Tag: Leadership

Leadership, Procurement, Transformation

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

By Lourdes Coss, MPA, NIGP-CPP, CPPO

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

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

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

The Value of Reflection in Public Procurement

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

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

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

Three Areas to Reflect On

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

1. People and Capacity

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

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

2. Processes and Technology

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

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

3. Partnerships and Performance

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

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

Planning with Purpose

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

For example:

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

Final Word

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

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

Let’s finish strong. And start even stronger.

Communication, Ethics, Leadership, Procurement, Transformation

Procurement and Public Trust: Transparency, Communication, and Community Impact

By Lourdes Coss, MPA, NIGP-CPP, CPPO

Public procurement is more than a system of rules, contracts, and transactions. It is a mechanism through which government agencies serve their communities, uphold public values, and build trust.

And trust—once lost—is difficult to regain.

As stewards of public resources, procurement professionals must understand that every action, every document, and every decision contributes to a bigger story: how the public perceives the integrity and value of government.

Why Trust Matters

Public procurement decisions affect schools, infrastructure, public health, housing, and more. Citizens want to know that:

  • Public dollars are being used wisely.
  • The process is fair and open.
  • Local needs are being prioritized.
  • Agencies are acting in the public’s best interest.

When procurement lacks transparency or communicates poorly, even legally compliant decisions can appear suspicious. Perception becomes reality.

Procurement’s Role in Shaping Public Confidence

Here are three powerful ways procurement contributes to—or erodes—public trust:

1. Transparency in Process and Purpose

Openness isn’t just about posting bid notices. It’s about making processes understandable, timelines clear, and decisions traceable.

Best practices:

  • Use plain language in public communications.
  • Explain evaluation criteria and how decisions are made.
  • Make contract award data easily accessible.

2. Effective Communication

Technical correctness is not enough. Procurement must communicate with elected officials, internal stakeholders, vendors, and the public in a way that builds clarity and confidence.

Best practices:

  • Prepare talking points for controversial decisions.
  • Create briefing memos that explain procurement strategy in non-technical terms.
  • Respond to public inquiries respectfully and thoroughly.

3. Community Impact

Procurement can be a powerful tool for social and economic impact—supporting local businesses, advancing equity, and ensuring the public gets lasting value.

Best practices:

  • Track and publish spending with local, minority-owned, or small businesses.
  • Engage communities early in projects that affect them.
  • Align procurement strategies with community development goals.

Trust Is Built Through Everyday Actions

It’s not just about big scandals or high-profile awards. Trust is built—or broken—through the small things: timely responses, clear documentation, respectful treatment of vendors, and consistency in how policies are applied.

The professionalism of your team reflects on the whole agency.

Final Reflection

In this season of gratitude and reflection, let’s remember that trust is procurement’s most valuable currency. It can’t be legislated or fast-tracked. It’s earned—day by day, contract by contract, conversation by conversation.

As public procurement professionals, we’re not just buying goods and services. We’re helping shape how our communities view government itself.

Let’s lead with transparency. Let’s communicate with integrity. And let’s never lose sight of the people we serve.

Leadership, Procurement, Transformation

Beyond Checklists: How to Elevate Your Procurement Evaluations

By Lourdes Coss, MPA, NIGP-CPP, CPPO

Procurement evaluations are at the heart of public sector decision-making. Whether you’re selecting a vendor for a major infrastructure project or acquiring a new technology platform, the evaluation process determines how public funds are spent—and whether your organization gets the value it deserves.

But too often, evaluations are treated like checklist exercises. Evaluators skim through proposals, tally up points, and move on.

This approach may meet the minimum standard, but it misses the mark on strategy, innovation, and accountability.

To deliver better outcomes, procurement professionals must evolve their evaluation practices from transactional scoring to thoughtful, criteria-driven decision-making.

The Problem with “Check-the-Box” Evaluations

When evaluations rely solely on rigid templates and numeric scores, several problems can arise:

  • Subjectivity gets masked by false objectivity. Numeric scoring gives the illusion of fairness but doesn’t eliminate bias unless criteria are clear, measurable, and well understood.
  • Proposals are judged on form, not substance. Vendors that know how to “write to the rubric” often outscore more capable providers who are less experienced in public proposals.
  • The best value is overlooked. A supplier offering innovative, long-term solutions may lose to one offering the lowest cost in the short term.

Elevating the Evaluation Process: Key Strategies

To improve the quality and credibility of your evaluations, consider the following practices:

1. Define Clear, Outcome-Focused Criteria

Move beyond generic criteria like “experience” or “understanding of scope.” Instead, ask:

What specific qualifications will ensure project success? What evidence of understanding are we looking for?

Good evaluation criteria are:

  • Specific and measurable
  • Aligned with project goals
  • Weighted to reflect what matters most

2. Train Your Evaluators

Even experienced staff need guidance. Conduct evaluator briefings that cover:

  • The purpose of each criterion
  • Common biases to avoid
  • How to document justification for scores

Training creates consistency and defensibility.

3. Use Consensus Scoring

Instead of averaging individual scores, facilitate a consensus session where evaluators discuss differences and agree on a final score. This method:

  • Improves understanding of proposals
  • Surfaces concerns that may otherwise be missed
  • Encourages deeper engagement with the evaluation process

4. Incorporate Performance History and References

Use past performance as a data point—not just letters of recommendation. Create structured reference questions and evaluate consistency in vendor delivery.

5. Balance Cost and Quality

When using best value or tradeoff methods, ensure cost is not overweighted unless it’s justified. A slightly higher cost may yield better long-term results through reduced risk or greater innovation.

Procurement as a Strategic Partner

Procurement professionals should be facilitators of value-based decisions, not just scorekeepers. By designing better evaluation tools and processes, we help our organizations select suppliers who are not only compliant—but capable, creative, and aligned with our mission.

Final Thought

An RFP may be well-written, but the value lies in how it’s evaluated. If we want to elevate public procurement, we must treat evaluations as the strategic, thoughtful, and high-impact process they truly are.

It’s time to go beyond the checklist—and toward better decisions for the communities we serve.

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.