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Communication, Leadership, Procurement, Relationships, Teamwork, Technology, Transformation

Building Resilience in Procurement Teams: Skills Every Professional Will Need in the Next 5 Years

By Lourdes Coss, MPA, NIGP-CPP, CPPO

In the face of unprecedented change, public procurement teams are being asked to do more—with less. Whether it’s responding to supply chain disruptions, navigating regulatory shifts, adapting to new technologies, or managing rising stakeholder expectations, one thing is clear: the next five years will demand more than technical skills.

It will demand resilience—organizational and personal.

Resilience isn’t just about bouncing back from adversity. It’s about anticipating change, adapting quickly, and continuing to deliver value under pressure. For procurement teams, this means rethinking how we hire, train, and lead.

Why Resilience Matters in Procurement

Procurement professionals are operating in a landscape that is:

  • More complex – with emerging priorities like sustainability, equity, and risk mitigation.
  • More digital – with automation, AI tools, and data analytics transforming the way we work.
  • More visible – with public scrutiny, political pressure, and media attention amplifying missteps and delays.

Resilience equips teams not just to survive these shifts, but to lead through them.

Five Skills Procurement Professionals Must Develop to Stay Resilient

Here are the capabilities every procurement team should prioritize:

1. Adaptability

Procurement professionals must be ready to pivot—whether it’s switching sourcing strategies, responding to new regulations, or learning new technology. Adaptability means staying grounded when everything around you changes.

Development Tip: Incorporate scenario planning and change exercises into team meetings.

2. Data Literacy

Data is no longer a back-office function. Teams that can interpret, visualize, and act on procurement data make better decisions—and gain credibility with leadership.

Development Tip: Train staff to use data dashboards and connect KPIs to outcomes, not just compliance.

3. Emotional Intelligence (EQ)

Resilient teams manage stress, resolve conflict, and communicate with empathy. EQ allows procurement professionals to maintain stakeholder relationships even under pressure.

Development Tip: Offer EQ assessments and workshops to build self-awareness and interpersonal skills.

4. Strategic Communication

It’s not enough to be right—you have to be understood. Procurement professionals need to convey complex processes and policy decisions in ways that resonate with executives, elected officials, and the public.

Development Tip: Teach storytelling techniques and develop communication protocols for internal and external stakeholders.

5. Collaboration Across Silos

Resilient teams don’t isolate themselves. They work cross-functionally—with finance, legal, operations, and program areas—to co-create solutions.

Development Tip: Embed procurement staff in project teams and use joint planning sessions to build trust and shared ownership.

Leadership’s Role in Fostering Resilience

Resilience starts at the top. Procurement leaders can:

  • Normalize learning from failure.
  • Build psychological safety so staff feel supported through change.
  • Recognize flexibility and collaboration—not just speed and output.
  • Prioritize professional development, even when budgets are tight.

The most resilient procurement teams are not those that avoid disruption, but those that prepare for it, respond intentionally, and adapt with purpose.

A Final Word

The next five years will reshape public procurement—whether we’re ready or not. The difference between falling behind and rising to the challenge will come down to this: how resilient are our people?

Let’s invest in the human side of procurement. Because resilient teams don’t just weather the storm—they lead others through it.

Communication, Ethics, Leadership, Procurement

Supplier Relationships Are a Strategic Asset: How to Build Them Without Compromising Fairness

By Lourdes Coss, MPA, NIGP-CPP, CPPO

In public procurement, there’s a long-standing tension between relationship-building and the duty to maintain fairness and competition. For years, procurement professionals were taught to maintain a wall between themselves and suppliers—no favorites, no influence, no informal discussions.

While the core principles of fairness and transparency must remain non-negotiable, it’s time to modernize how we view supplier relationships. When managed with integrity and clarity, supplier engagement is not a risk—it’s a strategic asset.

Why Relationships Matter in Public Procurement

Suppliers are not just vendors; they are partners in delivering public services. The success of a capital project, technology implementation, or public health initiative depends on more than contract terms—it depends on trust, communication, and collaboration.

Here’s why supplier relationships matter:

  • They improve outcomes. When vendors understand your goals, constraints, and success measures, they’re better equipped to meet them.
  • They foster innovation. Early engagement allows suppliers to share new ideas and technologies before procurement documents are finalized.
  • They reduce risk. Proactive relationship management helps resolve issues early, prevents miscommunication, and improves compliance.
  • They enhance market competitiveness. When new or small suppliers feel welcome and informed, they’re more likely to participate in future solicitations.

Balancing Access and Equity

Public procurement professionals often hesitate to engage suppliers out of fear of appearing biased. But fairness is not about avoiding contact—it’s about ensuring equal access to opportunities and information.

The key is to create transparent, structured engagement that gives all vendors a level playing field.

Here’s how to do that:

  • Host Supplier Outreach Events. Invite potential vendors to learn about your procurement pipeline and priorities. Ensure broad outreach—especially to underrepresented and small businesses.
  • Use Pre-Solicitation Conferences. These sessions allow for dialogue and clarification before a solicitation is finalized, giving suppliers insight and input without compromising fairness.
  • Publish Questions and Answers. Any questions submitted by vendors during the solicitation phase should be answered publicly and simultaneously.
  • Rotate One-on-One Meetings. If individual supplier meetings are appropriate, use a transparent scheduling process and keep records of what was discussed.

Building Trust with Incumbents and Newcomers

Strategic supplier relationships require maintaining credibility with both current contractors and potential bidders.

  • With incumbents: Hold regular performance reviews, invite feedback, and jointly discuss process improvements.
  • With prospective vendors: Make it easy to register, understand procurement policies, and navigate your systems. Avoid jargon and bureaucracy where possible.

Transparency + Access = Trust.

Key Practices for Strategic Supplier Engagement

Here are practical ways to foster relationships while protecting the integrity of your process:

  1. Create a Vendor Engagement Policy. Set expectations, outline protocols, and train staff on appropriate interactions.
  2. Recognize Supplier Contributions. Publicly acknowledging good performance builds goodwill and encourages others.
  3. Leverage Technology. Use e-procurement platforms to post forecasts, facilitate communication, and gather vendor feedback.
  4. Diversify Your Supplier Base. Track and analyze who you’re buying from—and who you’re not. Then take action to reduce barriers.

Final Thought

The public procurement profession is evolving. Integrity, fairness, and competition remain our foundation—but relationship management is now part of our strategic toolkit. The public sector cannot meet its goals without strong supplier partnerships.

Let’s move beyond the myth that distance ensures fairness. Instead, let’s practice ethical transparency and intentional engagement—because when supplier relationships are built with trust and purpose, everyone wins.

Ethics, Leadership, Procurement, Transformation

The Power of Saying No: Guarding Procurement Integrity in a Political Environment

By Lourdes Coss, MPA, NIGP-CPP, CPPO

Public procurement professionals operate at the intersection of governance, finance, and politics. As stewards of public resources, we are entrusted with decisions that must uphold fairness, transparency, and value to the taxpayer. Yet, in politically charged environments—especially during budget cycles or high-visibility projects—procurement integrity is often tested.

In these moments, saying “no” is not a sign of resistance or insubordination. It is a hallmark of professional courage and ethical leadership.

The Hidden Pressures in Public Procurement

Political pressure in procurement can show up in subtle and overt ways:

  • A request to “fast-track” a vendor before proper vetting.
  • Influence to award to a preferred supplier despite evaluation results.
  • Pushback when compliance delays a politically favorable project.

These pressures don’t always come from bad intentions. Elected officials, department heads, or community stakeholders may see procurement as a barrier rather than a strategic partner—especially when they’re under pressure to deliver results. That’s why it’s critical to create a culture and process that resists shortcuts and safeguards trust.

Why Saying “No” Matters

Saying “no” isn’t about confrontation—it’s about protecting the integrity of the process, the confidence of the public, and the credibility of your procurement office.

When we make decisions outside of procurement rules or succumb to influence, we:

  • Undermine public trust.
  • Risk audit findings and legal consequences.
  • Set damaging precedents that weaken the procurement function.

Conversely, when we say “no” with professionalism and clarity, we:

  • Reinforce the role of procurement as a neutral, value-driven function.
  • Build respect from stakeholders, even if they disagree.
  • Create a buffer that allows for better planning, strategy, and results.

How to Say “No” with Authority and Diplomacy

Here are strategies procurement professionals can use to protect integrity without burning bridges:

1. Ground It in Policy and Law

Rather than framing it as a personal stance, refer to the regulatory framework:

“In order to remain in compliance with our procurement code and ensure a fair process, we cannot proceed without a formal solicitation.”

2. Offer Alternatives

Saying “no” doesn’t mean shutting down the conversation. Reframe it:

“We can’t bypass this step, but here’s how we can expedite the timeline within the rules.”

3. Document and Communicate Early

Proactively document decisions and communicate procedures to leadership and stakeholders before issues arise. Clarity prevents misinterpretation later.

4. Build Trust Through Education

Help non-procurement stakeholders understand the “why” behind your decisions. Invite them to trainings or briefings. When people understand the guardrails, they’re less likely to push past them.

5. Support Each Other

Procurement professionals should work together to develop consistent responses, share stories, and offer backup when one team member faces pressure. There is strength in unity.

Creating a Culture That Supports Integrity

Procurement leaders can build resilience by:

  • Setting the tone that integrity is non-negotiable.
  • Celebrating employees who stand by ethical decisions.
  • Including procurement integrity scenarios in team training.
  • Establishing escalation procedures that protect staff from undue pressure.

Final Reflection

In a political environment, the temptation to bend the rules or look the other way can be strong. But procurement’s value lies not in saying “yes” to every request—it lies in providing a process that is defensible, equitable, and trusted.

Sometimes the most powerful thing a procurement professional can do for their agency is to say “no”—clearly, respectfully, and with the full weight of their expertise and ethics behind it.

Because when you protect the process, you protect the people it serves.

Leadership, Procurement, Transformation

From Transactional to Strategic: Redefining the Role of Public Procurement

by Lourdes Coss, MPA, NIGP-CPP, CPPO

Public procurement has come a long way from being viewed merely as an administrative function focused on issuing purchase orders and securing the lowest price. Today, procurement leaders are increasingly being called upon to act as strategic partners—helping their agencies deliver greater value, foster innovation, and achieve policy goals. This transformation requires a mindset shift and a deliberate redefinition of priorities, capabilities, and relationships.

The Problem with a Transactional Mindset

A transactional procurement model centers around compliance, routine processing, and price-based decisions. While these tasks are necessary, they represent only a fraction of procurement’s true potential. This narrow view can lead to missed opportunities, increased risk exposure, and diminished organizational impact.

In today’s complex and resource-constrained environment, procurement professionals are expected to do more than process paperwork. They’re expected to anticipate needs, manage risk, steward public funds with foresight, and partner across departments to solve organizational challenges.

Why Strategic Procurement Matters

Strategic procurement aligns purchasing activities with an organization’s broader goals—such as improving service delivery, achieving sustainability, supporting economic inclusion, and managing long-term costs. This requires a deep understanding of agency mission, stakeholder needs, market dynamics, and risk.

In doing so, procurement can:

  • Drive innovation by encouraging suppliers to propose new solutions.
  • Stimulate economic development by creating opportunities for local and diverse suppliers.
  • Strengthen operational resilience by planning ahead and managing supplier risk.
  • Support strategic initiatives such as climate action, digital transformation, or equity goals.

It’s no longer just about what we buy—it’s about why and how we buy.

Key Shifts Procurement Leaders Must Embrace

To transition from transactional to strategic, public procurement professionals must make intentional shifts in these core areas:

1. From Process-Driven to Purpose-Driven

Instead of focusing solely on compliance and process adherence, strategic procurement aligns its work with mission-critical goals. This means asking: How does this procurement decision support our agency’s long-term objectives?

2. From Price-Focused to Value-Focused

Lowest cost doesn’t always mean best value. Consider lifecycle costs, performance outcomes, risk mitigation, and socio-economic benefits when evaluating proposals.

3. From Reactive to Proactive

Strategic procurement professionals anticipate agency needs, develop procurement pipelines, and engage with market research early to shape better outcomes.

4. From Siloed to Collaborative

Break down silos between procurement, finance, operations, and program managers. Co-create strategies that reflect shared goals and deliver greater impact.

Steps to Get There

Here are several actionable steps to help procurement teams elevate their role:

  • Clarify Strategic Priorities: Understand your agency’s top objectives and align procurement plans accordingly.
  • Engage Early and Often: Involve stakeholders in planning, and conduct market research before issuing solicitations.
  • Invest in Talent and Tools: Build procurement capabilities through professional development, certification programs, and data-driven tools.
  • Track Performance Beyond Cost Savings: Use KPIs that measure supplier performance, customer satisfaction, diversity inclusion, innovation, and sustainability.

A Final Thought

Strategic procurement doesn’t happen by accident—it requires leadership, intention, and a commitment to continuous learning. As procurement professionals, we must advocate for our function to be seen not just as a support service, but as a driver of strategic value.

Redefining procurement starts with each of us asking: Are we merely processing purchases, or are we helping our organizations solve problems and achieve their mission? The answer to that question will define the future of public procurement.

Leadership, Procurement, Transformation

Busy Is Not a Badge: Real Work Begins with Real Priorities

By Lourdes Coss, MPA, NIGP-CPP, CPPO

In today’s fast-paced environment, it’s easy to conflate movement with progress. Calendars are packed, inboxes overflow, and meetings fill every available time slot. But here’s the uncomfortable truth: being busy does not mean we are working on the right things. In public procurement, where every decision has downstream impacts on taxpayer dollars, community outcomes, and organizational trust, setting clear priorities is not a luxury—it’s a leadership imperative.

The Illusion of Productivity

Procurement professionals often wear busyness like a badge of honor. We equate a full schedule with effectiveness, assuming that action—any action—is a sign of contribution. But too often, this frenetic activity is reactive rather than strategic.

We chase down signatures, resolve contract issues that could have been avoided, and respond to last-minute purchase requests because we haven’t set or communicated priorities well. The consequence? The most important, high-value activities—like planning procurement pipelines, analyzing risks, developing supplier relationships, and building capacity—get squeezed out.

As the late Stephen Covey wisely said, “The key is not to prioritize what’s on your schedule, but to schedule your priorities.”

Understanding What Truly Matters

Setting priorities begins with clarity. For procurement leaders and professionals alike, this means asking:

  • What are the outcomes we’re trying to achieve for our agency or community?
  • Which projects, procurements, or initiatives will move us closer to those goals?
  • What must we protect time for—even when everything feels urgent?

This shift from reacting to everything to responding to what truly matters is a mark of mature procurement leadership. And it requires courage.

Courage to say no to distractions. Courage to challenge the status quo. Courage to pause and reflect when momentum is pulling us toward “just getting things done.”

Strategic Time Management Isn’t Just Personal—It’s Organizational

Time management isn’t just about better to-do lists. It’s about aligning team efforts to strategic priorities.

That begins with leadership modeling the behavior. If leadership prioritizes data analysis over haphazard purchases, the team learns to ask better questions. If leadership allocates time for post-award contract reviews instead of rushing to the next solicitation, the team learns that follow-through is as important as getting to award.

Organizations that operate with a clear procurement strategy and performance metrics make prioritization part of their culture. When everyone understands the “why” behind their work, they can better distinguish between what is urgent and what is important.

From Busy to Bold: How to Start Prioritizing

If you’re ready to move beyond the busy trap, here are practical steps you can take:

  1. Start with the end in mind. Align procurement tasks with the outcomes your agency values—cost savings, supplier diversity, risk mitigation, operational efficiency, or service quality.
  2. Audit your calendar. Look at where your time has gone in the past two weeks. How much of it was spent on urgent versus important tasks? What can be delegated, deferred, or deleted?
  3. Define what success looks like. Success isn’t completing 30 low-value procurements—it’s enabling 5 strategic acquisitions that support long-term goals.
  4. Engage your team. Create space for your team to participate in priority setting. When staff know the “why,” they’re more likely to self-regulate their time and bring forward solutions instead of problems.
  5. Use simple tools. The Eisenhower Matrix—dividing tasks into urgent/important quadrants—is still one of the most effective ways to make fast, smart decisions on what to tackle, schedule, delegate, or ignore.

A Closing Thought

In public procurement, impact isn’t measured by how busy we look—it’s measured by how much value we create. That value comes not from doing more, but from doing what matters most. Let’s stop celebrating busyness and start celebrating clarity, intention, and meaningful progress.

Because real leadership in procurement begins when we stop being busy—and start being strategic.