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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…
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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…
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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…
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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…
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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…
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