Is Procurement the "Department of No"?

Ever feel like procurement is seen as the “Department of No”? Or that folks just try to bypass us to “move faster”?

It’s a common perception, and while we’re often quick to connect non-compliance with fraud, the reality is far more nuanced. Not every workaround is malicious. Often it’s a symptom of deeper issues.

The Serious Fraud Office (SFO) recently released an updated guide, “Procurement fraud and corruption risk,” which is a fantastic resource for understanding and mitigating deliberate misconduct. It clearly outlines various fraud schemes and robust countermeasures.

But here’s the thing: focusing only on stricter controls can be like putting another band-aid over the top of an old wound. More band-aids rarely, if ever, fix underlying problems.

So, how do we shift this?

Build Bridges, Not Checkpoints

My experience has shown that when procurement focuses on understanding what truly keeps our stakeholders up at night, and when we speak their language about business outcomes (not just procurement jargon), we earn trust.

This shift enhances our reputation and encourages engagement, which, in turn, naturally improves process probity. It’s about being a solution partner, not just a process guardian.

Leverage Smart Controls and Strong Relationships

While robust controls are absolutely essential for preventing fraud, we need to consider where our effort is best invested. Could some of that energy be redirected into proactive relationship management and genuine stakeholder engagement?

When we demonstrate our value by understanding the “why” behind urgency and delivering transactional excellence consistently, we build the credibility needed for more strategic influence.

Final Thoughts

Ultimately, procurement should never (EVER!!) be just about policing; it’s about enabling. We need to create an environment where our value is so clear, stakeholders want us at the table.