Strengthening procurement – Transforming through people and skills

As we’ve said: People, Process and Technology are the pillars of procurement transformation. And people are the most valuable assets that an organization has — it is the people who run the processes and use the technology. So a large part of accelerating your procurement transformation process lies in strengthening roles and responsibilities.

A good checklist for the roles you might want to consider in your transformation project comes from Joël Collin-Demers ProcureTech Project Role Checklist, where he says:

“When running a procurement technology project that seeks to improve your procurement value chain, one of the worst things that can happen to sap momentum is finding out you’re missing a key resource for a key task mid-project …”

But he is quick to point out that “each role does not necessarily represent an individual. An individual contributor may be able to fill many of these roles at once depending on the scope of your project.”

In the list he outlines the key skills/roles for each area of the project (not exhaustive):

• Project Management: Executive Sponsor, Project Manager (PM), Project Control Officer (PCO), Integration Lead
• Procurement Expertise: Procurement Process Lead, Procurement Analyst, Subject Matter Experts (SME), Super User(s)
• Information Technology Expertise: Enterprise/IT Architect, Business Analyst, Tech Functional Lead, IT/Technical Lead, Test Lead, Data Analyst/Engineer, Security Analyst, Developer(s), Infrastructure/Network Analyst, AI/Automation/Reporting Specialist(s)
• Other Functional Expertise: Regional/Local Leads, Finance/AP Analyst or Process Lead, Legal/Compliance Advisor, Sustainability Specialist, Risk Management Specialist, Budget Analyst
• Change Management: Change Management Lead, Change Management Analyst, Training Lead(s), Trainers, Supplier Engagement Lead
• Software Vendor Expertise: Vendor/Implementation Partner, Consultant/Contractor(s), Systems Administrator, Level 1 Support Team

Get the full checklist here outlining the difference in roles.

Procurement’s most valuable players

Jesus Campos, CEO CorporateLATAM, once wrote on Spend Matters that procurement functions must address two key areas to navigate the uncertainty of global markets: risk management and organizational structure – the latter being relevant to our discussion on procurement transformation.

On the talent side, he pointed to an article published by Kodiak: Procurement’s Most Valuable Players, which borrows the concept of MVPs (Most Valuable Players) from sports to identify standout contributors in the procurement field.

While organizational success is built on teamwork, certain individuals distinguish themselves through their contributions to the business. In procurement, these MVPs are the professionals driving smarter and more sustainable purchasing decisions.

Procurement MVPs are key to transforming the function from a cost-reduction focus to one of the greatest value generators for the organization.

Among the emerging roles worth considering during a procurement transformation are:

• The Digital Transformer. Responsible for guiding the organization toward operations based on digital platforms, this role involves coordinating across multiple areas and organizational levels. The digital transformer balances strategic thinking, project planning, and operational execution to ensure the successful implementation of technological solutions.
• The Quality and Sustainability Advocate. In today’s interconnected and demanding world, consumers expect high-quality products that meet modern sustainability standards. This role focuses on reducing supply chain risks through improved relationships, audits, and comprehensive evaluations of supplier performance at all levels of the chain.
• The Risk Manager. To achieve meaningful impact on ESG and CSR initiatives, organizations need a dedicated professional to design and execute these programs. While industries like apparel and food are particularly exposed to consumer scrutiny, all businesses face the challenge of maintaining profitability while addressing societal and environmental concerns.
• The CPO. Although the Chief Procurement Officer role is not new, periods of high uncertainty and crises, such as those caused by the pandemic, demand innovative and inspirational leadership to guide procurement through reinvention and toward excellence.
• The Supply Analyst. Digital transformation efforts are solidified when supported by talent capable of analyzing data and using it to enhance category value contributions. This role often overlaps with category managers or strategic buyers but initially requires an expert to develop models and competencies across the team.
• The category manager. This person plays a crucial role in procurement transformation by aligning category strategies with organizational goals and adapting new tools or processes to category-specific needs. They leverage market expertise to drive value, ensure compliance and identify opportunities for innovation within their spend categories. By fostering collaboration with suppliers, procurement teams and other stakeholders, category managers are key to promoting and embedding transformation initiatives.

Procurement transformation is not just about declarations and plans; it results from leveraging business opportunities and consistently demonstrating the value generated by procurement professionals every day.

So during your procurement transformation it’s worth asking: What is your organization doing to recognize its MVPs?

Get more on Digital Procurement Transformation in our handy Guide, with free Downloads.

For a list of procurement training courses see our succinct list of training platforms.