Suspensión y Dirección (SYD)

When I had the opportunity to form my first procurement team, I was convinced that I should focus on having flexible and creative generalists.

What was my main argument? They have a broader perspective, not only of processes, policies and strategies, but they also possess well-developed negotiation skills and know how to manage relationships, both external (suppliers) and internal (end users). For this profile, it is easy to maintain a global view of the procurement process.

Through my experience working in customer service, I discovered that, depending on the team members’ backgrounds, their contributions can become innovative and disruptive. The only small issue is that, without technical knowledge in specific areas such as technology, construction, logistics or industry regulations, managing projects becomes complex, as they are unable to review technical specifications, risks and opportunities within specific procurement categories.

That was when I began to question my decision and started analyzing the advantages of integrating specialists without being radical and completely changing the model. Ultimately, after finding the right balance, today I can say that I managed to build a well-balanced and proactive team.

The advantage of specialists is that they can challenge a project from a technical knowledge standpoint, and it is also much easier for them to communicate user needs to different suppliers. On the other hand, generalists are creative and have the ability to view multiple projects across diverse areas with objectivity and openness.

 ​A procurement leader must align diverse team strengths through clear roles, targeted training, and strong communication, building a collaborative culture that adapts to changing market demands. 

By combining both profiles, significant benefits are achieved, as their skills complement each other. While generalists facilitate comprehensive management, specialists contribute key expertise, resulting in a balance that supports efficient and well-informed decision-making. Response times are reduced, which naturally contributes to achieving KPIs, and collaboration and teamwork are strengthened.

This may sound like the perfect formula, but this balance also comes with challenges.

One very important challenge is communication and mutual understanding. It may seem as though they speak different languages, and contrasting approaches can lead to misunderstandings. Therefore, promoting effective communication is essential. Another challenge is managing roles and responsibilities, providing clarity around each team member’s functions and expectations. As mentioned earlier, it is also necessary to foster a culture of collaboration, where everyone feels valued for the contributions they bring to different projects from their own perspective.

To conclude, I must add that, from my point of view, the leader of a procurement team should have a generalist approach, as they are responsible for the overall strategy and coordination of activities. They must integrate different profiles and establish appropriate training programs for each team member, helping them professionally adapt to the dynamic demands of the market. The key to success lies in effective role management, communication and a culture of collaboration.