If there’s one challenge that keeps me awake at night as a procurement professional, it’s the ongoing tug-of-war with stakeholders over the importance of following procurement processes. It’s not just a professional challenge - it feels personal, because I know the value of these processes, and I’ve lived through the consequences when they’re ignored. Yet, I often find myself trying to convince people of something that, to me, is so self-evident: cutting corners in procurement is like building a house on sand. It might look fine at first, but sooner or later, it all collapses.
What frustrates me the most is how predictable the cycle is. A stakeholder - perhaps a project manager or a department head - comes to me with a tight deadline. Their project is already behind, and they’re under immense pressure to deliver. I hear the same line repeatedly: “Can’t we skip the formalities? We just need to get this done quickly.” And every time, I feel like I’m standing at the edge of a cliff, knowing exactly what will happen if I give in. Because I’ve seen it happen. Too many times.
I remember one project vividly. We were tasked with sourcing critical equipment for a large infrastructure build. The timeline was aggressive, and instead of letting procurement take the lead, the stakeholders insisted on going directly to a supplier they had worked with “a few years ago.” I raised the red flags - no recent performance review, no formal vetting, no clear contract terms, but was overruled in the name of expediency. Two months later, that same supplier delivered equipment that was entirely wrong for the project. What followed was weeks of frantic meetings, supplier disputes, and mounting tensions between teams. I became the reluctant referee in a blame game that spiraled out of control.
By the time we had fixed the mess, the project was even more delayed than it would have been if we’d simply followed the process from the start. Costs ballooned, relationships were strained, and reputations were damaged. Worst of all, it was entirely avoidable.
This is the real problem with skipping procurement processes: the consequences don’t appear immediately. At first, it seems like a victory - you’ve avoided the "hassle" of formalities and made a quick decision. But that decision is like a stone thrown into a calm lake. The ripples spread, growing larger and larger, until they’re impossible to ignore.
It’s not just about late deliveries or incorrect orders, though those are bad enough. It’s about the erosion of trust both internally and externally. When suppliers feel blindsided because their expectations weren’t managed, it damages the relationship. When stakeholders feel let down because the quick solution didn’t pan out, it reinforces their skepticism about procurement’s role. And when the organization ends up spending weeks or months fixing preventable mistakes, everyone suffers.
For me, the hardest part is watching how often we repeat the same mistakes. I know the perception some people have of procurement: we’re the roadblock, the bureaucratic hurdle, the ones who slow everything down. But that perception couldn’t be further from the truth. We’re not here to complicate things - we’re here to protect the organization. To anticipate risks before they become problems. To ensure that what you get is exactly what you need, when you need it, at the best possible value.
Yet, explaining this to someone under pressure to meet a deadline can feel like shouting into the wind.
I’ve learned that the key isn’t just telling people why the process matters - it’s showing them. I’ve started keeping a mental catalog of every project where skipping the process caused a problem. Not to say, “I told you so,” but to use those stories as lessons for the future.
Here’s what I wish stakeholders knew: procurement is your ally, not your adversary. When I push back on cutting corners, it’s not because I don’t care about your deadline. It’s because I care about the outcome. I want your project to succeed as much as you do - probably more, because I know what failure looks like. I’ve sat in those endless escalation meetings, listened to the frustration in everyone’s voices, and felt the weight of trying to salvage a situation that never needed to happen in the first place.
And here’s the irony: the time we spend fixing problems caused by skipping the process is almost always longer than the time it would have taken to follow the process in the first place. So while I understand the pressure to deliver quickly, I also know that true efficiency comes from doing it right, not rushing to get it done.
This isn’t just a professional issue for me; it’s a deeply personal one. I take pride in what procurement can achieve when it’s done well. I’ve seen how the right processes can turn suppliers into strategic partners, reduce risks, and create value that extends far beyond a single project. And I’ve seen how the absence of those processes can cause chaos, frustration, and unnecessary expense.
If you’re a stakeholder reading this, I have one request: trust your procurement team. Let us guide you through the process, even if it feels slower than you’d like. I promise you, the time we spend upfront will save us all countless headaches down the road.
And if you’re a fellow procurement professional, I’d love to hear your experiences. How do you navigate this push-and-pull with stakeholders? How do you convince them to see the bigger picture? Let’s share stories, because maybe together we can start changing how procurement is perceived—not as a hurdle, but as the bridge to success.
Great article!