Procurement professionals and departments are at risk of being left behind—or even made redundant—if they do not shift from a process-focused role to a more strategic one.
Paul Alexander, who recently left his position as Head of Procurement for Europe and the Middle East at British Airways (BA) to become a lecturer at the University of Portsmouth, stated that many processes have now been systematized and no longer require human intervention to function.
He added, “We need to talk about receiving procurement proposals without following the standard procurement process, which we sometimes accept even though it’s not the proper approach.”
Alexander believes that although managers handling purchase orders, invoices, and inventory are at risk of being left behind, there are also many emerging opportunities.
He noted that consulting firms in the 1990s emphasized strict adherence to procurement processes, but technology has changed the landscape.
Alexander predicts that questions about the role of procurement will intensify soon: will procurement professionals be relied upon solely for transactional tasks, or will they influence the organization to gain competitive advantage? He believes this is possible—and desirable—but it is still uncommon. The old notion of procurement as “a necessary evil that you cannot refuse but cannot agree to either” still lingers.
In his new role teaching procurement, supply chain, and operations management, Alexander sees an opportunity to bridge the gap between academia and industry.
He points out that organizational structure, supplier relationships, supply chain management, sourcing, negotiation, and operations management remain the pillars of procurement and supply chain management. However, the boundaries between these areas are becoming increasingly blurred.
Capabilities and organizational design are evolving rapidly, creating gaps and challenges—areas where education can make a meaningful difference.
He emphasizes that interpersonal skills—such as listening and collaboration—are essential in procurement. While traditional transactional roles remain necessary, organizations should not focus solely on them. “Simply put, your ability to interact with others and to secure better deals is diminishing in importance. What matters is knowing when to collaborate and when to negotiate,” he said.
Alexander, formerly Head of Procurement at British Airways, reflected that a key lesson from his industry career is the importance of inspiring and motivated teams.
“Most procurement personnel operate under predefined systems and processes designed to serve a purpose. But if you can rise above that, it is highly beneficial,” he concluded.
