From Pens to Strategy: Why Procurement is No Longer Just About Savings

Once seen as a tactical, back-office function, procurement is now undergoing a massive transformation, and Kevin Giblin is here on our recent edition of The Never-Ending Climb to tell us why. In a world rocked by global disruptions, changing business models, and rising expectations, procurement has moved far beyond placing purchase orders. It has evolved into a dynamic, value-creating force that touches everything from supplier strategy to corporate finance. If you still think procurement is about buying pens, buckle up. You're about to rethink everything.

Procurement’s Identity Crisis (and Opportunity)

Kevin opened with a truth every procurement leader knows too well: most people outside the field don’t really understand what procurement is. At dinner parties, it’s the one role that draws blank stares. But therein lies the opportunity. As Kevin explains, procurement is a career that combines finance, negotiation, marketing, relationship management, data analytics, and even creative writing. It’s an ever-evolving, interdisciplinary space that offers excitement and impact, especially as the business world changes.

Where procurement once functioned primarily as a cost-control mechanism, it is now becoming a strategic engine. It’s no longer just about driving savings. It’s about driving value. Kevin predicts that the Chief Procurement Officer (CPO) title may eventually give way to Chief Value Officer. It’s not far-fetched. Today’s procurement professionals are tasked with supply assurance, risk mitigation, digital innovation, and even AI integration.

From Reactive Buyer to Strategic Partner

One of Kevin’s most powerful insights is that procurement professionals need to stop thinking like purchasing agents and start thinking like strategic business partners. Especially when facing single-source suppliers, value creation doesn’t come from squeezing prices. It comes from seeing the bigger picture.

Kevin compares the mindset to that of billiards legend Willie Mosconi: always think three shots ahead. In procurement terms, this means asking: What happens after this deal? How does this contract position us for the next opportunity? Can this supplier become a strategic asset beyond just this transaction? It’s about optimization, not just acquisition.

In fact, Kevin takes this concept so seriously he coined an acronym for SOURCING:

Strategic

Optimization

Understanding

Researching

Collaborating

Innovation

Negotiating for

Gain share

This redefinition of sourcing is a rallying cry for procurement professionals who want to lead, not follow.

Speaking the Right Language

Another overlooked but critical insight: metrics matter, but only when they matter to your audience. Kevin warns against the classic procurement trap of presenting internal KPIs like spend under management or supplier rationalization to external stakeholders who couldn’t care less.

Instead, tailor your metrics:

• For Finance: Talk about extended payment terms, cash flow optimization, and AP backlog reduction.

• For Sales: Highlight cycle time reduction and speed-to-market wins from more efficient RFP processes.

• For Executives: Frame procurement’s impact in terms of revenue enablement, risk mitigation, and strategic agility.

And beyond numbers, watch your language. Procurement has a habit of speaking in acronyms, NDA, MSA, SOW, KPI, and SLA, which can alienate internal partners. Kevin’s advice? Drop the jargon. Speak like a business partner, not a policy enforcer.

Leadership as a Legacy

Kevin’s own story into procurement is one of curiosity, luck, and adaptability. Offered three roles, records management, facilities, or purchasing, he chose purchasing on a hunch that it held the most opportunity for growth. That decision, made in a single moment, launched a career that now inspires the next generation.

Today, Kevin leads with that same spirit of mentorship. His advice to procurement leaders? Share your lived experiences. The most valuable lessons aren't in textbooks—they’re in the stories of real negotiations, failed projects, and strategic pivots.

Procurement Isn’t Just a Function 

It’s a capability that can define an organization’s ability to respond, adapt, and grow. As Kevin makes clear, those who embrace a strategic mindset, speak in business terms, and think three moves ahead are the ones who will shape the future of procurement.

It’s not about what you’re buying today. It’s about the value you create tomorrow.