It was the end of another week - an intense one, to say the least. I had spent the week progressing tenders, processing contractual documentation, attending supplier meetings, and developing new templates to streamline approval processes. I was determined to close out all my targets well before the end of the year. As I waddled towards the car park, pleased with my progress for the day and optimistic that I could accomplish everything I needed to before my extended leave, I f

I remember leading a procurement exercise that involved multiple suppliers, tight deadlines and pages upon pages of tender documents. A supplier had another question. A stakeholder wanted to change a requirement. Someone needed clarification on the evaluation criteria. Another email landed with ‘URGENT’ in the subject line. You know those procurement exercises where your inbox starts to feel like a second project management system? For a moment, it felt like the entire proc

I remember wrapping up a busy week filled with supplier calls, purchase orders and follow-up meetings. There were no major contract signings, no record-breaking cost savings and no special awards to celebrate. But as I reflected on the week, I realized something important. A supplier delivered ahead of schedule because we had built a strong working relationship. A potential issue was identified early and resolved before it disrupted operations. An internal stakeholder

I remember working on a sourcing decision where we had scaled down to two suppliers who both seemed ideal for the job. One offered the lowest price, while the other; although slightly higher priced, showcased a much stronger commitment to ethical sourcing and environmentally responsible practices. At first, choosing the cheaper option felt like the obvious decision. After all, procurement is often measured by cost savings. But I paused and asked myself: Is procurement o

A few years ago, I worked with a supplier who was known for delivering quality products. Everything went smoothly until one unexpected challenge disrupted our supply schedule. At first, I was worried. Deadlines were approaching, and finding a new supplier at such short notice would have been difficult. Instead of immediately escalating the issue or threatening penalties, I picked up the phone and had an honest conversation with the supplier. We discussed the problem openl

Many supply chains only look ‘organized’ on the surface. Orders are placed, suppliers respond and deliveries eventually arrive. But the moment something goes wrong, everything becomes unclear: Where is the delay coming from? Who is responsible? What is the real impact? I’ve been in situations where we only discovered a supply issue after it had already affected operations. That’s when I learned a hard truth, if you don’t have visibility, you’re not really in control.

The internet was at it again, the story about UBA Chairman and whether or not our ‘elder’ colleagues should be addressed by first names. It brought back memories of my experience about twenty years ago, when I returned to Lagos from the UK to commence work at a multinational organisation. One where company culture allowed us call each other by first name. Well, that was a practice I was already used to, coming from UK corporate life. I was excited, hopeful and eager to get ri

No one becomes a strong negotiator without making a few mistakes along the way. I’ve had my fair share of moments where I walked out of a negotiation thinking, “That could have gone better.” The truth is, negotiation is one of those skills you refine in real time. And sometimes, your biggest lessons come from what didn’t work. Understanding the Learning Curve Early in my procurement journey, I assumed negotiation was mainly about getting the best price. Over time, I r

Let’s be honest, procurement can sometimes feel like it’s operating in its own world: managing suppliers, chasing approvals and negotiating contracts. But here’s the problem, if procurement isn’t aligned with the broader business goals, it becomes reactive instead of strategic. I’ve seen situations where procurement delivers ‘good deals’, but those deals don’t actually move the business forward. That’s when I realized alignment is not optional, it’s everything. Unders

There are decisions in procurement that stay with you not because they were difficult to execute, but because of what they represent. One of those moments for me was the day I had to reject a supplier I had worked with for years. Not a new vendor. Not an unknown contact. A long-standing partner who had been part of our supply chain for a significant period. It wasn’t an easy decision. And it definitely wasn’t an emotional one. It was a reminder that in procurement, re