Procurement Training — 14 Best Procurement Courses in 2024

Sjoerd Goedhart
Owner, Goedhart Interim Management & Consultancy

LinkedIn Profile: https://www.linkedin.com/in/sjoerdgoedhart/

1. Can you share a personal example of procurement training? What can readers learn from this?

“A good buyer can empathize well with the challenges of his/her counterpart. That is why it is very valuable if you have the same experience as your counterpart. E.g. a buyer at a food retailer who has also experience as a key account manager at the manufacturer. This allows the buyer to understand the dynamics in organizations like one of his counterparts in his current role and possible targets his counterpart has.”

Follow-up Question: How can buyers, who may lack direct experience in their counterpart’s role, develop empathy and a deeper understanding of the challenges faced by the other party?

“To develop empathy and understanding of the challenges faced by the other party, I recommend engaging in conversations with individuals in similar roles or networks. By seeking out these conversations and conducting interviews, you can gain valuable insights and perspectives directly from those who have firsthand experience. This approach allows you to learn from their experiences and better understand the intricacies of the job. It’s a proactive strategy that can help bridge the gap in understanding and foster empathy towards the challenges encountered by the other party.”

2. What should readers know about procurement training?

“Determine the course you need in line with your ambition (which position do I want to have in x years) and personal development in your current role. Agree on development goals with the manager and ensure that the course contributes to these.”

3. What is the biggest misconception about procurement training? What do most people get wrong about it?

“Doing too many courses for the sake of doing courses. The question should be, “What really contributes and can I apply any new knowledge and skills in my current role to develop faster and/or achieve better results?”

Follow-up Question: In your experience, how do you recommend individuals evaluate the relevance and applicability of a course or training program for their current role and long-term career goals before enrolling?

“In my experience, there are two key approaches to evaluating the relevance and applicability of a course or training program before enrolling. Firstly, it’s essential to develop a structured development plan in alignment with your manager. A supportive manager will prioritize the growth and development of their team members. Additionally, seeking advice from experienced colleagues and mentors can provide valuable insights into which courses or programs align best with your career goals. Secondly, it’s crucial to take a proactive approach to personal career planning. This involves reflecting on long-term career aspirations and setting clear goals for where you want to be in the future. Engaging in discussions with individuals who currently hold positions you aspire to can also offer valuable guidance on the steps they took to reach their current roles and which educational paths they pursued. By combining both approaches, individuals can make informed decisions about investing their time and resources in courses or training programs that will benefit their current role and future career prospects.”

4. What skills or knowledge areas are most often overlooked in procurement training but are crucial for success?

“Emphatic skills. Is the person able to build a relationship with his/her counterpart? You can follow so many training and courses, but these skills are always very important and must be well developed first.”

5. How does procurement training differ across industries, and what are some universal best practices?

“The training courses between the different industries do not differ much from each other in principle. Methodologies amount to the same thing. The dynamics are of course different and this is specific to each industry. Good training courses are adapted to this and I always prefer specific procurement training for a specific industry/sector than generic training courses. The advantage is also that if you do the training in a group, you are together with professionals from the same industry and can also apply more depth to the content.”

6. How were you trained as a (junior) procurement manager? what did you like and dislike?

“Mainly trained through on-the-job training ensure that you have professionals around you with whom you can consult and discuss. I mainly had a lot of experience from the other side of the table as a key account manager and sales director on the supplier side before I moved to a procurement role. For a Jr. Procurement Officer, I would recommend having a mentor within the company.”

Follow-up Question: In your opinion, what qualities make for an effective mentor in the procurement field, and how can a junior procurement officer go about finding a suitable mentor within the company?

“In my opinion, several qualities make for an effective mentor in the procurement field. Firstly, a mentor should possess a genuine motivation to help others develop and grow. Secondly, transparency is key; a mentor should be open and honest without fearing competition or rivalry. Additionally, having a mentor from a different discipline or position can offer diverse perspectives and valuable expertise. From my own experience mentoring juniors, I’ve learned the importance of constructive confrontation, allowing mentees to recognize and rectify their mistakes. Mentors must grant mentees the freedom to make their own mistakes while offering guidance and support along the way.”

7. What is good training and what is not?

“I don’t want to judge good and less good training without having experienced it substantively. Several aspects are important when choosing a good training course:

• Does the content of the training contribute to my development and/or short-term performance/company results?
• Does the training contribute to my ambition (where do I want to be in 5 years)?
• Support from manager/HR to follow this training.
• Is the training sufficiently applied to/does it have sufficient knowledge of the specific dynamics of the industry I’m working?”

Follow-up Question: How do you evaluate if a training program aligns with your short-term performance goals and contributes to immediate company results?

“When evaluating whether a training program aligns with short-term performance goals and contributes to immediate company results, it’s essential to focus on development and performance metrics. This can be achieved by setting specific Key Performance Indicators (KPIs) or developing a structured development plan with clear goals. Additionally, conducting skill assessments can help determine the current skill set of employees, enabling tailored recommendations for relevant training programs. Ultimately, the training program should be aligned with the individual employee’s plan, ensuring that it directly addresses their development needs and contributes to achieving both short-term performance targets and immediate company objectives.”

Miriam Fuchs
Founder/Owner, M. Fuchs Consulting GmbH

LinkedIn Profile: linkedin.com/in/miriam-fuchs

1. Can you give an example of how you have been trained in the past?

“Certainly, my training has been a combination of on-the-job experience and formal sessions. My initial exposure was under a seasoned procurement professional who exemplified networking skills.

I firmly believe that being a successful procurement professional requires an inherent passion for the field. A crucial aspect was finding the right mentor, someone with true expertise. I highly recommend specialized training in negotiation, strategic sourcing, and category management.

Personally, I had a unique experience with negotiation training conducted by American military professionals, which provided valuable insights into tactics and achieving win-win outcomes.“

2. If you speak with procurement directors now or with procurement teams now, what would you name as important skills next to negotiating that they would like to improve?

“Apart from negotiating skills, two crucial skills are emphasized by procurement directors and teams. First is relationship management, which extends beyond networking. Many professionals overlook the importance of managing internal and external relationships effectively.

The second key skill is strategic thinking, particularly in the context of strategic sourcing training. This involves creating a comprehensive strategy by understanding the entire market, external influences, and the overall circumstances impacting the specific category. However, it’s essential to avoid generic and overly bureaucratic training and focus on practical, market-oriented approaches.”

Follow-up Question: Can you help our readers on how to prepare for job interviews?

“Preparing for procurement job interviews involves tailoring your approach based on the position and the person on the other side. For high-ranking positions, delve into geopolitical situations and market knowledge rather than just day-to-day procurement details. Understand the market, a crucial aspect often overlooked by candidates. Expect questions about handling difficult situations, negotiation approaches, and how you navigate challenges at the frontline of procurement.

It’s not a one-size-fits-all preparation; roles can vary from commodity trading to strategic sourcing. Emphasize your ability to handle difficult situations, and consider the team dynamics and the unique strengths each individual brings.”

Follow-up Question: What makes a good networking person in procurement, and can you share an example from your experience?

“A good networker in procurement goes beyond traditional stereotypes. One outstanding example from my experience is a person I hired who wasn’t initially from procurement but excelled in networking.

She demonstrated a deep focus on her market, internal smartness in navigating politics, and exceptional networking skills. Her strength lies in being friendly, dedicating private time, and establishing personal connections beyond professional boundaries.

A successful procurement professional should be willing to go beyond the 9-5 routine, share personal aspects of their life, and engage in social activities. The misconception of procurement professionals as mere fighters is dispelled; effective negotiation includes the ability to shake hands, share a laugh, and discuss hobbies after a tough negotiation.”