Category: Transformation

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

Communication, Leadership, Procurement, Relationships, Teamwork, Transformation

Engaging Your Procurement Team in Process Improvement

The pursuit of excellence is a continuous journey. One of the most potent tools in a leader’s arsenal for driving innovation and efficiency is the engagement of their team in process improvement initiatives. Beyond the tangible benefits of cost savings and operational streamlining, fostering a culture of active participation among team members can lead to remarkable transformations. Process improvement is not just about efficiency; it’s about adaptability, innovation, and staying ahead in the ever-evolving procurement landscape. 

“Coming together is a beginning, staying together is progress, and working together is success.” ~ Henry Ford

History is replete with examples where engaging a team in process improvement initiatives has resulted in outstanding success stories. 

  • Toyota Production System (TPS), Toyota’s famed lean manufacturing approach. By involving employees at all levels in identifying and eliminating waste from production processes, Toyota revolutionized its operations and set a benchmark for efficiency that the entire automotive industry emulated. The team’s collaborative effort improved productivity and enhanced employee morale, creating a positive feedback loop of continuous improvement in the transformation of Toyota’s production system. The principles of continuous improvement and lean thinking revolutionized the automotive industry.
  • Total Quality Management (TQM), Emerging in the mid-20th century, Total Quality Management became a cultural shift in industries ranging from manufacturing to services. Spearheaded by quality gurus like W. Edwards Deming and Joseph Juran, TQM emphasized a holistic approach to quality, involving every employee in the organization. The principles of TQM, which include continuous improvement and customer focus, transformed how companies viewed and managed their processes, leading to improved product quality and customer satisfaction.

There are other examples with widespread impact, such as Six Sigma and Agile Methodology. Motorola developed Six Sigma in the 1980s, a data-driven decision-making and process optimization approach that contributed to a cultural shift toward continuous improvement and efficiency across diverse sectors. Emerging in the early 2000s, Agile emphasizes iterative development, collaboration, and adaptability to changing requirements. Agile improved the efficiency and speed of software development and fostered a cultural shift toward cross-functional teams, customer collaboration, and responding to change over rigid planning.

Engaging your procurement team in process improvement can yield similar outstanding results. Here are some tips to harness the full potential of your team:

  1. Foster a culture of open communication: Encourage team members to voice their opinions, share insights, and propose improvements. An open and non-judgmental environment fosters creativity and a sense of ownership among team members.
  2. Recognition and rewards: Acknowledge and reward the contributions of team members who actively participate in process improvement initiatives. Recognition not only boosts morale but also motivates others to actively engage in the pursuit of excellence.
  3. Training and skill development: Equip your team with the necessary tools and training to understand and implement process improvement methodologies. This empowers them and builds their confidence in driving positive change.
  4. Set clear goals and objectives: Clearly define the goals of your process improvement initiatives and communicate them to the team. A clear roadmap helps align individual efforts with the overarching objectives, ensuring everyone works towards a common goal.
  5. Celebrate small wins: Acknowledge and celebrate incremental successes along the way. Recognizing small achievements keeps the team motivated and reinforces the value of their contributions to the larger organizational goals.

Innovation is not a one-time event; it’s a mindset. From brainstorming sessions to embracing new technologies, creating an environment that encourages creative problem-solving is crucial to staying relevant. Whether through training programs, recognition of innovative ideas, or creating cross-functional teams, you can promote the creative potential within your team.

“The best way to predict the future is to create it.” ~ Peter Drucker

Engaging your procurement team in process improvement is not just a strategic move; it’s a cultural shift that can redefine how your organization approaches challenges. By leveraging your team’s collective intelligence and enthusiasm, you enhance operational efficiency and cultivate a culture of continuous improvement that propels your procurement processes to new heights.