In my years as a sourcing leader,  Sourcing Interest Group(SIG) Advisory Board Member and SIG University faculty member, I’ve witnessed a recurring challenge in our field: the tendency for some sourcing professionals to become obstacles rather than enablers of business success. This article aims to redefine the role of sourcing leaders and provide actionable strategies to become true business partners.

Throughout my career, I’ve had the opportunity to meet with numerous business and sourcing leaders. A salient point I consistently emphasize is the importance of not being “that person” in sourcing. “That person” is the sourcing leader who believes their value lies in creating numerous steps, signoffs, meetings, and obstacles for both their internal customers (the business) and the supplier community. While process is necessary and can be beneficial, it should always align with the overarching goal of driving business success.

To truly add value as a sourcing leader, we must align our processes with the needs of the business. Here’s how:

1. Flexible RFP Approach: The Request for Proposal (RFP) is undoubtedly a powerful tool for defining requirements and obtaining competitive bids. However, it’s not always the best solution, especially when time is of the essence. Be prepared to:
   • Simplify the RFP form for faster turnaround
   • Consider sole source negotiation when appropriate (leveraging available market data)
   • Explore alternatives like Request for Quote (RFQ) or auction models
2. Agility is Key: The central point is to be as agile as the business you support. Adapt your processes to meet varying timelines and requirements, ensuring that sourcing becomes an accelerator rather than a bottleneck.

Information security questionnaires are the best protections for your company and the worst exercise ever. I knew a company that would ask 150 questions of every supplier. I actually had some amazing suppliers tell me “No Thank You” because the process was so painful. It doesn’t have to be. We can ask 20 questions and allow that to determine what else is needed.  Most of the information is also available through their SOC 2 audit. So the lesson is to apply the rigor where needed, but that isn’t required for every situation! Consider this approach:

• Start with a concise, 20-question initial assessment
• Use the results to determine if further inquiries are necessary
• Leverage existing documentation, such as SOC 2 audits, to reduce redundancy
• Reserve in-depth questionnaires for high-risk or critical suppliers

By tailoring your approach, you can maintain security standards without alienating valuable suppliers or hindering business progress.

The essence of modern sourcing leadership is using your expertise and influence for the greater good of the business. Strive to be the person that business leaders call first for advice and partnership, not the one known for imposing burdensome forms, processes, and lengthy timelines.

Consider this: A sourcing process that takes 3-4 months and requires 80 signatures could be delaying an agreement that might quadruple revenue. As sourcing leaders, we must balance due diligence with business agility.  Every month it takes to complete is potentially an additional Month of savings lost.

It’s time to rewrite the role of the Sourcing Leader. Let’s move away from being perceived as bureaucratic gatekeepers and position ourselves as strategic partners and trusted advisors. By aligning our processes with business needs, streamlining security measures, and nurturing key supplier relationships, we can drive real value and become indispensable assets to our organizations.

The future of sourcing lies not in rigid processes, but in agile, informed, and business-aligned leadership. Are you ready to be that leader?

Michael Koontz is founder and president of strategic sourcing consultancy SimplSourcing LLC.