As Deputy Director of Procurement at the British High Commission in Pretoria, Ian Robertson brings a grounded, proactive approach to procurement, one shaped by his extensive public sector experience across the African continent. In this Executive Insight, Ian shares how agility has become a cornerstone of his procurement philosophy, enabling him and his teams to navigate complex geopolitical events, supply chain disruptions, and regulatory constraints. From building resilient supplier partnerships to leveraging technology and scenario planning, Ian outlines how procurement must evolve from a transactional function to a strategic, forward thinking force within the organisation, especially in a world where change is constant and pressure is high.
How do you adapt your procurement strategies to respond to changing market conditions?
To adapt to changing market conditions, I focus on three main areas that are directly influenced by the ever evolving landscape:
- Build Strategic Relationships: Strengthening partnerships with key suppliers and fostering collaborative relationships helps create resilience in uncertain times.
- Risk Management: Developing a strict and robust risk management plan, including scenario planning for disruptions or regional instability, offers a proactive way to respond to potential events.
- Technology and AI: There are excellent tools available today that address the risks associated with market and supply chain uncertainty. By integrating these technologies into the procurement lifecycle, we can manage these risks more effectively.
Ultimately, there are many strategies that can be implemented within a procurement function to respond to changing conditions. The key is to identify the factors most relevant to your organisation and operating environment.
How has agility helped you overcome supply chain disruptions?
Very early in my procurement career, I learned that agility is the key to success in this field. If you’re not able to be agile, especially when facing challenges like supply chain disruptions, you won’t succeed.
The key to agility is putting yourself and your organisation in a proactive state, rather than reacting after the fact. This helps create a resilient supply chain.
Agility has enabled me and my teams to continuously adapt, overcome obstacles, and support the organisation even in the most turbulent times. It has also given me the opportunity to demonstrate that procurement is no longer a backroom function, but a key player and strategic contributor within the organisation.
What strategies do you use to maintain flexibility while ensuring cost effectiveness?
This is a balancing act that requires careful planning, adaptive strategies, and continuous monitoring.
Some strategies I like to incorporate into my teams include:
- Strong Negotiation – Having an effective negotiation strategy, led by a well equipped team, provides the organisation with a leveraged approach to procurement. This ensures not only cost savings but also favourable contractual terms that benefit both the supplier and the business.
- Inventory Management – Implementing an agile inventory system allows for quick adjustments based on changing circumstances. Techniques like Just in Time (JIT) or Just in Case (JIC) can be applied depending on the environment.
- Technology and AI – I consistently champion the use of technology and AI in procurement strategies, as they are integral to the function. The right software helps create not only an efficient and effective supply chain, but also a resilient one.
- Strategic Sourcing – Continuously reviewing and refining sourcing strategies is vital. This includes shifting focus from list prices to a Total Cost of Ownership (TCO) model to gain a more comprehensive view of value.
There are many strategies that can be used, and others are often integrated into this model to adapt to evolving environments. The key is to continuously monitor performance and remain flexible, adjusting as needed to maintain a balance between cost effectiveness and operational agility.
How do you balance agility with long term supplier relationships?
The key is to encourage and foster strong partnerships that are both flexible and stable relationships in which both parties feel the arrangement positively supports their business.
Some elements I incorporate into strategic supplier relationships include:
- Regular Communication – Meeting regularly with suppliers and maintaining transparency helps them understand the changing needs and challenges our organisation is facing. This open dialogue encourages quicker adaptations and reduces the risk of misunderstandings.
- Flexible Contract Terms – During negotiations, I advocate for contracts that include mutually beneficial flexibility, such as provisions for price renegotiations, volume adjustments, or modified KPIs. A well structured contract offers stability while allowing room for change when needed.
- Collaborative, Not Transactional, Relationships – Building collaborative relationships rather than purely transactional ones allows both parties to identify issues early and jointly develop solutions. This makes it easier to respond to market shifts and evolving requirements.
By applying these strategies, we can remain agile and responsive to market changes while maintaining and strengthening long term strategic partnerships.
Can you share an example of how procurement agility helped your organisation?
Procurement agility has been instrumental in helping various organisations I’ve had the privilege to work with. It has allowed me to navigate challenges and seize opportunities in an ever changing market environment.
In my current role with the Foreign, Commonwealth & Development Office (FCDO), where I am responsible for procurement across the African continent, agility has been crucial. While public sector procurement is governed by strict and often rigid regulations, applying procurement agility, within those regulatory frameworks and using the strategies I’ve mentioned previously, has enabled our team to successfully navigate several complex supply chain disruptions over the past few months.
Examples include the Red Sea crisis, conflict zones in the Democratic Republic of Congo, the Mozambique election crisis, and the impact of various cyclones. These were highly unique and challenging situations that required maintaining supply continuity and cost effectiveness during a period of budget constraints.
If we had not embraced an agile approach and proactively managed these risks, we would not have been able to support or deliver in these critical and fast evolving scenarios.
