The 12 Biggest Mistakes I Made in Procurement (So You Don’t Have To)

I still remember the day I found out my nickname at a previous company was "The Assassin."

My colleague who'd recruited me had used it as a compliment when recommending me for the role: "You gotta hire this guy. He's an assassin."

On one level, I thought it was kind of cool, who doesn't want to be seen as effective? Plus, it probably resonated with the finance team, who really needed to cut costs. But I quickly realized I needed to distance myself from that reputation. Can you imagine being a supplier hopping on a call with someone nicknamed "The Assassin"? They'd immediately be defensive, cards held close to their chest, negotiations dragged out.

And my internal stakeholders? "I don't want an assassin talking to my partners."

That experience taught me something crucial about procurement leadership that I wish I'd known from day one:

Your value needs to align with what your stakeholders actually need—not what you assume they need.

So in that spirit, this is me coming clean. These are the biggest mistakes I’ve made over the years. What they cost me, what they taught me, and how you can skip the painful part and start with the good stuff.

Mistake #1: Assuming Cost Savings Is Everyone's Top Priority

When I left Honeywell for Qualtrics in 2017, I brought with me the mindset that the best way I could deliver value was by cutting costs. My mindset was: "If I save them money, they’ll love me."

Wrong.

This was 2017. Money was free. Money was cheap. While stakeholders vaguely nodded that savings were "a good thing," it wasn't their top priority. Nobody had a budget problem. They had outcome problems

The mistake wasn't focusing on cost savings, sometimes that is exactly what stakeholders need. The mistake was assuming I knew what was important to them without actually asking.

Here's what I learned: If you want adoption and buy-in, your value proposition must align with your stakeholders' actual needs. And those needs vary wildly:

• Sometimes they need speed: "I need this by Friday." If you respond with, "Whoa, hold on, we need to do an RFP and look at three providers," you've just guaranteed they'll try to bypass you next time.
• Sometimes they need performance over savings: "I'd rather spend more and increase my odds of hitting that goal than save 20% and put everything at risk."
• Sometimes they simply need help getting the supplier they’ve already decided on, without pish back 
• Sometimes, yes, they do need savings: "I only have X budget and need to do five things with it."

The fix: Start every stakeholder relationship with: "What's important to you? What are your goals?" Then align your value with their needs. Some of this can be done proactively as well - “I see you have a goal of X, how is supplier Y performing against that goal?” 

I also highly recommend checking out this post from Tanya Wade that talks through some scripts on how to respond to different stakeholder needs. 

Mistake #2: Trying to Do Everything at Once

Another painful lesson I learned early on was feeling like I had to touch everything. I needed to do it all. With limited resources, this approach sets you up for failure.

Either you drop balls and your stakeholders suffer, or you work insane hours that aren't sustainable. Neither is a good outcome.

At the time, I believed procurement had to touch every purchase directly. I was trying to prove value, offer great service, and maintain influence.

The results? Mixed at best.

Why? It’s simply not scalable. And honestly, sometimes we made things worse—adding complexity to what should’ve been a quick, simple transaction.

Here’s where I’ve landed:

• Procurement should manage ALL spend. (Yep, even the small stuff.)
• But that doesn’t mean procurement needs to touch every transaction.

Managing spend doesn’t require handholding every decision. It means ensuring every dollar flows through a standardized, compliant, and value-driven process—one that flexes based on risk and complexity.

When jumping into a role where procurement hasn't existed before (or when you're in finance taking on procurement responsibilities), you don't need to boil the ocean all at once.

The Fix: Ruthless prioritization + smart orchestration.

• Make it crystal clear which is which.
• Focus on high-impact suppliers, upcoming renewals, and where the business needs help now (a tech stack analysis can help you prioritize here).
• Balance listening with actual work. Don’t just go on “listening tours”—mix in real projects to see how things actually operate.
• Design scalable processes where appropriate:
  • Some purchases can flow through automated, self-serve channels without your direct involvement.
  • Others will require your hands-on attention.

With the right orchestration layer (like Tropic), all spend flows through a consistent intake, automated where it can be, strategic where it should be.

You’re better off doing five things well than failing at 50.

And when procurement leads the process (not just the paperwork), you stay lean, smart, and impactful.

Mistake #3: Believing That People Will Work With You Just Because You Exist

One of my earliest procurement roles started with an announcement: "I'm here!" I expected my calendar to immediately fill up. It didn't.

This led to that reactive frustration many procurement people feel: "Why aren't they working with me? I made this announcement!"

People aren’t going to flood your inbox with requests just because you dropped into Slack.

You’ve got to earn that pull. And it will come. A couple years later, that pull did exist. And that's what helped me justify increased headcount.  

The fix: Make your presence known, but position yourself as a resource, not as "the new sheriff in town." Instead of declaring "Here's the new law of the land. Everything's falling through me," try "I'm here as a resource. We're going to figure things out. If you need support, here's how I can help." 

Then supplement that soft launch with your own research. "Hey, I see X supplier is coming up for renewal in 90 days. I know that some companies use competitor Y.  I'd love to ensure we have the best solution in place for your needs, let's grab some time to talk about a good strategy to help you achieve your goals."

Don't wait for people to come to you.

Mistake #4: Showing Up Unprepared to Stakeholder Meetings

I hate showing up to meetings uninformed, especially when I could have gotten the information myself. Before your first meetings with stakeholders, do your homework:

The fix:

• Get a spend report from finance
• Research suppliers in key categories
• Understand competitive landscapes

When you sit down with marketing and they mention a vendor, you won't say "I've never heard of them." Instead, you'll say, "Oh yeah, I know them. How's that relationship going? By the way, have you considered this alternative that other companies are using?"

Suddenly you're walking out with action items and projects that deliver real value. When you help stakeholders solve actual problems—like replacing an underperforming supplier—they'll see you as a valuable resource rather than red tape.

But, I’ll also refer you to mistake #1. Show up prepared, not presumptuous. Pull the spend data, research the vendors, come up with ideas—but then shut up and listen. Let the stakeholder paint the picture before jumping in. 

This doesn’t need to be a time suck on your end. Using the right tools, like Tropic, which harnesses AI and unrivaled, proactive supplier intelligence, you have this information in minutes - if not less. 

Mistake #5: Focusing Only on Price, Not Total Cost or Risk 

Perhaps my most painful lesson came from over-emphasizing price and neglecting risk assessment. It's like driving without a seatbelt—99% of the time, you'll "get away with it." But when that accident happens...

When you've cut corners on due diligence or on implementation, support, SLAs, and flexibility for the “lowest-cost provider,” to hit savings targets  and then things go sideways, the business impact can be devastating:

• You can't exit a poorly-performing supplier because the contract is inadequate
• The business isn't seeing results because you chose the cheapest option
• You end up costing the business far more than you "saved"

The fix: Always maintain a holistic procurement approach. Look at the total cost of ownership.  Ensure you have clear decision criteria and don't put your own goals above business objectives. Goals should never just be savings based. It should include CSAT and involve choosing the best supplier for your business. 

And always look at the total cost of ownership. That includes internal admin burden, support, training, renewal uplifts, and how easily you can exit. A cheap tool that no one uses—or that slows the business down—isn’t a good deal.

Remember that procurement's purpose isn't just saving money, it's enabling the business to achieve its goals while managing risk appropriately.

Mistake #6: Not Using Data 

This one's personal. A procurement teammate once negotiated what we thought was a "great" deal—12% off.

But the finance leader pushed back: "Is that good? Feels low."

But, without data, she couldn't confidently answer. She felt frustrated and underappreciated. The business felt skeptical.

This happens all the time in procurement. We work hard, land solid outcomes, and expect that to speak for itself.

Without clear justification, even great deals can fall flat. It’s not just about savings, it’s about how you frame the value.

You might think you’re delivering something amazing. But if your stakeholder doesn’t know what good looks like, they’ll hesitate

They’ll ask for more. Or worse, they’ll walk away unimpressed.

That’s where the Justification Framework comes in.

I started using it a couple years ago. And since then, my deals get approved faster, with fewer questions—and way more appreciation.

It’s not complicated. It’s just giving people what they need to say yes with confidence.

The fix: Implement the Justification Framework. Don’t just submit savings. Submit the story. Use benchmarks, supplier intel, and category insights to pre-answer the inevitable questions. Think through what other stakeholders need to say yes to this. 

When you do deliver savings, frame it in context.

Instead of: “We saved 12%.”

Say: “We achieved 12% savings vs. an 8% industry benchmark. That’s 50% better than average.”

That small shift changes everything.The conversation moves from “is this good enough?” to “this is a smart move.” When everyone’s aligned on the why, approvals move faster, trust deepens, and procurement’s value becomes obvious.

That’s not spin. That’s strategic clarity.

And clarity wins.

Mistake #7: Mismanaging Your Perception and Reputation

The "assassin" story I shared earlier isn't just an amusing anecdote—it represents a critical mistake that many procurement leaders make: not actively managing how you're perceived by both stakeholders and suppliers.

While my colleague meant it as a compliment, I quickly recognized that this reputation would damage my effectiveness. If stakeholders see you as a deal-killer or a roadblock, they'll work around you. If suppliers see you as adversarial, they'll hold back their best ideas and most creative solutions.

The fix: Be intentional about the reputation you're building. If you inherit a negative perception of procurement (the "policy police" or "deal killers"), acknowledge it directly: "I understand procurement has been seen as X in the past, but that's not my approach." 

Then demonstrate through your actions what your actual approach is. Your reputation - which we want to be akin to “strategic partner that helps stakeholders achieve their goal,” is built on how you show up every day, not what you claim to be.

Mistake #8: Showing Up Too Late in the Renewal Cycle

You know what kills leverage? Time pressure. If you start a sourcing event 10 days before renewal, it's already too late. I've been there, scrambling last-minute with a vendor who knows exactly what position you're in. Their response? "Sorry, the best we can do is a 3% increase."

Most procurement professionals have felt that sinking feeling when a stakeholder drops a renewal on your desk with: "This needs to be done by next week." Your leverage evaporates, your options narrow, and your ability to deliver meaningful value plummets.

The fix: Build a renewal calendar. Track what's 90, 120, even 180 days out. Start conversations early, not just with vendors, but internally too. That's where real leverage (and optionality) lives.

Early engagement lets you:

• Assess the current relationship objectively
• Research alternatives without time pressure
• Understand changing business requirements
• Approach vendors from a position of strength

One of my biggest wins came from starting a renewal conversation six months early. We discovered the business's needs had evolved substantially, completely reshaped our approach, and ended up with a solution that was both 25% less expensive for TCO and significantly better aligned with our current strategy.

Mistake #9: Failing to Demonstrate Strategic Value Beyond Savings

When economic conditions shift from cost-cutting to growth mode, procurement leaders who have only demonstrated value through savings find themselves suddenly vulnerable.

If you're viewed as a "one-trick pony" who only delivers cost reduction, the organization may question your relevance when priorities shift toward growth and innovation.

The fix: Show that you're not just about savings. Demonstrate how procurement enables strategic initiatives:

• "You want to spend money? Great, let me help you do that fast, but efficiently and effectively."
• "You need this vendor onboarded quickly? I'll make that happen while ensuring we're protected."
• "You're evaluating solutions? Here's market intelligence on what similar companies are using."

The best procurement professionals can help the business have its cake and eat it too, delivering both cost optimization and strategic value.

Mistake #10: Not Evolving as Business Priorities Change

This is a cousin to mistake #7. Between 2022-2024, procurement had its moment in the spotlight during cost-cutting initiatives. CFOs wanted us. Stakeholders with shrinking budgets needed us.

But as companies shift back toward growth mode (maybe), procurement leaders who don't evolve risk becoming irrelevant or being seen as obstacles to progress.

The fix: Be attentive to shifting business priorities and be ready to pivot your approach. When the business is focused on growth, frame procurement's value in terms of enabling that growth—faster supplier onboarding, market intelligence that informs better decisions, adoption of new technologies like AI, risk mitigation that protects new initiatives. Remember that savings can be reinvested into the business to fuel growth, not just improve the P&L.

Mistake #11: Not Aligning Procurement Strategy with Company Growth Stage

This one is a mistake I’ve seen companies make in general. 

They view procurement as binary - either you have no procurement function or you have a full in-house procurement team. This ignores the spectrum of solutions available.

It's fascinating how companies invest early in product and go-to-market teams (which is appropriate), but often wait too long to invest in managing how that money is spent. It's like high-earning individuals who end up in financial trouble because nobody's watching where the money goes.

The fix: The question isn't whether you need procurement—it's what kind of procurement solution is right for your current company stage. 

This might be a part-time resource, a procurement tool, or a full team with sophisticated systems. If your company is spending millions of dollars, you're probably already past the point where some procurement solution would deliver positive ROI.

Remember: Early-stage procurement implementation builds good "muscle memory" in the organization, avoiding the massive change management exercise you'll face if you wait too long.

And, you must, must, must evolve the process over time. Your first procurement strategy should never be your last. 

Mistake #12: Not Embracing AI and Automation

This is the mistake people are about to make. And I guarantee, in three years, if not less, it’ll be the one that separates those who evolved from those who got replaced.

Both suppliers and stakeholders are increasingly using sophisticated tools powered by AI and automation. Procurement leaders who stick with manual processes and approaches will find themselves outmatched and overwhelmed.

The fix: The most successful procurement leaders are already using AI to:

• Generate meeting summaries from call recordings
• Quickly check documents against standard preferences
• Research suppliers and competitive landscapes
• Reverse-engineer sales tactics to level the playing field

Start small. Pick a process and ask, “Can AI reduce friction here?” Then build from there. This isn’t about replacing your brain. It’s about freeing it up for real strategy and making you more effective. 

Final Thought: Mistakes Build Momentum, If You Let Them 

The procurement function has evolved far beyond its "cost assassin" roots. The most valuable procurement leaders today aren't just focused on extracting the last penny of savings, they're strategic partners who enable their organizations to achieve business objectives while managing risk and optimizing resources.

So here's my challenge to other procurement professionals: 

• What mistakes have you made that transformed your approach? 
• What hard-earned lessons would you share with someone just starting their procurement leadership journey?

Because in my experience, our mistakes make the best content, and ultimately build the most credibility.