Thinking of a Career in Procurement? Why Now’s the Best Time to Start
Abby Vige reflects on her own experience coming up the procurement ranks, and shares her tips for surviving and thriving in the profession.
When I was a fresh procurement pro back in the day, I was nipping at the heels of my then manager. Sometimes, I would come to her in frustration and sit down in a crumpled heap in the seat next to her desk. I’d let out a huge sigh and wonder out loud when I’d have enough wrinkles and the right amount of grey hair to be taken seriously.
She’d laugh and tell me to keep going – “We’re changing the face of procurement!” she’d say, “And one day it will look different, and represent more than just age and gender diversity.”
Yeah right, I thought.
Spilling the tea
Spoiler alert, of course she was right. While I believe that there is still vast room to improve, I must admit that the old adage is true; you must be the change that you want to see in the world.
My mantra back then soon became…..
If all you achieve in a day is to annoy a room full of people who want you to look different, or be someone you aren’t, then turn it up and unapologetically stand your ground regardless.
Of course, this was ten years ago. Reflecting on some of my experiences, I recognise that rising through the ranks to where I wanted to be was tough-going. But for those of you looking for your next (or first!) procurement job, never fear. The times have changed, and for the better!
What’s changed?
Ten years isn’t that long ago in the scheme of things – but nonetheless, a lot has changed, and most of it is for the better.
1. Female representation and age diversity
I have had the privilege of working in teams recently where the female representation is equal, or more! I see this with suppliers too – more female CEOs and greater age diversity in management roles. There is more work to be done, of course, but these changes are encouraging signs for the future of workplace representation.
2. Less prescriptive processes
When I entered procurement, I just caught the tail end of the tender boxes. The place where hard copy responses were dropped into a physical tender box, imagine that! Couriers were often rushing around the lobby at tender deadline time, dropping boxes worth of response material off while panicked suppliers blew up the landline wanting to know if their response had arrived yet.
I’m pleased to see a lot more engagement based processes like agile procurement, less paper and more freedom to talk to suppliers.
3. A greater understanding of procurement’s value
Truth be told – this one can always be improved – but compared to when I first started, the value of procurement is definitely understood now so much more than it used to be. Back then, we were often tucked away as an offshoot of finance. The department was labelled as the team you’d get into big disagreements with over the use of the physical purchase order book.
Now, procurement has a seat at the big table. The C-suite has recognised the importance of the function to the wider operating supply model. And needless to say, the pandemic heightened this awareness and appreciation even further.
What’s still the same?
I was recently handed an old conference leaflet from 1997 – the scary thing was, upon looking at it, that I wanted to attend that conference! The topics included supplier relationship management, how to be efficient in procurement, and how to become an enabler to the business. These topics are all extremely relevant. It’s amazing how much remains the same albeit with different lingo and a different spin.
1. The continual push for early engagement
We will always be fighting for that early engagement. There is nothing quite like last minute Larry who blindsides you with the mammoth of all tenders, which realistically needed to be in the market months ago. Panic stations! No amount of fancy chat bots, AI, integrated systems, or smart tech solutions can save you from this one. The business relies on people, and procurement teams know this to their very core.
2. Building rapport and getting buy-in is key
Interpersonal communications and building relationships are still among the top procurement skill sets, and always will be. Nothing beats picking up the phone and having a productive discussion – remember, an endless stream of emails can often be condensed into a quick phone call. Plus, when you make a connection early, your projects tend to be a smoother process, as you have already built initial trust with your new acquaintance, and they are far more likely to take on your recommendations.
- The constant state of change
I don’t think I’ve ever started a new job and been told “All the tools you will ever need are right here!’ More often, I’ve been told, “We’re changing the way we conduct procurement by moving the business to [insert buzzword here]. So, we need to revamp and redo all of the tools and processes and systems that underpin our function.” And off we go!
There is always a new ‘wave’ of procurement: a new style, a new generation or a new reform program. But procurement has always survived because, as an industry, we continually evolve and ensure we stay relevant to what our organisations need from us.
The fresh procurement pro survival guide
Here are my top five survival tips: they helped me in my early procurement years, and I still swear by them today.
- Speak about your passions openly and publicly. If the industry isn’t ready to move with you yet, then wait. But when the huge ship turns and you’ve been shouting from the rooftops for years, everyone will know who they need to call to effect change. What’s more, when you spot the change coming, you’ll be ready to run with it and establish yourself as a valued innovator.
- Find close allies. Create a tight circle of peers, catch up regularly and make a pact to be there for each other. They will keep your worldview broader than your own backyard, and help to keep you motivated and thinking ahead. Unfortunately, I see the opposite a lot in organisations: people stick to their own team, project work, and suppliers, and it creates a distorted, self-reinforcing reality. Seek challenges and new information by staying connected with colleagues from different industries.
- Monitor the leaders around you. Make a note of what you like in a manager and what doesn’t work. What parts of these traits are reflected in your own personality? Always observe senior leaders, watch the reaction in the room as they talk. Are people engaging, smiling, nodding or eyes glazed over? If so, why? Study the good and the bad.
- Choose carefully. When thinking about your career try not to be in too much of a hurry for the big title promotions and pay increases. One of the hardest lessons I learned was that I needed to follow good managers, not good job titles. This will give you more longevity in your roles, and a good manager will help you develop your skills. And you’ll be a happier employee.
- Focus on self-improvement skills, not technical. People are obsessed with gaining endless technical qualifications and attending non-stop courses. While we all need some of that, what is most important is self-development and self-awareness. If you’re an unpleasant person to work with, but you don’t know it, how do you think you’ll move along in your career? Are the course qualifications going to save you? I think not. Ensure that you maintain a sense of self awareness and an inclination for self development – I’d hire that person over technical qualifications any day.
You may find these answers say a lot about your personal brand, your values, and your leadership style. Our experience is what makes us who we are today – the good, the bad, and the ugly. We can’t change it, so it’s how we use it that counts.
If you had to think of your own career journey what would your 5 tips be? What would you tell a new procurement recruit entering the game? What would you tell a younger version of you?
