Three Skills to Conquer The Modern Day Frontier

by Lourdes Coss, MPA, CPPO

Procurement professionals’ role continues to evolve with the increase of technology and automation.    The pandemic presented us with a wake-up call on preparedness.  Technology and automation were no longer an option to function and stay relevant in the midst of it all.  As electronic systems replace manual processes, procurement professionals will need to strengthen or acquire different skills to complement the changes. Artificial Intelligence (AI) will likely accelerate the pace of change as more innovation penetrates procurement and supply chain.

There is no denying that we need to understand the process and how everything works together in procurement.  Many procurement professionals have excelled in this area.  But teams that thrive when presented with adversity require more than process sequence.  The much talked about seat at the table has been the topic of many conversations, presentations, and even conferences.  There have been pockets of progress in this area.  But the advancement has not been sufficient to make this concept universally accepted in all organizations.  

The pandemic shone the light on the role of procurement professionals.  It was an opportunity for many to leave the anonymity of the back-office function.  Those that were ready stepped up.  Problems compounded for those unprepared to lead the organization through a crisis that called for the availability of supplies in a field of scarcity.  As we reflect, problem-solving skills, communication, and relationships were vital skills to overcome the issues organizations were facing.  

The “Modern Day Frontier” is where science and art collide in the area of AI. We have come a long way in data analytics to aid in the decision-making process.  Such advancements need the complement of the human factor to prioritize and determine the value of the information.  It is an opportunity to enhance the skills where no machine has yet made a debut.  The human brain is the most sophisticated organ capable of imagination, human care, and emotion. No machine has yet replicated these qualities.  The human factor will always be a required element to any successful organization.

Soft skills has not been the top priority in most fields.   Such skills like leadership, connecting, and learning to establish good relationships are imperative for the procurement professional today and tomorrow. Teams that are in the continued pursuit of growth, innovation, and relationship building generally have a strong leader.  Making small shifts today to acquire the skills necessary to thrive in the future will pay vast dividends.  

“Become the kind of leader that people would follow voluntarily; even if you had no title or position.” —Brian Tracy

Leadership – Leadership was is and remains a valuable skill, especially in the heat of the pandemic.  Staying calm and bringing clarity to the next steps was an asset during the crisis. Driving and maintaining the engagement of employees required the emotional maturity of a good leader.  Division, doubt, and fear were prevalent in most environments. Strong leaders were able to leverage diverse teams’ talents and not give in to the negativity and division highlighted that plagued many communities around the country.  And while achieving the highest performance of a work-from-home team, they were still able to influence the organization to not stray from the procurement mission.  As innovation continues to impact the world of procurement, leadership will become even more relevant at all levels in the organization by guiding it through the shifts and pivots.  

The Most Important Thing In Communication Is Hearing What Isn’t Said.”

Peter  Drucker

Communication – Communication is a skill necessary for all. Good communication skills include the ability to connect with others by listening attentively to understand rather than focus on your message.  Problem-solving requires the use of good communication skills.  It is crucial to consider the art of a good question because the quality of the information obtained depends significantly on the quality of the question.   When you communicate to understand and ask the right questions, you will also enhance your negotiation skills.  Understanding what others are seeking can help you develop options for more successful negotiations.  

“Even the Lone Ranger didn’t do it alone.”—Harvey MacKay

Relationship building – Building relationships with internal and external stakeholders, is not something that I see relegated to AI in the foreseeable future.  Supplier relationships, end-user relationships, and the professional network had a massive impact on the entities’ solutions during the beginning of the pandemic.  The extent to which procurement professionals develop their professional relationships can influence and increase their options available to solve problems.  Relationship building is a core function of the procurement professional and one of the skills required to access innovative ideas and solutions on behalf of their organization.

To summarize, as we look to the procurement profession’s future, these are three skills that the procurement professional will need to be successful in the job.  Leadership, communication, and relationship building are not skills that will be automated or absorbed by AI, at least in the foreseeable future.  It is the time to start preparing for the future of procurement and be ready to conquer the modern-day frontier.

The Three Things Leaders Should Do To Help their Teams Readjust Post-COVID-19

by Lourdes Coss, MPA, CPPO

Some organizations are gradually welcoming back employees to begin the process of “today’s normal.” Leaders should recognize that it’s been a year since the world shut down for business.  A year is enough time to anchor new habits.  There is hope in the air and eagerness to see the pandemic as a thing of the past.  Many people had a year to find new ways of performing the work without stepping foot in the office.  For this reason, people may need some time to recover and readjust.

“The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” –Socrates

Except for frontline personnel and essential services, we were all sheltered in place.  To shelter in place meant total isolation for some people.  For others, it meant designing ad-hoc workspaces, distractions,  and sharing technology.  Regardless of the situation, these shifts presented challenges that may have lasting consequences.

Change in an instant.  After the immediate shock of the unthinkable, many found ways to stay connected while others’ felt their walls close in on them.  Parents became teachers until schools ramped up to virtual learning. Working from home blurred the line between family and work environments.  In some cases, technology and internet bandwidth challenged the family members’ effectiveness in fulfilling their role as employees or students.  

We postponed or cancelled celebrations like graduations, weddings, birthdays, anniversaries, childbirth, engagements, baptisms, and others.  Participation or not in less happy events also impacted people emotionally.   It is possible that the inability to participate fully in these types of events and make lasting memories further contributed to the increased stress. 

Changed workforce. Some organizations are starting to require employees’ physical presence at the office and leaders should keep in mind that employees may bring new worries and issues to the workplace.  The “go back to the office” is not a general mandate.  Given that organizations decide what’s best for them, their decisions impact employees’ lives, particularly if those decisions do not align.  If schools and childcare centers are closed,  the employee required to report back to work has to look at their options.  There is a solution to every problem, but solutions become more accessible when we have the calmness and clarity of mind to look for them. Stress diminishes our ability to be creative.

If the leader stayed in touch with team members, the leader would now be in a position to understand everyone’s ability to reintegrate into work culture, both physically and emotionally. Without such insight, it will be challenging to successfully manage the transition back to the office or have unrealistic expectations. 

Zoom fatigue. Many employees may have reached the point of Zoom overload. People’s personalities are a factor. Introverts and extroverts handled probably handled the virtual interaction year differently.  Introverts might be overwhelmed when extroverts crave a higher frequency of those connections. It is essential to understand that people may be in different areas emotionally when going back to the office.  So, as organizations start requiring the physical presence at the office, the leader should consider doing the following:  

  1. Listen to Understand.  Open the line of communication with the intent to listen.  Now more than ever, is communication a critical skill of the leader, particularly listening skills. It’s not about solving the problems for each individual, but about understanding their perspective.  After all, they have had a year to form new habits.  People have to unlearn and relearn their jobs to an extent.  It is hard to move forward when you don’t feel heard.  It would be advantageous to provide the forum to talk about the past year to understand what additional challenges, if any, employees are bringing to the workplace.
  2. Promote Calmness.  The leader should not contribute to the high stress already generated during the pandemic.  Mental health professionals are saying that depression and suicide have skyrocketed during the past year.  Stress shuts down parts of the brain necessary for creative problem-solving.  I am not advocating to start a day with a yoga session at the office, but some simple breathing exercises might do the trick.  Breathing sends signals to the amygdala and the emotional centers that it is safe and calm, helping activate the brain’s creative center.
  3. Define Change as Part of Reality. The probability that things will change is high.  The leader should plan for the discomfort of change by providing clarity as organizations move forward to establish the new normal.  Constantly readjusting is not easy. But a realistic approach to change will help the team to expect and deal with the changes as necessary.

The three strategies mentioned above are by no means a comprehensive list of things that leaders should do.  The pandemic has and continues to affect people personally, professionally, and emotionally and it may take a while until many can bring stability to their daily routine.  Organizations will need to deal with the human factor, to help recover from a year of constant change and uncertainty.  If your organization had a culture of collaboration where people performed at their highest level, it might take some time to bring it back to what it was.  But it may have a higher chance of bouncing back than those organizations that were already struggling with the lack of engagement.

“Do what you can, with what you have, where you are.” –Theodore Roosevelt

Leaders have a significant role in restoring the organization’s culture and helping people readjust to the “future normal.” It is essential to recognize that in this process, people have to build their infrastructure of support to that which enables them to send their kids to school, childcare confidently, and focus on giving their best to the organization.

The 3 Resources for which you should ask funding early in a Transformation Initiative

by Lourdes Coss, MPA, CPPO

The 3 Resources for which you should ask funding early in a Transformation Initiative

I spent about 75% of my 27-year public service career leading transformations. I enjoyed seeing progress in the organization and the people’s development and how it positioned the procurement function within the entity.  That growth brought positioned Procurement well within the entity.  Having a voice and a seat at the table made the journey worth traveling.  One can attribute the success of the transformation to the collective efforts of the team.  The team lived the daily struggle of getting out of their comfort zones.  They also experienced individual rewards with the changes.  Each individual’s standards measured personal and professional growth.  

“Change is the law of life, and those who look only to the past or present are certain to miss the future.” —John F. Kennedy

My team and I learned many lessons. Some were less painful than others.  Those painful lessons help us build strength; even though some may have been unnecessary.  Those situations help build grace and courage. There was higher awareness that everyone reacts differently to change, and despite their desire for things to remain the same, the organization no longer provides the value that it once did.  It also gave us courage to continue down the transformation path despite the opposition. 

“We cannot solve our problems with the same thinking we used when we created them.” – Albert Einstein

The process of transformation requires a lot from people, particularly procurement professionals already overloaded with work.  Perhaps stamina is a valuable ally for anyone going through a transformation process.  Often, the leadership of organizations doesn’t fully understand the energy and effort required to go through a transformation process.  There is usually a long list of demands and a brief timeframe to accomplish them. Paradoxically, the group expected to produce under a new definition of value has not benefited from new tools or resources to create such value.

Whenever I went to a new agency, I faced similar circumstances to those I had seen before.   In most cases, upper management assumed that the procurement personnel were not working as hard as they should have or were not fit for the job.  Rarely did upper management acknowledge the lack of investment made on the procurement group. It was not uncommon that those who wanted the procurement organization to transform did not understand that they needed to think about the function differently. The changes that come with transformation have an impact both internally and externally. 

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things.” – Niccolo Machiavelli

I learned the hard way to ask for resources upfront, even when I did not know with certainty what I needed.  Why? Because there is a very narrow window after the transformation announcement to obtain approval for the resources required.  If you wait too long after that, it is much more challenging.  Prioritizing the request for enablers that required financial investment and budget dollars is essential.  There are three areas that I focused my attention on right away.  These were training, staffing, and technology.

  • Training – I found that securing a budget for training in a transformation initiative is not as tricky if requested upfront.  In many instances, upper management recognizes that the current staff will require some type of training at a minimum since, in most cases, there had been little to no offered.  If personnel are not up to speed with best practices in the field or have a network of colleagues they can reach out to, it’s hard for them to develop.  Membership to relevant professional organizations like NIGP and the local chapter can be part of their educational experience and network development.  
  • Staffing – Organizations tend to be unwilling to recognize “understaffing” as one reason for the slow procurement process speed.  The end-user and upper management do not fully understand the time impact of specific regulations on the procurement function.  There is a disconnect between the expectations of the time that procurement should take and the effort required to meet the expectations.  While it may be acceptable to guestimate the original request for staffing budget, the leader must make an effort to justify the number of positions requested or the redesign of the existing job descriptions if they no longer serve the organization well.  Staffing is a hard sell and requires sufficient analysis and justification.  Ensuring that salaries are competitive and positions offer growth opportunities will increase the chances of attracting talented individuals to the organization.
  • Technology – Many organizations already have some type of technology primarily related to the financial aspect of procurement.  However, the procurement team often does not have the features necessary in existing systems to ensure their success.  The need for new technology or the optimization of existing technology will become evident once the leader has had a chance to evaluate daily tasks’ efficiency and determine whether there is a need for automation or the need for additional technology.   Depending on the situation, this might be the most significant investment. Therefore, it is crucial to plan the functional requirements well to maximize the benefits to the operation.

“If you want to make enemies, try to change something.” —Woodrow Wilson

I should note that upper management support is a critical component of a transformation initiative.  Once changes start rolling out, end-users and stakeholders will experience the discomfort of change.  It is then that upper management support will become critical to the success of the transformation.  The Human Resources Director and the Technology Director’s support and commitment are crucial as the early request for funding are to these areas.  Any strategy associated with personnel and technology depends significantly on the support received by the people responsible for these two areas in the entity. 

Change is not easy, and those who advocate for change generally expect someone else to make the changes.  When the tables change, those advocates will feel the discomfort of adjusting to changes as anyone interacting with the procurement function will need to make adjustments. The best way that I found to handle this challenge is through communication.  Communicating change should be done with as much transparency as possible.  A well-developed communication plan should include a strategy that considers each layer within the organization and adjusts the communication accordingly. 

To improve is to change, so to be perfect is to have changed often” – Winston Churchill

In summary, some enablers do not require additional budget but are necessary for a transformation.  When the organization makes a high investment, particularly in staffing and technology, it will expect a high return. Those enabling resources that require an investment of money should be requested upfront while the initiative is still fresh in everyone’s mind.  Early requests will increase the likelihood of obtaining the resources needed to effectively make the necessary changes and elevate the procurement team’s performance.

About the Author: Lourdes Coss is a former Chief Procurement Officer living her purpose. She’s the author of “Procurement Methods: Effective Techniques” and uses the lessons of her 27 years career in government procurement and transformation to coach, train, and provide consulting to leaders and aspiring leaders in the profession. Post-Pandemic, you may find her in a café writing her next book.

3 Elements to Create a Collaborative Culture

By Lourdes Coss, MPA, CPPO

Do you know what makes a culture? There are reasons why you should consider it to  develop a collaborative environment? Several factors make up cultures, such as habits, preferences, styles, unwritten codes of behavior, etc.  One thing I learned while leading transformations was that it is the leader that sets the tone. When I hear the saying, “culture eats strategy for lunch,” I can relate. When strategies and culture do not align, change may have a short life span. 

The leader sets the tone and that tone trickles down to everyone in the organization.  People have different personalities. Each person will contribute his/her character to the composite of the organization’s culture.  If it is a positive tone, people will be inspired to collaborate, care, and add value to each other.  The people will make this part of their daily behavior.

On the other hand, if the tone is of distrust and negativity, It will also trickle down and may be perceived as a toxic culture.  The culture of an organization impacts its customers, both internal and external.   People tend to give what they receive; therefore, this is one reason why it is vital to treat employees the way we want them to treat customers.  

Many organizations treat the symptom by providing customer service training.  Although it is a valuable investment, in some cases, not knowing how to treat customers may not be the cause of substandard customer service.  I worked for an agency that had the worst customer service record in the organization.  As a new hire, my task was to turn the organization around and fix the customer service issue.  After brief conversations and observations, I concluded that the customer service issue was merely a symptom of a more significant problem.  The root cause was the leadership style and the negativity that permeated throughout the organization.

Resolving the customer service issue required a fresh start with a new leadership style, shielding staff from the negativity that flowed from higher levels in the organization, and training.  The change in leadership gave everyone the incentive to recommit to their role and approach daily situations with the same consideration and care they were now receiving.  Changing culture is not a quick process.  It requires time for each individual to experience and adopt a new set of unwritten rules for behavior that comes from appreciation, choice, and communication.

1-Appreciation: One way to start changing a toxic culture is by helping people feel appreciated and supported for their work. Regardless of whether it is their responsibility to perform their respective roles, people need to feel that they contribute to something bigger than themselves and their contribution matters.  In his hierarchy of needs model, Maslow identified the need to belong and be appreciated as every individual’s psychological needs.  Naturally, individuals are happier about their environment if it meets their psychological needs.  

Coming up the ranks, I encounter environments where the person in the leadership position offered a constant reminder that everyone’s job security is in the hands of management. The threat to stability puts at risk a person’s means for fulfilling his/her basic need for food and shelter.  Fortunately, many organizations understand the relationship between treating people with respectful appreciation and customer service quality.  When people are happy, the chances for better customer service increase; it starts with the leader.

2-Personal choice and commitment:  Everyone must see something in the leader or environment that compels them to recommit to their job. Each person has a choice. It is the leader’s responsibility to gain the trust of the team.  Each person’s commitment to the group will have a positive compounding effect and help change the culture.  It is a one-event at a time process.  It takes time to change the culture of a government organization.  I benefited from being a new sign of hope for the team.  I didn’t expect to see immediate changes, but I offer them hope for a better future and a new organization.  No one will change on command; it is an individual process, and it happens only if the individual chooses to do so.  Getting buy-in is vital to the transformation process.  

There are a few examples of organizations that have a collaborative culture.  One of them is Chick-A-Filet.  Just visit their drive-through and experience a happy culture.  I don’t usually eat fast food but became curious after hearing a speaker talk about the company’s leadership and their effort to create a collaborative culture. 

3-Communication: Communication is essential in any change process, especially when you strive to have a culture where collaboration is at the center of all success.  Communicating freely in all directions within the organization is necessary to develop an environment of cooperation, trust, and excellence.  It is an excellent idea to provide communication training to make interactions more significant, given the diversity of personalities and backgrounds.  When people understand how to communicate more effectively with others, they can develop better relationships.  One way to help people identify how to communicate with others with different personalities is to offer them the opportunity to take an assessment, whether DISC, Whole Brain, or any other.  The appraisal’s objective is not to pigeon-hole the person into their style, but to offer recommendations on how to best blend their style to more effectively communicate with people with a different personality profile.

To summarize, culture consists of many factors, including personality styles, leadership cues, and the overall environment created overtime.  To change the culture, it takes time and intentional effort by the leader and every individual that makes up the organization.  Showing appreciation for work performed goes a long way to creating a positive environment, which then translates into the service provided to its internal and external customers. Changing the culture also requires the individual commitment of those in the organization, including leadership. Finally, communication is an important factor throughout the change process and maintains the level of collaboration desired by the organization.    The team should communicate in all directions to increase the effectiveness of the team and benefit the organization. Communication is the door to change and, therefore, should be consistent and frequent.

Purposeful and Transparent Supplier Communication

By Lourdes Coss, MPA, CPPO

Procurement officials should develop good supplier relations in order to maximize the benefits to the organization. This is sometimes challenging due to agency practices associated with restrictions on external parties’ communications. The restrictions generally stem from cases where abuse and undue influence have plagued the procurement environment with bad press and public distrust. The result is a high level of caution almost to the detriment of the entity. In some cases, the reaction to experiences colored by improprieties either apparent or real are memorialized through the implementation of laws, rules or policies or the highly conservative interpretation of such laws, hindering the communication with suppliers. 

Procurement officers with a good moral compass understand how to navigate communications in a way that professionalism and high ethical standards are upheld. Likewise, suppliers who are seeking a long-term relationship understand that crossing the line could cost them much more than their business. I agree that ethical behavior should remain front and center when it comes to procurement-related conversations. I also believe that effective communication is the key to success in every facet of our lives, including business.  Unfortunately, in extreme cases the topics of ethics and conversation with suppliers appear as polar opposite and used as an excuse to avoid vendor meetings. This is not a strategic approach.  Instead, it is a missed opportunity.  

Regardless of the industry, effective communication is the key to developing successful business relationships. This is true whether prior to or after entering into a contract. Sharing unrestricted information is beneficial to both parties. 

Given the constant complaint of resource insufficiency, procurement professionals need to be more strategic about how they invest their time. Talking with suppliers is a form of primary market research. Leveraging the supplier’s market intelligence, for example, can help the procurement professional be more strategic.   

Procurement professionals’ expertise is in process and, with some exceptions, not in the intricacies of product or service details. Rapid changes in technology, goods and services make it challenging for procurement professionals to stay up to date on the benefits and features of new products. This is particularly the case when procurement professionals claim to be a “jack of all trades” in environments where resources are scarce. Absence of adequate resources may cause procurement professionals to try to juggle too many requests without the necessary tools, leaving very little time, if any, to conduct research to learn about any changes in the market.

The expectation of many procurement professionals is that the end user should provide clear and concise scope of services or detailed specifications. The rationale is that the end user is responsible for providing well-written specifications or at least know the essential requirements that need to be included in the solicitation. It might seem logical to assume that the end user is up to speed on current trends within their area of responsibility. Sadly, that’s not always the case. 

In my experience, receiving high quality specs is rare. Yet, we should be more empathetic. Technically, end users are subject to the same time and resource constraints that limit opportunities to learn about market changes and conditions as procurement professionals. Also, like procurement staff, end user personnel might also be required to restrict their communication with external parties.

Although the expectation is to put the knowledge burden on the end user, many procurement professionals dislike the thought of end users going directly to suppliers to obtain information. And when the end user has done so, the suspicion of  unfair advantage for a single or select group of vendors may come into play. I should point out that significantly restricting communication with suppliers whether by mandate or choice conflicts with the expectation of well written specifications.    

Conversations with suppliers is a form of market research. Although market research is a process that procurement professionals should employ frequently, the reality is that many are so overwhelmed with the number of requests that market research falls on the back burner. Realistically, not much market research is done on products or services that we consider routine. This situation is less than optimal particularly when a procurement is not successful due to outdated specification requirements. 

There is a solution to this dilemma. Develop a written protocol for supplier meetings. Procurement officer may consider formalizing supplier meeting practices.

A written protocol helps achieve consistency when meeting with suppliers. The protocol should be cross referenced with the agency’s ethics guidelines or policies and define how to appropriately meet and engage with suppliers to make the best use of each interaction. Adopting the new protocol as part of the written policy and procedures has the added benefit of institutionalizing a practice that ensures a level playing field for all suppliers, while giving staff a referenceable structure to guide their communications with suppliers.

Implementing the protocol can be aided by developing a supplier meeting form or guidelines. A supplier meeting form may be advantageous in that it provides an in-the-moment resource to guide each meeting, capture highlights of the meeting and/or essential information that can be used to document the meeting and offer the agency process transparency. The structure of the form can be simple.  It can capture general information, market research questions, and any action anticipated or taken.

  • General Information. This first section may capture general information such as the supplier’s name and contact personnel, the industry where they compete, and the category, product or service that they provide. The form can also include the name of attendees and the date of the meeting.
  • Market Research Questions. The purpose of this section is a to remind the procurement professional to ask relevant questions regarding the industry and help him/her be more intentional about the meeting. Questions may relate to trends, changes, and industry innovations. Possible questions to include: 
    • What are some of the trends in the industry, and what should procurement professionals be looking to adjust in their solicitations? (i.e. economic trends, import/export issues, environmental requirements, new technology)
    • Is there any legislation that could potentially impact some of the past requirements included in specifications? 
    • What requirements are you not seeing in solicitations that may help agencies obtain more cost-effective products/services?
  • Action. At the conclusion of the meeting, the procurement professional may note any next steps.  Next steps may include: a follow up demonstration, internal research,  additional market research, or simply “no action” required at the time. 

I liked the strategy that my executive assistant implemented of scheduling shorter meetings. Instead of a full hour meeting, she scheduled half-hour meetings, especially if it was the first-time meeting with a supplier. This helped keep the meeting focused on the main topic as opposed to sitting through a half hour of marketing material.

Suppliers should be advised as part of the meeting confirmation process that they should plan to spend no more than three minutes on company introduction. While the marketing material is often very impressive and showcases the supplier’s market position, the potential for time to be spent in this way discourages already overextended procurement professionals from granting a meeting in the first place. 

Some of my colleagues may be interested in a higher level of detail, but I doubt that they have the luxury of time. Time was such a precious commodity for me that it was essential to be as strategic with it as possible. I delegated gathering any needed background details to someone in my team. This is where “leave behind” marketing information became handy. 

To be clear, sound, supplier-neutral specifications are not built out of conversations with a single vendor, but the having more purposeful meetings can help improve the quality of the questions.   When the quality of your questions improves, so does the information that you receive.

Inviting an end user to the meeting can also be beneficial. Although, I recommend being clear on the potential benefit to the end user before engaging more people in the meeting. The more people that you involve in a meeting, the harder it is to coordinate and the longer it may need to be. The idea is to keep this process simple and with minimum disruption to an already packed schedule.

I want to emphasize that any process can work provided that those involved proceed ethically. While there are many written ethical standards and guidelines, these are useful to define potential circumstances that may be perceived as  problematic. The existence of written guidelines can also help elevate the awareness of individuals in an organization. In the end, it is necessary to rely on each individual’s good values to adopt and model behaviors that ensure transparency, fairness, and good business practices.   

To summarize, communication with suppliers is necessary to develop good business relationships and solicitations. Procurement professionals can make communication with suppliers more purposeful and strategic by implementing simple agency-wide protocols. The information gathered may help the procurement professional ask better questions, prepare higher quality solicitations that are better aligned with the market conditions, and reduce unsuccessful procurements due to the quality issues. Meetings with suppliers can be a worthwhile investment of time if the procurement professional chooses to be more strategic and intentional in his/her communication. Ethics, training and guidelines are helpful, but it is ultimately an “inside job” that determines whether these values are put into practice. The leader must model and reinforce the importance of ethical practice and help create a culture that mirrors that behavior.