Category: Uncategorized

We have all been there. Someone mentions AI in procurement and suddenly the room fills with buzzwords, vague promises of “efficiency gains” and someone referencing ChatGPT like it’s the messiah of supply chain optimisation.

But let’s take a step back.

Has AI really arrived in procurement or are we just slapping the AI label onto dashboards and calling it success?

AI: Beyond the Buzzwords?

Let’s be honest, AI in procurement often sounds more like science fiction than strategy.

We hear big promises:  “predictive sourcing”, “automated negotiations”, “supplier matchmaking”, but in practice, it’s usually a chatbot that can’t quite spell “framework agreement.”

The truth? Real transformation doesn’t need a 30-slide pitch deck. It just needs to save time, reduce admin and make life a bit less… procurement-y.

Let’s Talk About What AI Actually Does

At BuyingStation we are fans of the right AI and believe the implications for saving time and making better informed decisions are turning into reality, but AI is not a silver bullet. We built a robust procurement platform first and then introduced AI features where they made a real difference.

Right now that difference is in giving people back time when they are writing quotations and tenders.

BuyingStation’s AI helps users speed up the process of compiling a quotation or tender document – you can always switch it off if you’re not ready for it.

No magic tricks. No corporate smoke and mirrors.  Just a lot less Ctrl+C / Ctrl+V.

Is it flashy? Not particularly.
Is it useful? Massively.

Less Manual, More Momentum

The value of AI isn’t just in what it does, it’s in what it frees you up to do.

Instead of burning hours manually entering tender details, our users can shift their focus to what really matters:  supporting the company’s budtgets – saving money, building & maintaining supplier strategy, managing stakeholder engagement, cost control and finishing work on time!

It’s not transformation with fireworks, it’s transformation with purpose.

So… Are We Part of the Hype?

We admit, we built a platform and included some AI.

But we did it the way most people actually do it: build something that works, then make it better. We didn’t throw AI into every corner, we added it where it truly counts.

And right now, it’s making a measurable difference in how procurement teams manage their quote and tender workload:  Get more done with the limited resources you have available, such as writing tenders and quotations.

What’s coming?

Whilst it is not good enough yet to be relied upon, the ability to lighten the load is growing stronger by the day.

Reading Documents:  finding relevant, pertinent information that will inform stakeholders, Finance and Procurement of risks, opportunities and valuable insight so that more value is derived from the value chain of the business.  However, even the GenAI companies themselves acknowledge there is a shortfall; Screens publicly declared a 97.5% GenAI accuracy (versus human assuming ideal conditions (see article on artificiallawyer.com).

The question to consider: “Is 2.5% inaccuracy when reading contracts a risk worth taking?”

For most finance, procurement and legal teams, the answer is “no”.

Consciously allowing inaccuracy into procurement means you are putting risk back into supply chain and that has a direct impact on budget forecasting as well as compliance and legal risk.

Sprintlaw’s article in April 2025 highlights the value for low risk document handling and explains the importance of keeping qualified lawyers involved for ensuring up to date legal knowledge and bespoke or more complicated documents.

Final Thought: Transformation Doesn’t Have to Be Loud

Sometimes, real progress looks less like a revolution and more like a well-placed shortcut.

AI in procurement is not about replacing people or reinventing the wheel, it’s about shaving hours off your day, reducing mistakes and giving you back the headspace to be strategic.

And if that’s hype, well, we are okay with that.

Want to see it in action?

Join us for a live demonstration of BuyingStation, AI features and all. We will even show you how much time you could save before your next tender closes.

Click here to register!

Following a strong start to our Lunch and Learn series, our second Lunch and Learn session explored an area that many procurement professionals find uniquely challenging: Marketing Procurement.

Led by Nina Chandé, a Marketing Procurement experts with over two decades of experience, the session was a deep dive into the common pitfalls that prevent marketing procurement from reaching its full potential and how we can flip those mistakes into meaningful impact. Nina opened with a simple but powerful thought: “Logic makes us think but emotion makes us act. Procurement needs both.” That quote anchored the entire conversation.

Marketing today is more complex than ever. From digital spend to influencer campaigns and media buying, there are countless decisions being made at pace. When things go wrong, the costs are not just financial. They can impact brand reputation, customer trust and long term growth. That is why getting procurement’s role right matters more than ever.

Nina unpacked five of the most common mistakes organisations make when approaching marketing procurement. These often stem from a traditional mindset that does not suit this fast moving, relationship led category.

The first mistake is chasing savings over strategy. Too often, marketing spend is managed with a cost cutting lens rather than a value creation one. The fix lies in aligning procurement with marketing’s wider business goals. It is not about squeezing suppliers. It is about enabling outcomes that matter like brand reach, customer engagement and revenue growth.

Next, we discussed the tendency to treat agencies like vendors. Marketing success depends on creativity, agility and collaboration. One sided negotiations that prioritise control over partnership can damage outcomes. Nina encouraged procurement professionals to build agency relationships with shared KPIs, mutual transparency and a long term mindset.

Artificial intelligence was another strong theme. A common mistake is ignoring or rushing AI adoption. Tools are often introduced without clarity on why or without assessing whether teams are ready. The message was clear. Get on the bus with AI but do it with purpose. Audit where you are, align your tools with the right people and skills and make sure AI supports your strategy rather than just your processes.

We also explored the issue of negotiating to win alone. Adversarial price only negotiations rarely deliver lasting value. Instead, Nina spoke about the power of collaborative negotiation. This means co-creating solutions, understanding the psychology behind stakeholder needs and investing in negotiation skills. There are plenty of tools available but human touch and trust still matter. Procurement teams should not hesitate to ask for training in this space. It is not just a skill. It is an art.

Another recurring challenge is operating in isolation from marketing and digital. Many procurement teams are brought in too late, often after key decisions have already been made. Nina emphasised the importance of embedding procurement earlier in the planning process. That way we can shape strategy, support innovation and build integrated outcomes that work for the whole organisation.

Throughout the session Nina offered practical ways to reframe how we approach marketing procurement. She spoke about the need to shape strategy with stakeholders, build meaningful partnerships, run purposeful pilots, co create value and embed procurement early where it can make the greatest difference.

This was not just a list of tips. It was a mindset shift. Marketing procurement is not about controlling spend. It is about unlocking potential.

Thank you to Nina for a session full of energy, honesty and actionable advice. A big thank you to everyone who joined us and contributed to a lively and thoughtful conversation. We are now getting ready for our next Lunch and Learn on 11th July at 12:30 pm BST with Verónica Celis, CEO and Founder of Valumia. She will lead a session on “Why Your Supply Chain Might Be a Time Bomb and How to Defuse It”. We will explore supply chain risk and how greater transparency can help organisations act before issues escalate.

Let us keep learning one lunch break at a time.

This year we have launched our new Lunch and Learn series.

Over the coming months, we are inviting experts in their field to share their experience and expertise in a relaxed informal sessions. Our listeners can tune in and listen whilst enjoying a bite to eat, or when in-between meetings or even catch-up offline. For those joining LIVE there will always be an opportunity to ask questions to learn more, with key takeaways being captured and shared after the call.

The series will cover various conversations on current topics ranging from procurement and supply-chain, technology, risk management, leadership to simply navigating change at work.

Our first guest was Harinder Bansal, Head of Procurement at Motability Operations Ltd, who joined us to share insights on “Practical Ways to Manage your IT Contracts in 2025”. While contracts might not sound like the most exciting lunchtime topic, Harinder proved otherwise. His advice was relatable, practical and rooted in real-life challenges procurement and IT teams face every day.

One of the first topics he highlighted was the importance of starting early. Leaving contract renewals to the last minute shifts all the power to the supplier. Starting several months ahead opens up room to explore alternatives, benchmark offers and enter conversations with a clear plan.

Visibility came up time and again. Knowing which contracts are exposed to inflation, when renewals are due and where risks lie allows procurement to stay ahead of issues rather than reacting to them. More importantly, it gives internal stakeholders confidence that someone is managing the details.

Another major theme was collaboration. Procurement should not be working in a silo. The most effective contract strategies are built in partnership with IT, Finance, IT Asset Management and FinOps. These relationships help create shared plans, uncover hidden risks and deliver better outcomes for the business.

Data also plays a key role. While many tools now use AI to manage contracts, Harinder reminded us that technology is only useful if the data it relies on is accurate and well structured. Poor quality data leads to poor quality decisions. Getting the basics right is still essential.

Throughout the session, Harinder encouraged curiosity. Just because a supplier proposes a certain pricing model or index does not mean it must be accepted. Ask why CPI is being used. Question whether a per-user licence model fits the organisation’s needs. These small challenges often lead to better terms.

Understanding supplier motivations was another strong message. Knowing how a supplier is targeted, whether they are under pressure to push a certain product or whether they are trying to grow in a specific region can provide useful leverage during negotiation.

Risk management was a consistent thread. From auto-renewals and vague contract terms to performance issues and misaligned roadmaps, there are many ways contracts can become a problem if not managed closely. Staying ahead of these risks is vital.

Perhaps the most important takeaway was this: procurement should aim to be a partner to the business. Being flexible, collaborative and solutions-focused builds trust. It also ensures procurement is seen as an enabler rather than an obstacle.

This first session in our Lunch and Learn series delivered exactly what we hoped for, practical insights, engaging conversation and ideas that people can take away and apply straight away.

Future sessions will explore a wide range of themes, and we welcome anyone who has something valuable to share or a topic they would like to explore. If there is something worth learning, we want to hear about it. Let us keep using lunch breaks to learn, connect and grow, one conversation at a time.

Join us for our next Lunch and Learn scheduled for 30 May with Nina Chande, a Marketing Procurement Expert with over 20 years’ experience in Sales, Marketing, Media and Marketing Procurement.

Procurement is no longer just about numbers, contracts and negotiations, it’s about strategy, leadership and breaking new ground. Women in procurement are shaping industries, driving innovation and redefining what it means to be a leader in a traditionally male-dominated space. That’s exactly why I created Levelling Up – A podcast about Women in Procurement! A platform to share the stories of the women who are pushing the boundaries of what is possible in procurement.

Through conversations with incredible women from various industries, this podcast uncovers the realities, challenges and triumphs of procurement professionals. Whether it’s navigating complex pharmaceutical supply chains, leading sustainability initiatives, or leveraging technology for procurement transformation, each episode brings powerful insights from those who have paved their way in the field.

One of the recurring themes in these conversations is strength. Take Sarah Allison, for example, who shared how precision and compliance define pharmaceutical procurement, where balancing regulatory demands with supply chain efficiency is a daily challenge. In a different but equally demanding space. Claire Humphreys highlighted the evolving world of print procurement, emphasising adaptability in an industry undergoing digital transformation. Meanwhile, Amy Myres spoke about the housing sector, where procurement plays a critical role in community-driven projects and sustainable building initiatives.

Savita Mace brought a fresh perspective in procurement, discussing the importance of navigating uncertainty in global supply chains. She highlighted how staying agile and proactive is key to mitigating risks and ensuring smooth procurement operations. Similarly, Natasha Brown underscored the significance of supplier diversity and inclusion, emphasising how procurement professionals have the power to drive equity and social impact through responsible sourcing.

Another key takeaway is the importance of relationships. Rebecca Howard reinforced that procurement is not just about transactions, it’s about partnerships. Trust, collaboration and ethical sourcing are essential to creating long-term success. Karen Julien also explored this theme, sharing how strategic alliances and cross-functional teamwork enhance procurement’s impact across business functions.

Sustainability and innovation also took centre stage. Kate Jay made it clear that responsible sourcing isn’t just a trend, it is a necessity. Her insights into integrating sustainability into procurement strategies serve as a guide for professionals looking to make ethical decisions without sacrificing efficiency. Meanwhile, Jenna Wallis addressed the role of technology, from AI-driven analytics to blockchain transparency, in shaping the future of procurement. Staying ahead of digital advancements is no longer optional, it is essential for success.

Leadership and mentorship are crucial in this journey. Paula Merrigan’s perspective on mentorship as a game-changer resonated strongly having the right guidance can open doors and shape careers. Natalia Pickett reinforced this with her insights on procurement leadership, highlighting the vision and influence needed to drive meaningful change. As Elizabeth Matthews pointed out, the future of procurement will continue to evolve with ESG (Environmental, Social and Governance) considerations taking a central role.

Hosting these conversations has been both inspiring and eye-opening. Levelling Up isn’t just about sharing stories, it is about fostering a community that supports, uplifts and empowers women in procurement. These leaders prove that when women support each other, challenge norms and embrace leadership, the entire industry benefits.

For those looking to grow in procurement, whether you are starting out or striving for the next level, these stories offer invaluable lessons. Through resilience, relationships, innovation and leadership, we can continue breaking barriers and building a future where women thrive in procurement.

It has been truly humbling to see Levelling Up recognised on James Meads’ list of Top 50 Procurement Podcasts. This acknowledgment is a testament to the incredible women who have shared their journeys with us and the powerful conversations we have had along the way. Being featured among such impactful voices in procurement reinforces our commitment to championing diversity, amplifying female leadership and continuing to break barriers in this ever-evolving field.

Thank you to everyone who’s been part of this journey, we are just getting started.

Women remain significantly underrepresented in project management roles and delivery teams within the UK sports sector. Despite making up nearly half (48%) of the UK’s working population, women hold only 41% of management positions, with this figure dropping to 38% in senior business leadership roles.

In the sports industry specifically, the 2019 Diversity in Sport Governance report revealed that women accounted for 40% of board members across Sport England and UK Sport-funded bodies. However, this progress has not always extended to leadership roles in project management and delivery teams. For example, at the Paris Olympics, only 13% of British coaches were women, highlighting the gender imbalance in operational roles.

This underrepresentation underscores the urgent need for targeted initiatives to promote gender diversity and inclusion within project management and delivery teams. So, how can procurement help drive equality and elevate women?

The Role of Procurement in Supporting Women’s Sport

Procurement decisions influence everything from funding allocation to supplier diversity, shaping who gets a seat at the table. By embedding inclusive purchasing strategies, we can create fairer opportunities for women in sport and drive meaningful change.

Key Procurement Strategies for Gender Equity

• Set Clear Diversity Goals – Make gender equity a priority from the outset, with measurable targets that hold organisations accountable and track progress year after year.
• Track and Report Progress – Publicly report on gender equity targets to maintain transparency and ensure accountability.
• Promote Equal Representation – Include clauses in tender documentation and contracts that guarantee women are fairly represented within delivery teams.
• Support Female Entrepreneurs – Prioritise women-led businesses in areas such as event management, merchandise production, and facility services.
• Broaden Supplier Diversity – Ensure underrepresented groups have access to procurement opportunities and monitor spending with diverse suppliers.
• Build for the Future – Invest in a supply chain that aligns with your organisation’s values, providing education and learning to support long-term growth.
• Collaborate with Like-Minded Communities – Partner with organisations that share your commitment to gender equality to create lasting change.

The Wider Impact of Procurement on Gender Equality

By embedding gender equity into procurement strategies, organisations unlock broader economic and social benefits:

• Creating Opportunities – Women-led businesses gain access to contracts in a historically male-dominated industry.
• Boosting Economic Growth – Supporting female-led companies contributes to job creation and community development.
• Enhancing Reputation – Organisations that champion gender equity strengthen their brand, attracting stakeholders who value inclusivity.

Keeping the Momentum Going

To sustain progress, procurement strategies must prioritise long-term development. Here’s how we can keep the conversation alive:

• Foster Grassroots Learning – Work with suppliers to develop training, mentorship and leadership opportunities for women.
• Set and Share Goals – Define clear diversity targets and publicly track progress to maintain momentum.
• Engage with Communities – Partner with industry networks and advocacy groups that share a commitment to gender equity.

Final Thoughts

Procurement is a powerful tool for driving gender equality in sport. By making strategic, inclusive choices, we can ensure women’s sports receive the investment and recognition they deserve. The key? Commitment, collaboration and accountability to drive real, lasting change.

In light of recent reports indicating that the UK economy experienced zero growth between July and September 2024 (see the BBC UK Economy Zero Growth) , organisations are increasingly seeking strategies to enhance efficiency and maintain competitiveness. One such strategy gaining prominence is Managed Procurement Services (MPS).

Understanding Managed Procurement Services

Managed procurement involves partnering or, in some cases, outsourcing some of an organisation’s procurement functions to specialised third-party providers and use of Procurement Software. This could just be the ‘busy stuff’ that stops you focusing on the critical projects – projects under a spend threshold or large volumes of contract renewals.

“The combination of Procurement Practitioners (experts) and a Sourcing 2 Contract (S2C) software platform to handle tasks ranging from supplier selection and negotiation to contract management and risk assessment, allows your team to focus on their core operations.”

Benefits of Managed Procurement

1. Cost Savings and Efficiency: Specialised providers leverage their expertise and established supplier networks to secure goods and services at optimal prices, leading to significant cost reductions. Streamlined procurement processes also enhance operational efficiency. When the economy growth stagnates, this is a great way to find budget for critical investment.
2. Access to Expertise: Working with an MPS company is a great way to access procurement specialists with deep market knowledge and advanced tools, facilitating informed decision-making and strategic sourcing.
3. Risk Management: Effective MPS includes identifying and mitigating risks associated with supplier relationships, compliance, market volatility and contract management (including those deadly auto-renewals), thereby ensuring supply chain resilience. When you have tens, hundreds or thousands of suppliers and contracts, this is, arguably, the most critical value to your organisation.
4. Scalability: MPS can adapt to a company’s changing needs, providing flexibility to scale operations up or down in response to market conditions.
5. Enhanced Transparency: A well managed and governed procurement process offers improved visibility into spending patterns and supplier performance, promoting accountability and informed strategic planning.
6. Speed of Implementation: There is no faster way to access the savings and expertise than working with an MPS partner. They will, typically, have qualified and experienced experts ready to deploy to start positively impacting your organisation almost immediately. Normally, this means the returns from Procurement are recognised sooner than recruiting, deploying and building a larger internal procurement function.

Implementing Managed Procurement

To fully realise these benefits, businesses should select a Managed Procurement Provider that aligns with their specific needs and objectives. Key considerations include the provider’s industry experience, technological capabilities, and commitment to transparency and ethical practices.

Sourcing 2 Contract (S2C) Software

“You wouldn’t run finance without accounting software; so why would you run supply chain and procurement on a spreadsheet and emails?” – Anonymous CFO

The tricky part about managing supply chain is admitting just how big the task is and realising that managing hundreds or thousands of suppliers and their contracts is daunting and, frankly, impossible. There are some great experts out there doing the research for you, like James Meads with his Mid Market Tech Map.

As the UK economy faces challenges and an uncertain Q1 in 2025, crossing your fingers and hoping for a better economy is not a viable strategy; however, addressing a powerful procurement plan is the right strategy. Using procurement software and MPS offers a viable pathway for organisations to enhance efficiency, reduce costs, and build resilience, positioning them for sustained success in a competitive landscape.

Benefits of the Right S2C Procurement Software

1. Reduced Cost – the right S2C SaaS platform can significantly lower your costs for managing the supply chain from sourcing the right supplier to managing contracts. Do your research and you can find the right software for less than £20 per day.
2. Contract Management – all contracts in one place. Never lose a copy of a contract ever again and, critically, never get hit by an auto-renewal clause that over commits your organisation to unnecessary or exorbitant spend.
3. Risk Mitigation – ensure compliance with regulation and help achieve ISO, Cyber Essentials and other accreditations by securely managing your suppliers and their contracts in one place.
4. Save Time – Pareto’s law stipulates that 80% of the outcomes come from 20% of the causes, or in this case: you will want to spend 80% of your time focussing on your top 20% of suppliers and other critical direct procurement. Let a software platform take the strain on the rest.
5. Stakeholder Management – from CXOs to budget & operational owners and your end clients, an effective S2C platform demonstrates control and clarity giving confidence that you are working with the right suppliers in the right way.

Action / ‘TO DO’ List:

• Review the ROI for Managed Procurement Services (usually 2 or 3 times greater return versus hiring a for a larger procurement department) + the reduced spend as a result of implementation.
• Review the market for MPS companies – avoid the gainshare providers who take their fee from the savings made on critical projects, it motivates the wrong behaviour and increases risk for your organisation.
• Investigate S2C SaaS Platforms – there is a large number of platforms on the market all covering a range of functions and levels of proactivity. Find one that is easy to implement so that you can deploy and maintain yourself if you don’t want to pay someone to help, has straightforward pricing (many are modular and can quickly add up) and can be used by procurement and non-procurement professionals. ProcurementSoftware.site is a great help.

Novo-K and Buyingstation

Novo-K’s Managed Procurement Services and our BuyingStation platform should be part of your consideration. Our S2C platform is £649 per month for up to 50 users and gives you access to all the modules – no hidden costs. Our team of expert procurement professionals are delivering projects daily for clients measured against the outcomes we deliver. If you would like help with your existing procurement function or have no idea where to begin please get in touch, we can quickly assess and give you options to transform or support your procurement aspiration and initiatives.

Download 3 years supplier spend from your finance system –

• Spend fragmentation – Are you buying the same goods/services from different suppliers? can you move to one supplier, leverage the spend and negotiate better rates?
• Top Suppliers – Do you have Significant spend with one supplier? Check if you have a contract, look to negotiate better rates. If there is no contract, go to market and obtain 3 quotes, include the maximum you will pay (include your reduced amount) to speed up responses and set expectations.
• Low Spend – Do you have lots of low value spend which goes unchecked? Implement and communicate a policy to prevent this by increasing approval levels.
• Collaborative Buying – Are other charities using your suppliers? Contact them and create a plan to leverage your collective spend. Then negotiate better rates. Win-win for all!

Working with supplier

• Error Checking – Do you have suppliers, with lots of small spend? Ask them to reassure you and check there are no billing errors. This can often deliver quick small but valuable savings.
• IT Spend – Do you have lots of software licences? Ask you suppliers to review the number of active users and switch off the others. If they are reluctant ask a competitor to do this for free.
• Subscription spend – Do you have lots of subscriptions? Review all your subscriptions. Are they all still required? Switch off any subscriptions not being fully utilised, often generating an instant saving
• Standardisation – Do you have a wide variety of options available to your team i.e. Stationary? Reduce the range and look for better value or use a portal
• Stock – Do you hold lots of stock on pallets? Ask Suppliers to do an audit and remove/reduce/recycle for savings. If they are reluctant, you can do internally or ask a competitor
• Energy usage – Have you completed an energy audit? Request a visit often free of charge from an energy provider to provide advice on how to reduce your bills.

Change Buying Behaviour

• Communicate – Does your team know how to buy? Give clear guidance on how to procure and purchase goods and services, with relevant thresholds for risk and value
• Alternative Suppliers – Do you consider smaller or diverse suppliers? Contact suppliers that align with the charity’s social goals, often achieving both cost savings and mission alignment
• Supplier Database – Do you have an Approved Supplier List? Build and Maintain an updated list of pre-approved suppliers to share with your team. Build closer relationships with these suppliers and lean on them for support when cost cutting
• High Risk High value? – Do you have the expertise inhouse to buy and ensure value for money? If not reach out to suppliers, other charities or industry experts. Don’t waste your own time and resources

At Novo-K, we help organisations streamline procurement, optimise supplier management and achieve cost savings with ease. With expert support and innovative tools like BuyingStation, we make managing your procurement straightforward and effective.

Technology is rapidly becoming an integral part of procurement, transforming how businesses manage their buying processes, enhance transparency, organise suppliers, contracts and drive efficiency.  Procurement and Finance Leaders are realising the benefit of leveraging technology in the same way they streamlined accounting and financial governance through finance SaaS solutions.  At Novo-K, we have taken the same concept and used a different approach—one driven by our hands-on experience.

As procurement practitioners working across private and public sectors, we understand the unique challenges organisations face. This first-hand knowledge inspired us to build BuyingStation, a platform that speaks directly to the needs of organisations with and without procurement professionals.  From complex supply chains to resource limitations, hundreds (sometimes thousands) of contracts to manage to non-compliant suppliers, we know what really works in the field. BuyingStation was designed to simplify procurement processes and provide greater clarity, give back control and inspire confidence, helping organisations achieve more with less.

Test-Drive BuyingStation for Free

We know that experiencing a product first-hand makes all the difference which is why we’ve introduced the option to test-drive BuyingStation for free. You can have access to all the modules and features where users can explore our platform for three days at no cost. It’s the perfect way to see how BuyingStation can simplify your procurement processes, improve traceability and enhance overall performance.

AI Flexibility and Custom Branding Options

BuyingStation has incorporated AI to help design simple quotation and tender requests to speed up those important purchases and help those new to procurement or not familiar with running a tender.  You can turn this feature on or off depending on your needs.

All Included

At Novo-K, we are all about providing solutions that meet the real-world needs of procurement.  Whether it’s managing supplier relationships or ensuring transparency across the board, BuyingStation has been designed to tackle the complexities of modern procurement head-on. Once you have taken it for a test drive, the good news is that you can sign up for the full suite of services for £649 per month with only one month’s subscription commitment.  This means you will have full access to:

• Contract Management
• Supplier Management
• Quotations & Tenders
• Project Pipeline
• Risk Assessments
• Savings & Spend Tracking

 

If you would like a personal demonstration of BuyingStation.com or have any questions, please contact the team on 0330 139 7969 or email buyingstation@novo-k.com

The Paris 2024 Olympics, celebrated as the “Greenest Games in History,” have drawn to a close, leaving behind a sustainability legacy that will be studied and emulated for years to come. Set against the backdrop of the iconic City of Lights, where world leaders once gathered to sign the landmark Paris Agreement, the Games sought to embody the principles of environmental stewardship, social responsibility, and lasting impact.

As the dust settles, it’s worth reflecting on the triumphs, trials, and takeaways from this monumental event.

A Bold Promise: Halving the Carbon Footprint

From the outset, the Paris 2024 Organising Committee made a bold pledge: to halve the carbon footprint of the Games compared to London 2012 and Rio 2016. This was no small feat, given that London 2012 had an estimated carbon footprint of 3.3 million tonnes, with Rio 2016 exceeding that at 3.6 million tonnes.

So, how did Paris 2024 fare? The answer lies in a series of innovative strategies and audacious initiatives that redefined the boundaries of sustainable event management.

Sustainable Construction and Eco-Friendly Innovations

Unlike previous Games, Paris 2024 placed a strong emphasis on reusing existing venues. Of the 35 stadiums, only two were new – the aquatics centre and an arena for badminton and gymnastics. These structures were built using low-carbon construction methods, with the aquatics centre featuring recycled materials such as plastic waste and locally sourced wood.

In the athletes’ village, sustainability took centre stage. Bedrooms were furnished with beds made from recycled cardboard, and coffee tables crafted from shuttlecocks. Organisers also doubled the availability of plant-based food, sourcing 80% of ingredients locally to minimise the carbon impact of food transportation. At Place de la Concorde, the menu was entirely vegetarian – a significant shift in a country known for its meat-centric cuisine.

Powering the Games Sustainably

Paris 2024 made significant strides in reducing reliance on diesel generators, which had been a staple of past Games. By connecting venues to the public electricity grid, organisers further reduced the carbon footprint and ensured that the infrastructure would benefit the city long after the Olympics had ended.

Additionally, the introduction of a 60km cycling network linking Olympic venues not only promoted greener transport options but also transformed Paris into a more bike-friendly city.

Tackling Challenges: Heat, Water, and Travel

The challenges were far from negligible. Rising temperatures posed a risk to athletes, leading to the installation of 2,500 temporary cooling units in the Olympic village. Concerns over water quality in the Seine were mitigated when Paris officials publicly swam in the river to allay fears, ensuring its safety for events like triathlon and open-water swimming.

However, the most significant challenge remained the carbon emissions from international travel. Paris 2024’s global ticket sales potentially increased the number of international spectators and their associated carbon footprint. Despite France’s ban on short-haul flights where train alternatives existed, the global nature of the Games made reducing travel-related emissions a Herculean task.

Criticism of Sponsors and Long-Term Impact

Despite the green ambitions, the Games were not without criticism. Coca-Cola, a long-time Olympic partner, faced backlash for its role as a leading plastic polluter. Although the company introduced beverage fountains to reduce plastic use, nearly 40% of drinks were still served in single-use bottles.

On a more positive note, Toyota’s commitment to providing hydrogen-fuel cell vehicles marked a significant step towards reducing emissions, despite ongoing debates over the energy efficiency of hydrogen technology.

Paris 2024 also set new standards in sustainable event management, playing a key role in updating the ISO 20121 standard, with a renewed focus on human rights, climate action, and legacy. These updates will guide future events, ensuring that sustainability remains a core consideration.

Moreover, the Games emphasised social and economic benefits for local communities. The Terre de Jeux programme inspired over 50,000 sports-related projects across France, while the Ville Active et Sportive label recognised cities with innovative sports policies. Paris 2024’s commitment to gender equality was also evident, with equal opportunities for male and female athletes, setting a precedent for future Games.

Sustainable Sourcing: A Gold Medal in Procurement

Behind the scenes of the Paris 2024 Olympics, another kind of race was taking place—the race to secure goods and services that aligned with the Games’ sustainability goals. With a budget of €2.5 billion, the Paris 2024 Organising Committee redefined procurement by embedding high environmental and social standards into every contract. This wasn’t just about purchasing; it was about pioneering. The Games saw a record number of small and medium-sized enterprises (SMEs) and social enterprises stepping onto the procurement stage, encouraged by a process that prioritised sustainability and inclusivity. From recycled cardboard beds to eco-designed furniture, every detail was scrutinised to ensure a minimal environmental impact. Paris 2024 not only raised the bar for future events but also set a precedent for responsible procurement that will echo long after the Olympic flame has been extinguished.

A Legacy of Sustainability – Conclusion

Paris 2024 proved that the Olympic Games can be a catalyst for positive environmental and Paris 2024 demonstrated that the Olympic Games can drive meaningful environmental and social change. By prioritising sustainability, the organisers not only reduced the event’s carbon footprint but also set a new standard for future hosts. While not without its challenges, Paris 2024 showed that large-scale events can be reimagined to leave a legacy for both the planet and local communities.

The lessons learned from these Games will influence how future events are planned, ensuring sustainability remains a central focus. Ultimately, Paris 2024 ignited a movement that will shape the future of global sporting events and their impact on the world.

In the ever evolving landscape of procurement, women are stepping forward, not just as participants but as leaders and changemakers. The recent “Women in Procurement Day,” held at the UKCEH in Wallingford, aimed to bring together female leaders to share their expertise, inspire career advancement, explore future trends and address gender disparities within the field.

Breaking Down Barriers

The procurement sector, like many others, has long been dominated by men, with women often facing significant barriers to entry and advancement. These barriers are multifaceted, encompassing everything from unconscious bias to institutionalised discrimination. At the event, it was highlighted that women often encounter ingrained beliefs leading to unnoticed prejudice. These biases manifest in various forms, such as the bandwagon effect, anchoring bias and confirmation bias, which can skew decision-making processes and limit opportunities for women.

To counter these biases, structured decision-making and diverse review panels were recommended. Additionally, fostering a culture of continuous improvement using Lean principles and Kaizen events can help in creating an inclusive and equitable work environment.

Building Networks and Mentorship

Networking and mentorship emerged as crucial themes during the event. Women were encouraged to build supportive networks and proactively seek what they need to succeed. Mentorship and coaching were identified as essential tools for navigating careers and overcoming challenges such as the glass ceiling and maternal penalties. Creating and maintaining a strong, authentic personal brand was also emphasised, with platforms like LinkedIn being valuable for building professional profiles, connecting with others and showcasing achievements.

Embracing Technology and Innovation

The role of technology and innovation in procurement cannot be overstated. Leveraging data, analytics, automation and AI can help to drive efficiency and sustainability, creating new opportunities for women in the sector. Embracing digital transformation and innovative digital solutions was highlighted as a vital strategy for advancing procurement functions and supporting capacity building.

Ethical Leadership and Governance

Commitment to ethical leadership and robust governance is paramount in building trust and credibility in procurement. Women leaders were urged to prioritise these values, ensuring transparency and accountability in their roles. Ethical leadership also involves advocating for workplace equality and addressing unconscious biases that affect supplier selection and diversity.

Personal and Professional Growth

Investing in personal and professional growth is essential for women in procurement. Structured development plans, feedback, mentoring and coaching were recommended to help women advance in their careers. Understanding one’s values, strengths and weaknesses and motivators is crucial for better navigating career paths. Moreover, resilience and self-worth are key attributes that women need to cultivate. Being able to shake off imposter syndrome that a lot of women tend to foster will be an enabler to help women to face challenges and achieve success in procurement and beyond.

Moving Forward

The “Women in Procurement Day” event served as a powerful reminder of the potential women have to transform the procurement landscape. By breaking down barriers, building strong networks, embracing technology and committing to ethical leadership, women can not only advance in their careers but also pave the way for future generations of female leaders.

The journey towards gender equality in procurement is ongoing; with the right strategies and support systems in place, women can continue to lead the charge for change, creating a more inclusive and dynamic sector for all.