Supply Chain, bemoaning their lack of buy in to A.I. There will not be a single Procurement pro who isn't invested in the value A.I. can bring. Wrong contact and a waste of time sales strategy. ___________________ 6 ways you know it's actually a Purchasing function 1. No Analytics: no measurement beyond costs so total value is missed 2. 100% Savings Driven: an imbalanced priority misaligned to functional needs 3. Supplier Conflicts: creating negative friction that slows business down 4. Hierarchy Driven: 'yes' people and thus lacking consistency and integrity. 5. Not Liked: poor reputation and limited stakeholder relationships across the business leads to low compliance. 6: No Strategy: no plan or alignment with the business, meaning no opportunity to improve year on year - Here's how Procurement does it: 1. We measure multiple KPIs that will all drive the function forward. 2. We manage the value, usability, feasibility, and viability risks of all decisions. 3. We build fair, transparent and collaborative partnerships. Suppliers enjoy working with us. 4. We're invited into Exec level conversations, not simply to agree or endorse, but to sense check, challenge and advise. 5. We're well known across the business and not just for what we do in Procurement. 6. We have an outcome led approach: preferably using the now-next-later framework. - And if you're new to an organisation, setting this up: 1. Discover the market and define a unique value proposition, initial vision, and strategy for your team. 2. Align your activities, prioritisation and success criteria to those of the functions you work with. 3. Meet with key suppliers early - not just at contract expiry/ RFP. Build trust, understanding and partnership early on. 4. Be clear on your value proposition and get senior endorsement of Policy within 3-6 months. 5. 'Walk the floors', get involved in cross functional workstreams, even those not directly related to Procurement. 6. Once you deliver, use your analytics and apply a continuous improvement approach to update the strategy a minimum every year. Do you agree? Disagree? Let me know in the comments.

After 25 years in Buying & Sourcing, the biggest learning came from a global sourcing... I once lost an excellent supplier by pushing him too hard for price cutting. The products were perfect, the quality AQL were perfect......but my perfection to be the 'negotiation super star' cost me the deal. That day, I realised....... Great sourcing isn't about squeezing every penny. It's about building partnerships relationships that lasts for seasons to come. Let's look down the negotiation game:- 1. Raw materials are non-negotiable - that's like bargaining with the sun to shine less. 2. Labor charges vary geographically - you can't expect Bangladesh wages in South or North of India. 3. Profit margins have minimal room - and the risk is - thin margins = thin commitment. Today, when someone asks me about negotiation, I share this: 📌 The lowest price isn't always the best deal - I've seen 'cheap' suppliers cost millions in quality issues 📌Different regions, different realities - expecting Bangladesh rates from Indian suppliers is like asking for mangoes in December 📌Your supplier's profit is your insurance - when they grow, your supply chain strengthens In my 25 years, the suppliers who stood by me weren't the ones who gave me the best possible prices. They were the ones who stuck around through peak seasons, production crashes, and market uncertainties. Because at the end of the day, little saving means a loss if your supplier doesn't pick up your call next season. #apparel #globalsourcing #suppliers #manufacturing #accessories

Procurement teams waste too much time on the wrong tasks. Let’s focus on what truly matters. Procurement professionals often find themselves buried in time-consuming tasks that don’t drive value. While some of these activities are unavoidable, it’s critical to shift focus toward strategic efforts that create long-term impact. Here’s a breakdown of where procurement teams often lose time—and where they should be spending it instead: 🛑 What Procurement Wastes Time On: 1. Managing outdated supplier data. 2. Chasing suppliers for delivery updates. 3. Manually processing purchase orders. 4. Resolving invoice discrepancies (again!). 5. Reacting to last-minute "urgent" requests. 6. Tracking down internal approvals. 7. Rushing to meet compliance audits. ✅ Where Procurement Should Spend Time: 1. Driving alignment between procurement and company goals. 2. Strategic supplier partnerships to drive innovation. 3. Upskilling the procurement team for tomorrow’s challenges. 4. Building resilience into the supply chain. 5. Negotiating sustainable and ethical sourcing agreements. 6. Leveraging data analytics to forecast trends. 7. Category management for long-term value creation. The shift from operational to strategic procurement doesn’t just improve efficiency. It transforms procurement into a key driver of business success. By focusing on high-impact activities, teams can deliver more value, reduce risks, and foster innovation. What’s one task you believe procurement teams should stop doing to free up time for strategy? 💬 Hope you liked this post! Repost 🔁 to share with your network. My name is Marijn Overvest, I'm the founder of Procurement Tactics – we train procurement teams with online courses.

How to Grow in Procurement: From Entry Level to Chief Procurement Officer (CPO) If you’re just starting out in procurement, or you’re mid-career wondering “what’s next?”, this post is for you. Growing in procurement isn’t just about time—it’s about building the right skills, at the right stage, with intention. 🔹 Stage 1 – Procurement Officer / Junior Buyer: This is where you learn the fundamentals: how purchasing cycles work, how to evaluate quotes, how to communicate with suppliers, and how internal processes run. 💡 Tip: Be curious. Ask questions. Learn not just your tasks—but the full supply chain. 🔹 Stage 2 – Category/Strategic Buyer: Here, you start owning categories, building negotiation skills, reading contracts deeply, and creating smart sourcing strategies. 💡 Tip: Invest in training—contract management, strategic sourcing, and negotiation are game changers. 🔹 Stage 3 – Procurement Manager: Now you’re leading teams, setting procurement policies, managing budgets, and aligning procurement with company strategy. 💡 Tip: Learn to lead beyond tasks—communicate vision, build trust with stakeholders, and think ROI. 🔹 Stage 4 – Head of Procurement / CPO: At this level, you’re not just sourcing—you’re shaping strategy. Procurement becomes a driver of value, risk management, and innovation. 💡 Tip: Think big picture. Connect procurement to finance, operations, and executive goals. Build a culture, not just a function. No matter where you are, keep learning, stay strategic, and always ask: “How can procurement add value—not just reduce cost?” #Procurement #CareerGrowth #CPOJourney #SupplyChain #Leadership #StrategicProcurement

Your procurement team isn’t underperforming—they’re under-led! (Great leaders build high performing teams by fueling hearts, not just filling roles) Procurement Excellence | 21 JUN 2025 - As a procurement leader, I used to focus on processes and savings until I realized that high-performing teams aren’t built on spreadsheets - They’re built on people! This is about creating an environment where team members thrive! The big question is "what sets high-performing procurement teams apart?" 1. Reward & Recognition → Always celebrate achievements, no matter how small e.g. risk mitigation, dispute resolution not just cost savings. Recognizing effort will lead to motivation and loyalty, encouraging team members to go above and beyond. 2. Continuous Training → A knowledgeable team is an empowered team. Invest in ongoing training programs. Equip your team with the latest skills in negotiation, data analytics, and market trends. Embed training in data storytelling, stakeholder influence, and AI tools. Rotate roles to combat stagnation. 3. Motivating Culture → Eliminate silos with a culture of "One Team" which promotes collaboration and open communication. Create goals with the team to manage expectation and kill blame culture. When team members feel valued and heard, they’re more likely to contribute innovative ideas. 4. Coaching and Mentorship → Implement a coaching model where experienced team members mentor newer ones or reverse mentoring where junior staff teach seniors about Gen Z expectations/digital trends. This not only builds skills but also strengthens team cohesion. 5. Lead by Example → By embracing the values of your organisation, an effective leader inspires trust and respect, setting the tone for a high-performing procurement team. Be transparent in decision-making and encourage feedback. 6. Lead with Purpose → Tell a story to connect procurement’s work to big-picture impact e.g. "Our sourcing enabled product X to reach 1M users within a period of X days". Purpose always drives discretionary effort. 7. Lessons Learnt → Evaluate the failure and success debriefs while analyzing missteps without punishment. Always focus on lessons learnt and encourage your team to be agile. In a rapidly changing market, the ability to pivot and adapt is crucial for success. Procurement excellence starts when leaders shift from process police to talent accelerators. To build a high-performing procurement team, a holistic approach that combines recognition, training, a supportive culture, and strong leadership is required. Your team’s potential is unlocked not by policies—but by #passion. What’s ONE leadership tactic that transformed your procurement team? #ProcurementLeadership #TeamRecognition #Leadership

Why balancing data with creativity is essential in modern category management…. In the dynamic world of retail, category management plays a pivotal role, relying heavily on data to make informed decisions. Analysing data helps managers understand product performance, consumer demographics & market shifts.  HOWEVER, there is an often-overlooked aspect I’d argue is crucial for true success… The ARTISTIC Touch Relying solely on data can be limiting.   Real success requires category managers to use a blend of creativity, intuition & strategic thinking, as well as leveraging the collective experience of themselves & the wider team. 5 ways Art & Creativity comes into play: 🧠 Understanding Consumer Behaviour Data shows what is happening, but understanding WHY – true insight – often requires intuition. Successful managers develop deep empathy, going beyond numbers to grasp motivations, desires & emotions driving purchases. 🔮 Anticipating Trends Data can identify emerging trends, but creativity allows managers to anticipate & set NEW ones. This requires a keen eye for spotting cultural shifts, good timing & taking calculated risks for a competitive edge. 📝 Building Brand Stories Storytelling elevates category management. Creating compelling narratives around products forges stronger consumer & retailer connections, and can turn routine purchases into more emotional experiences. 💡 Creating Unique Shopping Experiences Artful category management involves creating innovative product arrangements, compelling in-store displays & seamless online / omnichannel journeys – all of which enhance customer satisfaction & loyalty. 🤝 Collaborative Creativity Interfacing between retailers & internal sales / marketing teams requires collaborative, creative problem-solving.  Effective managers facilitate brainstorming, encourage innovation & nurture partnerships to create unique offerings & promotions. Balancing Art & Science The most successful category managers balance the scientific aspects of their role with a creative mindset – here’s 3 ways how:- ↳ Continuous Learning: Regularly listen to customers through surveys, social media & direct interactions to gain deeper insights into current & emerging needs / preferences. ↳ Foster Creativity: Encourage lateral thinking & help to create an environment where innovative ideas are welcomed. ↳ Adaptability: Be willing to pivot strategies based on changing market conditions & consumer feedback. Key Takeaway Data in category management may be king, but employing creativity can be a real game-changer.  By blending art & science, category managers can not only drive sales, but also build lasting customer relationships & create distinctive competitive advantage. What are your thoughts on the artistic side of category management?  Share your experiences & insights in the comments below! ♻️ If this post added value, please like & share it with your network #CPG #FMCG #CategoryManagement #Retail #Strategy

𝗗𝗼 𝘄𝗲 𝘃𝗮𝗹𝘂𝗲 𝘀𝗸𝗶𝗹𝗹𝘀 𝗼𝘃𝗲𝗿 𝗿𝗼𝗹𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗲𝗻𝗼𝘂𝗴𝗵? It's a paradigm shift which many organisations still resist. And yet proficiency and expertise is no longer equalling time spent in a role. There is an insufficient possibility to truly gauge the skills and competencies developed and sufficiently honed. Without a system to gauge and validate skills effectively, organisations risk overlooking top talent. If we consider the latest Udemy Learning & Skills Trends Report 2025, skills-based organisations (SBO) are at an advantage of developing and retaining talents who can be employed cross-functionally and adapt to the evolution of business models. For Procurement organisations this means to foster Learning models with two priorities: ▪️𝗦𝗸𝗶𝗹𝗹𝘀 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 through robust up-skilling and re-skilling programs which do align with future procurement demands, sourcing innovation needs and sustainability. This can include guided learning paths supported by digital platforms, job rotations, tailored mentoring to acquire specific skills and competencies. ▪️𝗦𝗸𝗶𝗹𝗹𝘀 𝘃𝗮𝗹𝗶𝗱𝗮𝘁𝗶𝗼𝗻 as a way to ensure application and retainment through clear, data-driven assessments (badges, certifications). Proving skills through structured tests such as a P2P certificates, negotiation use cases and real world application assessments is critical to maintaining an up to date skills library and development plan. 𝗦𝗵𝗶𝗳𝘁𝗶𝗻𝗴 𝘁𝗼 𝗮𝗻 𝗦𝗕𝗢 𝗺𝗼𝗱𝗲𝗹 𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝗹𝘆 𝗯𝗲𝗻𝗲𝗳𝗶𝘁𝘀 𝗳𝗿𝗼𝗺 𝗮 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗔𝗰𝗮𝗱𝗲𝗺𝘆 𝘁𝘆𝗽𝗲 𝗼𝗳 𝘀𝗸𝗶𝗹𝗹𝘀 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗯𝘂𝘁 𝗶𝘀 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝘁𝗵𝗮𝘁. It will be depending on a move away from organising jobs around roles and titles to an acknowledgement that allocation of work is best following available skills. How do you think can Procurement master this shift to a skills-based organisation? Is this happening in pockets already?

Are your procurement practices stuck in a "ONE-SIZE-FITS-ALL" mindset? We’ve all seen it: A company with strong sustainability goals tries to enforce the same standards across every supplier, expecting one policy to work in vastly different environments. But when it comes to sustainable procurement, what if the key isn’t in replication but flexibility? Take Toyota Motor Corporation, for instance. Their long-standing relationships with suppliers show that collaboration and visibility drive better results than rigid rules ever could. In fact, they describe their interactions as “almost intrusive” but in the best way. This approach ensures both sides remain committed to shared goals, like reducing waste or enhancing resource efficiency, while allowing each partner to bring unique solutions to the table. Imagine this: Rather than prescribing exactly how each supplier should reduce packaging waste, set a shared target say, a 15% reduction. One supplier might use smaller boxes, another might swap materials entirely. Both achieve the goal, but each does it in a way that suits their specific setup. But here’s the trick: For this mindset shift to work, transparency is essential. It’s about creating a culture of openness, where every team and supplier feels empowered to innovate toward that common objective. Consider taking inspiration from the UN Sustainable Development Goals. Which aligns with your company’s values? Could you integrate these into your procurement practices to guide not just one supplier, but your entire supply chain toward a long-term vision? Switching from a prescriptive policy to a shared goal mindset doesn’t just drive sustainability it fosters trust, creativity, and results that everyone can own. So, Is it time to rethink how you define “BEST PRACTICES”?

Category management stands out as a strategic approach that has revolutionized how organizations manage their product lines and procurement processes. It emerged as a beacon of efficiency and effectiveness, particularly within the retail sector, where the need to optimize product offerings and meet consumer demands is paramount. The roots of category management can be traced back to the late 1980s and early 1990s when retail giants sought innovative ways to enhance their product assortment and boost profitability. The concept was pioneered by companies like Procter & Gamble and Walmart, who recognized the potential of treating product categories as individual business units. This approach allowed them to tailor their strategies to specific consumer needs, streamline operations, and ultimately, drive sales growth. Category management thrived in retail due to its laser-focused approach on consumer behavior and market trends. By analyzing data and insights, retailers could make informed decisions about product placement, pricing, and promotions. This not only improved the shopping experience for customers but also maximized profitability for businesses. The success of category management in retail is largely attributed to its ability to align product offerings with consumer expectations, creating a win-win scenario for both. While category management has proven its worth in retail, its application in other sectors of the economy presents unique challenges. Industries such as manufacturing, healthcare, and finance operate under different dynamics, where consumer behavior and market trends may not be as easily quantifiable or predictable. The rigid structures and regulatory environments in these sectors can also hinder the flexibility and adaptability that category management requires. Moreover, the complexity of supply chains and the diversity of products in non-retail sectors can make it difficult to implement a one-size-fits-all approach. As a result, businesses may find that category management does not always yield the same level of success outside the retail sphere. An essential aspect of successful category management is the role of the business as the category owner. This involves taking a strategic approach that goes beyond mere procurement. The category owner must be deeply integrated into the business, understanding its long-term goals and aligning category strategies with those objectives. This requires a shift from viewing category management as a procurement function to recognizing it as a business enabler that supports long-term growth and short-term profitability. Enlarging the scope of category management without giving due attention to the key element—who is the category owner—can lead to unintended consequences. Without a clear category owner, organizations risk creating confusion and misalignment, resulting in shop floor discussions that can derail strategic objectives. #categorymanagement #contractmanagement