Amazon Business research shows that attracting and retaining high quality procurement talent is a high priority for senior leaders. How can organisations help turn this priority into a reality?

People want to do work that matters and procurement genuinely delivers that. But we haven’t always been great at telling that story. Whether someone is new in their career or looking to change trajectory, the industry needs to showcase how their transferrable skills and knowledge can open doors in this field.

New talent needs opportunities to build their experience and confidence, but they also need to see clear routes to progression in their roles. Business leaders are under pressure to close skills gaps across the board, and fresh talent is the best way to address that and deliver innovation and impact. 

Once someone is in a role and learning from it, a mentor can make a real difference – helping them navigate ways of working and build new skills with more intention. For women entering the profession, it’s especially important to see themselves reflected at senior leadership level. 

This is something I’ve benefited from experiencing first-hand at Amazon Business, which has female representation at a senior level and is reflective of our inclusive working environment. Skills-sharing programmes and initiatives enable people from diverse backgrounds to recognise the abilities they already have and how to apply them in new roles across the business. For employees from other underrepresented groups, this opens a wider range of roles, projects and progression paths that might otherwise feel out of reach. 

How can we design roles, development paths and team cultures that are genuinely exciting and centre growth – so that fresh talent entering procurement feel seen, supported and able to progress?

Procurement can sometimes be seen as a ‘behind the scenes’ function when, in reality, it’s often the engine room of many organisations. 

That perception is starting to shift, as more organisations invest in digital analytics and automated procurement – and with nearly a third (31%) of decision-makers facing increased competition. This creates a real opportunity for both leaders and employees to redefine what procurement roles look like.

With more repetitive and manual tasks being handled by AI, people can spend more of their time where it’s needed, whether that’s strategic decision-making or growing and nurturing supplier relationships. Essentially, using their judgement to manage risk in ways that technology cannot. 

Meanwhile, structured learning pathways – such as beginning with fundamental skills like data literacy and using digital tools before building into more advanced, AI-enabled skills – lower the barriers to entry for those less traditionally drawn to procurement, while supporting smoother transitions from sectors such as finance or operations. 

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