Insights & Analysis

Efficiency is nice, but if AI only helps us process tasks faster, we are just building a faster horse. The real opportunity for AI in procurement isn't speed—it's solving the alignment gap between us and the business.

So I went and stuck my brain in a box. Read on to find out why I did that, and why you should use it.

While SRM is definitely an answer, it's rarely the only answer. You need the basics in place before you can truly leverage the value creation of SRM.

It's not about fighting stories with spreadsheets. It’s about making the data tell a story that's too compelling, clear, and strategic to ignore.

The rules can be either a lever for value or a justification for inaction. Ultimately our role isn't just to enforce a process, it's to deliver outcomes.

Not every workaround is malicious. Often it's a symptom of deeper issues. Ultimately, procurement should never be just about policing; it's about enabling.

When everything seems to be the problem, it's probably time to look in the mirror. Procurement magic happens when we genuinely understand others.

Blindly adopting 'best practice' might be missing the point entirely. It's about right-sizing our approach – picking the methods that genuinely fit our specific context.

A recent directive by the NZ Government to outsource surgeries is a powerful test of procurement strategy. In critical public services, when does a tactical 'buy' solution become a dangerous dependency?

Moving from a culture of rules to one guided by Guidelines, Principles, and Outcomes is more than a procedural change; it's a leadership philosophy.

If the goal of procurement was to eliminate all conceivable risk, we'd be in a state of commercial paralysis. Our role is to become enablers of calculated, strategic risk-taking.

An "I told you so" moment isn't a victory; it's a data point for self-improvement. If I foresaw an issue and couldn't influence the outcome, my communication wasn't effective enough.

When procurement transformations stall, the culprit is rarely the technology. More often, it's the invisible barrier of how the wider business perceives procurement.

While there's value in our professional community, we might be limiting our impact by staying in our comfort zone. It's time to learn to speak multiple "business languages."

Genuine transformation requires more than new systems or restructuring – it demands a fundamental shift in how the procurement capability is positioned within the organisation.

These conversations require vulnerability, but they have genuinely transformed my approach to procurement relationships and delivered breakthrough value.

We love our buzzwords, but real impact isn't about chasing a perfect model. It's about building trust and actually helping the organization succeed.