Two CPOs. Both looking for external help. Both told to “get a consultant in.” The first has just had a critical supplier fail to deliver on a major contract. The contract terms, on closer inspection, expose the organisation to significant liability. A probity review has found procurement processes that wouldn’t…
Every CPO has a theory about where their procurement function is strong and where it falls short. Usually those theories are right, or close enough. The problem is that theories don’t unlock budget! They don’t convince a CFO to fund a governance redesign or a capability programme. And they don’t…
The procurement technology conversation has shifted. A year ago, the question was “should we invest in AI?” Now it’s “how do we reorganise around it?” That shift is visible in the programme for ProcureTECH 2026, the region’s largest independent eProcurement event, hosted by our friends at PASA on 26th March…
A supplier consolidation across four business units. The analysis is rigorous: $12 million in addressable savings, reduced supplier complexity, stronger contract terms, better risk coverage. The business case clears the steering committee. Then the friction starts. IT flags integration risk with existing platforms.Operations wants continuity guarantees the transition timeline can’t…
Maverick spend in large organisations is rarely rebellion. It is usually a decision made under pressure: this path looks faster, clearer, or more predictable than going through procurement. If bypass keeps happening in your organisation, the question is not whether stakeholders respect policy. It is whether your function makes engagement…
In Part 1 of this series, we asked the question “→ How Do You Handle Internal Stakeholders Who Bypass Procurement?” in which we explored relationships vs governance. Yes, process and governance are critical. But when enforcement is your primary value proposition, you’ve created the very problem you set out to…
You’ve read the framework (See part 1). You understand the relationship-process matrix. You know where your team sits on the spectrum. But here’s the thing about frameworks: they’re excellent for diagnosis, less useful when someone from sales is standing in your office at 4:47pm on Friday demanding you set up…
Does procurement have a credibility problem? And if so, why? Most procurement functions deliver significant, measurable impact. Thus, it’s not because it lacks value. The problem is communication. Too often, procurement speaks in operational language to an audience that thinks in strategic terms. It reports activity when executives want outcomes….
If you’ve worked in procurement for more than a week, you’ve lived this scene: A department urgently needs something. They’ve already spoken to the supplier, negotiated terms, maybe even shaken hands on it. Then, almost as an afterthought, they come to you. Not for advice. Not for strategy. Just to…
Why Procurement Can’t Scale Simple Purchases Most procurement leaders feel the same pressure from two directions at once. From the business: “Make it easy. Make it fast. Don’t slow us down.” From governance: “Keep us compliant. Protect budgets. Reduce risk. Make suppliers perform.” The result is predictable: procurement becomes the…
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Comprara Pty Ltd
Comprara acknowledges the traditional Aboriginal owners of country, recognises their continuing connection to land, water and community and pays respect to Elders past, present and future.
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