Becoming a Director of Procurement in Local Government: What You Need to Know, Think About, and Avoid

Procurement in local government has evolved significantly over the past decade. It is no longer a back-office function focused solely on purchasing goods and services at the lowest possible price. Today, procurement is a strategic enabler of public service delivery, a driver of innovation, and a key contributor to achieving broader organisational goals such as social value, sustainability, and economic development. For those aspiring to become a Director of Procurement, it is essential to recognise that the journey is not just about acquiring technical knowledge or mastering procurement regulations. It is equally about developing the mindset of a strategic leader someone who can influence across departments, engage meaningfully with suppliers, and align procurement activity with the council’s political and corporate priorities.

This role demands a deep understanding of governance, risk, and compliance, but also the ability to lead change, inspire teams, and deliver outcomes that matter to communities. It requires a blend of commercial acumen, emotional intelligence, and political awareness. The most successful procurement leaders are those who can translate complex challenges into clear strategies, build trust with stakeholders, and create a culture of continuous improvement.

In short, becoming a Director of Procurement is about stepping into a role that is as much about leadership and vision as it is about process and policy. It is about knowing what good looks like, thinking critically from day one, and avoiding the common pitfalls that can undermine credibility and impact.

What You Need to Know to Be Ready

Stepping into the role of Director of Procurement within a local authority requires more than a solid grasp of procurement regulations. It demands a well-rounded blend of technical expertise, strategic foresight, and interpersonal capability. You are not simply overseeing purchasing decisions you are shaping how public money is spent, how services are delivered, and how your council engages with the market to achieve its wider goals. According to the Procurement Act: The Changing Workforce report, jointly published by Local Partnerships and Michael Page, the expectations placed on procurement professionals have shifted dramatically. The modern procurement leader must be equipped to:

• Engage strategically with the market, understanding supplier dynamics and fostering innovation.

• Manage contracts and stakeholders effectively, ensuring that relationships are productive and outcomes are delivered.

• Negotiate and collaborate across departments, balancing commercial rigour with service needs.

• Lead projects and drive change, often in complex and politically sensitive environments.

• Communicate clearly and adapt to different audiences, from elected members to suppliers and service users.

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These competencies are not optional they are now considered essential across all levels of procurement, and particularly critical at the leadership level.

As Gareth Rhys Williams, the Government’s Chief Commercial Officer, aptly stated:

“Managing contracts well is vital in order to deliver the outcomes that citizens and ministers expect. No contract manages itself.”

This quote underscores a fundamental truth: procurement is not a passive function. It requires active oversight, continuous improvement, and a commitment to delivering public value. Directors of Procurement must be prepared to lead from the front, champion best practice, and ensure that procurement is recognised as a strategic asset within their organisation.

What to Think About on Day One

Your first day as a Director of Procurement is not just a formality it is a critical moment to establish your leadership style, set expectations, and begin shaping the strategic direction of the function. The choices you make early on will influence how your team, stakeholders, and suppliers perceive your priorities and approach.

Understand the Strategic Landscape

Begin by immersing yourself in the broader policy and legislative environment. The National Procurement Policy Statement (NPPS) and the Procurement Act 2023, which came into force in February 2025, are foundational documents that outline the government’s expectations for public procurement. These frameworks emphasise the importance of aligning procurement activity with national priorities such as driving economic growth, delivering social value, achieving net zero carbon emissions, and ensuring transparency in decision-making. Understanding these priorities is not just about compliance it is about positioning procurement as a strategic lever for delivering the council’s corporate objectives. You should be asking: how can procurement support regeneration, improve outcomes for residents, and contribute to financial sustainability?

Assess Your Team and Capabilities

Next, take stock of your team. What skills do they currently possess, and where are the gaps? Are they confident navigating the new procedures introduced by the Procurement Act, such as competitive flexible procedures and open frameworks? Do they understand how to engage the market early and shape specifications collaboratively? This is the time to identify training needs, consider succession planning, and ensure that your team is equipped not just for operational delivery but for strategic influence. A high-performing procurement team should be proactive, commercially aware, and capable of managing complex stakeholder relationships.

Engage Stakeholders Early

Procurement does not operate in isolation. Building strong relationships with key internal stakeholders such as finance, legal, service commissioners, and elected members is essential. These individuals will shape your priorities, challenge your decisions, and rely on your expertise to deliver value. Early engagement is about setting expectations. What does value for money mean in your council? How will risk be managed across contracts? What level of performance monitoring is required? By establishing a shared understanding from the outset, you can avoid misalignment and build trust.

Review Existing Contracts

Finally, take time to review the council’s major contracts. This is not just a technical exercise it is an opportunity to understand where money is being spent, what outcomes are being delivered, and where there may be opportunities for improvement. Look for contracts that are underperforming, nearing renewal, or ripe for renegotiation. Consider whether consolidation could deliver economies of scale, or whether alternative delivery models might offer better value. This initial review will help you identify quick wins and set the tone for a culture of continuous improvement.

What to Avoid

Even the most experienced procurement leaders can fall into traps that undermine their effectiveness and erode trust. As a new Director of Procurement, being aware of these common pitfalls and actively working to avoid them will help you establish credibility, deliver better outcomes, and build a resilient procurement function.

Insufficient Planning

One of the most frequent mistakes in public sector procurement is rushing into the process without a clear strategy. Whether driven by urgency, political pressure, or budget constraints, skipping the planning phase often leads to poor specifications, limited market engagement, and ultimately, suboptimal contracts. Robust planning should always begin with thorough market research, stakeholder consultation, and a clear understanding of the desired outcomes. Procurement should be seen as a strategic process, not a transactional one.

Ambiguous Contract Terms

Contracts that lack clarity are a breeding ground for disputes, delays, and cost overruns. Vague language around deliverables, timelines, or performance standards can leave both the council and the supplier exposed to risk. As Director, you must ensure that contracts are drafted with precision, include measurable outcomes, and contain enforceable terms. Legal teams should be engaged early, and contract management should be treated as a core discipline, not an afterthought.

Overlooking Risk Management

Procurement is inherently risky. From supply chain disruptions and inflationary pressures to reputational risks and compliance failures, the landscape is complex and constantly evolving. A proactive approach to risk management is essential. This means identifying risks early, embedding mitigation strategies into procurement plans, and ensuring that contract managers are equipped to monitor and respond to emerging issues. Risk registers should be living documents, not static checklists.

Focusing Only on Cost

While achieving value for money is a cornerstone of public procurement, it is a mistake to equate this solely with the lowest price. A narrow focus on cost can lead to poor quality, unsustainable delivery models, and missed opportunities for innovation. Instead, adopt a whole-life costing approach that considers long-term value, social impact, environmental sustainability, and service quality. Procurement decisions should reflect the council’s broader strategic objectives, not just its budget constraints.

Neglecting Innovation

Innovation in procurement is no longer a luxury it is a necessity. Councils are under increasing pressure to deliver better services with fewer resources, and suppliers often hold the key to new solutions. Yet many procurement functions remain risk-averse and overly prescriptive, stifling creativity. As Director, you should champion innovation procurement, encourage early market engagement, and create space for suppliers to propose alternative approaches. This requires a shift in culture, but the rewards in terms of improved outcomes and efficiency can be significant.

Why This Role Matters More Than Ever

Procurement is one of the most powerful tools available to local government and its importance is growing. In the 2024–25 financial year, public procurement accounted for approximately £434 billion in UK public sector spending. That represents nearly a third of all government expenditure, underscoring the scale and influence of procurement decisions on public services, infrastructure, and community outcomes. With the Procurement Act 2023 now in force, the spotlight on procurement leadership has intensified. The Act introduces new procedures, transparency requirements, and a stronger emphasis on delivering social value. It also places greater responsibility on councils to engage with the market in smarter, more flexible ways. For Directors of Procurement, this means not only understanding the legislation but leading its implementation in a way that drives meaningful change.

Yet, many procurement leaders feel underprepared. A recent survey revealed that only 28 per cent felt ready to meet the transparency demands of the new Act, while 32 per cent cited a lack of internal expertise as a major barrier to reform. These figures highlight a pressing need for leadership that is both knowledgeable and proactive leaders who can build capability, foster innovation, and embed procurement as a strategic function within their organisation. As Tarryn Kerr, Managing Director of Procurement Services at Commercial Services Group, rightly observes:

“Embedding a culture of transparency, collaboration and social value demands visible commitment from the top. Without it, procurement reform risks being seen as an operational task rather than an organisational priority.”

This is why the role of Director of Procurement matters more than ever. It is not just about managing contracts it is about shaping how public money is spent, how services are delivered, and how councils meet the evolving needs of their communities. It is a leadership role in every sense of the word.