Author: Lourdes Coss

Lourdes Coss is a former Chief Procurement Officer and the author of "Procurement Methods: Effective Techniques." She is a coach, trainer, and consultant. You may find her in a café writing her next book.
Leadership, Procurement, Transformation

Greener Government: Procurement’s Role in Driving Sustainability and Climate Goals

By Lourdes Coss, MPA, NIGP-CPP, CPPO

Sustainability is no longer a “nice-to-have”—it’s a public imperative. As climate change, environmental justice, and responsible resource use take center stage, procurement professionals find themselves at the heart of the solution.

Public procurement controls significant purchasing power. That power can—and should—be used to reduce carbon emissions, eliminate waste, support green innovation, and lead by example.

The question is no longer should we prioritize sustainability in procurement, but how.

Why Procurement Matters in Sustainability

Every purchase is a chance to make an impact. From paper and vehicles to construction and IT, procurement professionals have the ability to:

  • Reduce greenhouse gas emissions through low-carbon products and services
  • Encourage recycling, reuse, and responsible disposal
  • Promote energy efficiency in buildings, lighting, and equipment
  • Support vendors committed to sustainable practices
  • Advance environmental equity in underserved communities

In short: Procurement doesn’t just buy for today. It helps shape tomorrow.

5 Ways to Make Procurement More Sustainable

1. Incorporate Environmental Criteria into Solicitations

Ask for what you value. Include sustainability requirements in RFPs, RFQs, and evaluations. Examples include:

  • Energy-efficient ratings
  • Recycled content or biodegradable packaging
  • Vendor sustainability certifications (e.g., ISO 14001, ENERGY STAR)

What gets specified gets delivered.

2. Prioritize Total Cost of Ownership (TCO)

Lowest bid often hides hidden costs—like frequent replacements, energy use, or maintenance. TCO includes:

  • Purchase price
  • Operating costs (energy, water, supplies)
  • Disposal or recycling

Sustainable options often save money over time.

3. Build a Green Purchasing Policy

Codify your agency’s commitment to sustainable procurement. A written policy can:

  • Guide decision-making
  • Signal intent to vendors
  • Provide accountability and metrics

Policy builds consistency—and credibility.

4. Engage Vendors on Green Innovation

Suppliers often have ideas. Create space for pre-solicitation conversations, innovation submissions, or sustainability pilot projects.

The market will respond when procurement leads.

5. Educate Internal Stakeholders

Sustainable choices start with awareness. Help departments understand the long-term value of green options—even when the up-front cost is higher.

Procurement can be a sustainability ambassador.

Final Word

Sustainable procurement isn’t a separate function—it’s a mindset. It’s a way of seeing every purchase as an opportunity to protect the planet, support innovation, and fulfill our responsibility to future generations.

As procurement professionals, we don’t just write specs and issue contracts—we shape systems, influence behavior, and lead change.

Let’s use our power for good. Let’s lead greener.

Leadership, Procurement, Relationships, Teamwork

Bridging the Gap: Strengthening Collaboration Between Procurement and Program Areas

By Lourdes Coss, MPA, NIGP-CPP, CPPO

Public procurement doesn’t operate in isolation. It’s a team sport that relies heavily on collaboration with program areas—those departments that define the need, use the product or service, and often have to live with the outcomes of our purchasing decisions.

When procurement professionals and program staff work in silos, the result is miscommunication, delays, missed expectations, and strained relationships. But when they operate as strategic partners, they create alignment, accountability, and better public service outcomes.

Bridging that gap is not only possible—it’s essential.

Why the Procurement-Program Relationship Can Be Tense

  • Program areas may see procurement as a roadblock rather than a value-add.
  • Procurement may perceive end users as last-minute, unclear, or noncompliant.
  • Both sides may lack visibility into each other’s goals, timelines, and pressures.

The consequences? Rushed procurements, poor specifications, lack of vendor engagement, higher costs, and subpar performance.

How to Strengthen Collaboration and Trust

1. Engage Early and Often

The earlier procurement is involved, the more value we can bring. Encourage departments to loop in procurement at the planning stage—not just when it’s time to issue an RFP.

“We can help shape strategy—not just execute it.”

2. Speak Their Language

Avoid procurement jargon. When communicating with program areas, focus on their goals, risks, and desired outcomes—not just process steps.

“Here’s how this approach can help you get the right solution faster and more defensibly.”

3. Develop Joint Procurement Plans

Sit down quarterly with departments to map upcoming needs. Understand program timelines and budget cycles, and align procurement strategies accordingly.

Proactive planning reduces surprises, stress, and urgency.

4. Create Shared Tools and Templates

Develop user-friendly checklists, FAQs, and intake forms that make it easier for program staff to provide the right information upfront.

Collaboration is easier when expectations are clear.

5. Offer Training—And Ask for It, Too

Provide light-touch training for program staff on procurement basics. At the same time, ask them to share insights about their work. Mutual learning builds respect.

Understanding each other’s roles makes collaboration more effective.

Final Word

When procurement works hand-in-hand with program areas, we move from being “the people who slow things down” to strategic partners who solve problems, protect resources, and deliver results.

Bridging the gap requires intention, humility, and proactive communication—but the payoff is immense: faster procurements, better vendor performance, and stronger outcomes for the communities we serve.

Let’s stop building walls and start building bridges.

Ethics, Leadership, Procurement, Transformation

Beyond Compliance: Embedding Ethics and Integrity in Day-to-Day Procurement Decisions

By Lourdes Coss, MPA, NIGP-CPP, CPPO

In public procurement, ethics is often viewed as a box to check—a training module to complete or a policy to acknowledge. But true integrity isn’t compliance-driven. It’s culture-driven.

The most effective procurement organizations go beyond the rules to cultivate an environment where doing the right thing is expected, encouraged, and embedded in everyday decisions.

In an era of increased public scrutiny, evolving regulations, and high-stakes contracts, procurement professionals must lead with values—not just procedures.

Why Ethics Must Go Beyond Policy

Yes, the rules matter. Procurement codes, conflict-of-interest policies, and competitive thresholds all serve as critical guardrails.

But what happens when the rules are silent? Or when you’re pressured to take a shortcut to meet a deadline? Or when an influential stakeholder pushes for a preferred outcome?

That’s when culture steps in.

Ethical culture is what guides decisions when no one’s watching. It creates the confidence that public dollars are being spent wisely and fairly—and it builds trust in your organization.

Common Ethical Dilemmas in Procurement

  • “Can I meet with this vendor before the RFP is posted?”
  • “What if a colleague is related to a bidder?”
  • “Should I push this through to avoid upsetting leadership?”
  • “Do I disclose that I worked with this vendor before joining the agency?”

Ethical dilemmas often arise in the gray areas—where rules are vague or pressures are high. The answer isn’t always in a manual. It’s in the mindset.

Embedding Ethics in Daily Procurement Practice

1. Create Psychological Safety

Encourage staff to raise ethical concerns without fear of retaliation. Normalize the idea that asking questions is responsible—not disruptive.

Leaders set the tone. If you’re defensive or dismissive, your team will stay silent.

2. Model Ethical Decision-Making

Explain the “why” behind your decisions, especially when they involve turning down a request, rejecting a bid, or elevating a concern.

Transparency teaches. Every moment is a leadership moment.

3. Use Real-Life Scenarios in Training

Move beyond theoretical case studies. Bring in examples your team has actually faced (with names removed) to foster practical discussion and critical thinking.

Scenario-based learning strengthens judgment.

4. Celebrate Integrity, Not Just Outcomes

Recognize team members who made difficult—but right—choices, even if they slowed the process or required a tough conversation.

What gets praised, gets repeated.

Final Word

Compliance is the floor. Culture is the ceiling.

As public procurement professionals, we must champion ethical leadership—not just through policies, but through everyday actions. Because the most trusted procurement teams aren’t just the most efficient. They’re the most principled.

Integrity is not a checkbox—it’s a way of working, thinking, and serving. Let’s lead with it.

Leadership, Procurement, Transformation

Setting the Tone: How Procurement Leaders Can Align Their Teams for a Purpose-Driven Year

By a Public Procurement and Leadership Expert

A new year offers more than a fresh calendar—it offers a fresh opportunity. For procurement leaders, it’s the ideal time to recalibrate priorities, inspire your team, and define a shared purpose that will carry your department through the months ahead.

But setting the tone for a strong year isn’t just about communicating goals. It’s about creating alignment—between people and mission, between process and purpose, and between intention and action.

Let’s explore how procurement leaders can move from setting resolutions to building momentum.

Why January Matters

January is more than just a mental reset. It often aligns with critical activities in public procurement, such as:

  • Strategic planning
  • Mid-year budget reviews
  • Process updates or policy revisions
  • New leadership or staffing transitions

When leaders proactively engage their teams early in the year, they create clarity and cohesion—two essential ingredients for performance and morale.

Key Ways to Set the Tone as a Procurement Leader

1. Start with Vision

Vision is the “why” behind the work. Remind your team of procurement’s role in advancing the agency’s mission—whether it’s public safety, health, education, infrastructure, or equity.

Ask: What kind of procurement team do we want to be this year?

2. Define Strategic Priorities

Focus your energy and resources. Don’t try to do everything—identify 2–3 strategic goals that will drive the most impact.

Examples might include:

  • Reducing procurement cycle times
  • Increasing spend with diverse or local vendors
  • Enhancing stakeholder satisfaction
  • Modernizing contract management tools

Align team goals with measurable KPIs that reinforce progress.

3. Invite Ownership and Voice

Don’t just dictate the plan—co-create it. Ask your team:

  • What improvements would make the biggest difference in how we serve?
  • Where do you feel underutilized?
  • What skills do you want to build this year?

This builds buy-in and ensures the team sees themselves as part of the solution.

4. Commit to Professional Development

Great teams are built, not hired. Identify opportunities to invest in learning, mentoring, and cross-training.

Tip: Develop a quarterly training plan that includes leadership, communication, technical procurement skills, and peer learning.

5. Celebrate Purpose, Not Just Productivity

Keep the team connected to why their work matters. Share stories of impact—how their efforts helped a school open, a shelter operate, or a community thrive.

Procurement isn’t just a process—it’s a public service.

Final Word

Leadership is not about having all the answers. It’s about helping your team see where you’re going and why it matters. The best procurement leaders don’t just set goals—they set a tone that inspires action, accountability, and pride in public service.

As you lead your team into the new year, remember: alignment precedes achievement. Let this be the year you lead with purpose—and help your team thrive with clarity.

Leadership, Procurement, Transformation

Year-End Reflection: What Worked, What Didn’t, and Where Public Procurement Goes From Here

By Lourdes Coss, MPA, NIGP-CPP, CPPO

As the year draws to a close, public procurement professionals have a valuable opportunity—one that goes beyond closing purchase orders and finalizing reports.

This is the time to reflect, recalibrate, and reimagine.

Too often, we’re so busy doing the work that we forget to step back and evaluate it. Yet reflection is a hallmark of continuous improvement and strategic leadership. December is not just a month of closure—it’s a launchpad for transformation.

The Value of Reflection in Public Procurement

Reflection is not about assigning blame or reliving missteps. It’s about asking the right questions to help us learn, grow, and lead with greater clarity:

  • What worked well in our processes and partnerships?
  • Where did we experience friction, delays, or confusion?
  • What feedback did we receive—from staff, suppliers, and stakeholders?
  • What goals did we meet, and which ones remain unrealized?

These questions reveal the story behind the data. They turn experience into insight.

Three Areas to Reflect On

Here are key areas every procurement team should assess before setting priorities for the new year:

1. People and Capacity

  • Did we have the right roles and skills in place?
  • Where were staff overextended or underutilized?
  • What development, coaching, or cross-training helped us most?

Tip: Use this insight to plan your upcoming training calendar and consider restructuring for greater agility.

2. Processes and Technology

  • Which processes improved outcomes or caused bottlenecks?
  • Did automation and systems save time—or create new complexities?
  • What changes should we make to our templates, checklists, or workflows?

Tip: Involve frontline staff in identifying which tweaks will yield the biggest impact.

3. Partnerships and Performance

  • Which internal departments did we collaborate with well?
  • How did we manage supplier relationships and resolve disputes?
  • Were our KPIs aligned with what really matters?

Tip: Consider hosting a brief “year-in-review” session with end users and major vendors to gain feedback.

Planning with Purpose

Based on your reflections, set intentional goals for the coming year—not just task-based ones, but strategic priorities that elevate procurement’s impact across the organization.

For example:

  • Strengthen stakeholder engagement early in the process
  • Expand supplier diversity and local sourcing
  • Improve data analytics and reporting
  • Build internal resilience through training and succession planning

Final Word

December isn’t just about tying up loose ends. It’s a moment to celebrate wins, acknowledge growth, and prepare for what’s next—with purpose and confidence.

Because procurement isn’t just about what we did this year—it’s about what we’re becoming next year.

Let’s finish strong. And start even stronger.