Category: Leadership

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.

Communication, Leadership, Procurement, Relationships, Teamwork, Transformation, Uncategorized

Leading with Vision: A Procurement Leadership Imperative

Visionary leadership is a necessary trait for driving meaningful change and fostering innovation. The ability to articulate a compelling vision and garner support is a hallmark of successful leaders. In this article, we’ll explore the art of visionary leadership, drawing inspiration from historical figures and offering five practical tips for procurement leaders to effectively communicate their vision, gain buy-in, and inspire their teams.

Visionary leaders possess a distinctive set of characteristics that set them apart and enable them to guide their teams towards a shared future. There are many qualities that can be listed, but can be categorized into five areas:

  1. Clear and inspiring vision: Visionary leaders possess a compelling and clear vision of the future, which they communicate in an inspiring manner.
  2. Innovative and strategic thinking: They embrace innovation, strategic foresight, and a willingness to challenge the status quo.
  3. Effective communication and passion: They communicate with clarity, simplicity, and passion, fostering a shared commitment to the vision.
  4. Collaborative and Adaptable: Promote collaboration, value diverse perspectives, and adapt strategies to changing circumstances.
  5. Courageous and resilient leadership: They demonstrate courage by taking calculated risks, resilience in the face of setbacks, and ethical decision-making.

Visionary leaders have left their mark in history. Take for example Eleanor Roosevelt. She was a key advocate for human rights, Roosevelt’s visionary leadership was rooted in her commitment to social justice. She effectively communicated a future where every individual’s rights were protected, leaving an indelible mark on history. Another example comes from Winston Churchill. The British Prime Minister during World War II, Churchill’s visionary leadership was evident in his ability to rally the nation against adversity. His speeches, such as “We shall fight on the beaches,” conveyed a vivid picture of the future, instilling courage and determination. There are many other examples of visionary leadership that changed the course of history in different fields.

“Passion is energy. Feel the power that comes from focusing on what excites you.” ~ Oprah Winfrey

These legendary leaders have left insights for those that follow.

  1. Craft a compelling narrative: Develop a narrative that vividly portrays the future state of procurement, emphasizing how it aligns with the organization’s mission and values.
  2. Foster a collaborative environment: Emphasize the collaborative nature of the envisioned future. Solicit input from team members, making them active participants in shaping the vision.
  3. Communicate with clarity and passion: Clearly articulate your vision with passion and conviction. Use storytelling techniques to make the vision relatable and inspire emotional engagement.
  4. Address concerns proactively: Anticipate and address potential concerns or doubts that team members may have. Demonstrating foresight and addressing concerns proactively builds trust.
  5. Celebrate small wins and milestones: Break down the vision into achievable milestones. Celebrate small wins along the way, reinforcing the progress and maintaining motivation within the team.

“Leadership and learning are indispensable to each other.”  ~ John F. Kennedy

Visionary leadership is a powerful force that propels organizations forward. By learning from historical examples and incorporating these practical tips, procurement leaders can effectively communicate their vision, gain buy-in, and inspire their teams to embrace a future marked by innovation and success. Embrace the journey of visionary leadership, and your procurement team will undoubtedly thrive in pursuing a shared future.

Communication, Leadership, Procurement, Relationships, Teamwork, Transformation

Elevating Procurement: Five Tips to Position Your Team as Influential Leaders

Procurement teams play a pivotal role in shaping organizational success. To truly make an impact, procurement leaders must strategically position their teams to wield influence within the organization. Influence is the currency of effective leadership. Let us explore five tips for developing a procurement team that holds sway. 

  • Embrace strategic alignment: Aligning procurement strategies with overall organizational goals is crucial for establishing influence. Historically, companies like Toyota have demonstrated the power of strategic procurement. By integrating suppliers into their production processes, Toyota not only optimized costs but also achieved unparalleled efficiency and quality.

“Aligning procurement strategies with the organizational vision creates a powerful synergy that propels the entire business forward.” ~ Peter Drucker

  • Invest in talent development: Cultivate a team of skilled professionals who understand not only the intricacies of procurement but also possess strong interpersonal skills. The procurement team at Apple, under the leadership of Tim Cook, exemplifies the impact of investing in talent. By building a team with diverse expertise, Cook transformed Apple’s supply chain into a strategic asset, contributing significantly to the company’s success.

“The strength of the team is each individual member. The strength of each member is the team.”  ~ Phil Jackson

  • Leverage Technology and Analytics: In the age of digital transformation, procurement teams must harness the power of technology and analytics. Amazon’s procurement strategy, heavily reliant on data-driven insights, has been instrumental in its success. By leveraging technology, Amazon optimizes costs, ensures efficiency, and mitigates risks, showcasing the transformative potential of digital tools.

“Data is the new oil. It’s valuable, but if unrefined, it cannot really be used.” ~ Clive Humby

  • Forge Strategic Supplier relationships: Building robust relationships with suppliers is not merely a transactional activity but a strategic imperative. The partnership between Procter & Gamble and its suppliers has been pivotal in sustaining the company’s market leadership. By collaborating closely with suppliers, P&G has achieved innovation, agility, and cost-effectiveness, showcasing the profound impact of strong supplier relationships.

“Your most unhappy customers are your greatest source of learning.” ~ Bill Gates

  • Communicate value effectively: To influence the organization, procurement teams must communicate their value proposition effectively. IBM’s procurement team, under the guidance of Louis V. Gerstner, successfully communicated the value of strategic procurement in contributing to overall business objectives. By demonstrating cost savings, risk mitigation, and innovation, IBM’s procurement team earned a seat at the leadership table.

“The art of communication is the language of leadership.” ~ James Humes

To conclude, the role of procurement teams is expanding beyond traditional boundaries. By aligning strategies with organizational goals, investing in talent, leveraging technology, fostering strategic relationships, and communicating value, procurement leaders can position their teams as influential forces within the organization. As the historical examples and wisdom from leadership experts illustrate, an influential procurement team can be a driving force behind sustained organizational success.

‘The best leaders are those most interested in surrounding themselves with assistants and associates smarter than they are.” ~ John C. Maxwell