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Category: procurement

  • Building Procurement Teams That Last: Retention Strategies for a Competitive Market

    Building Procurement Teams That Last: Retention Strategies for a Competitive Market

    Procurement has quietly become one of the most commercially influential organisational functions. If teams aren’t busy negotiating savings or managing suppliers, they’re expected to mitigate risk, drive ESG strategy, and influence strategic decisions. While the role of procurement may have evolved, one challenge continues to intensify: keeping hold of the people who can deliver on that remit.

    Experienced procurement professionals are consistently approached with new opportunities, but many won’t simply be happy to stay based on a pay rise. Let’s take a look at how to build procurement teams that last. 

    Retention is a hiring strategy, not just an HR issue

    Let’s get real. Most retention problems are baked in at the point of hire and too often, hiring decisions are rushed. A role needs filling, a project needs support, and the focus shifts to securing someone with the right technical credentials ASAP. What gets missed is whether that individual will actually thrive in the business in six, twelve or further on down the line.

    Procurement roles are rarely static. They sit at the often challenging intersection of stakeholders, suppliers, finance, operations and, increasingly, sustainability. Success depends just as much on mindset, adaptability and influence as it does on expertise.

    This is where working with a specialist recruitment partner like Bramwith changes the dynamic. Instead of treating recruitment as a transactional exercise, it becomes a strategic conversation. We shift the focus to understanding how the whole team operates, where it’s going, and what kind of person or people will add long-term value. That deeper level of insight is what prevents costly misalignment and ultimately improves retention.

    Read: The skills that will define procurement in 2030

    Designing roles people actually want to stay in

    Retention isn’t just about the person you hire; it’s about the role you ask them to do.

    There’s a growing gap between how procurement roles are described on paper and how they actually play out in the day-to-day. Overly broad remits, unclear ownership or stymied influence usually lead to frustration, particularly for high-calibre candidates who expect to operate at a strategic level.

    Organisations that retain talent well are generally more deliberate in their approach. They define roles clearly, align responsibilities to business priorities and ensure procurement professionals have genuine visibility and impact. They mean what they say. 

    Again, this is where a specialist partner adds value. By benchmarking roles against the wider market, they can challenge assumptions, refine job specs and help position opportunities in a way that attracts, and keeps, the right people.

    Progression without the corporate script

    Career development in procurement doesn’t follow a single path anymore. Some professionals want leadership roles, others want deeper specialisation. Some may want the freedom and flexibility to move between both. The organisations that struggle with retention are often those that rely on rigid, linear progression models. If the only way to move forward is a promotion that may or may not exist, people will be tempted to look elsewhere.

    A more effective approach is to think in terms of progression, not just promotion. That might mean exposure to different categories, involvement in digital transformation programmes or opportunities to lead strategic initiatives. What matters is the momentum. People stay where they feel they are moving forward towards something meaningful, even if that movement doesn’t come with an immediate change in title.

    Culture shows up in the day-to-day

    It’s easy to talk about culture in broad terms, but in procurement teams, it tends to show up in very practical ways.

    • Are ideas listened to, regardless of seniority?
    • Is there space to challenge stakeholders constructively?
    • Do leaders create clarity or add complexity?

    These everyday interactions affect how people feel about their role far more than any formal statement of values.

    Strong procurement leaders get this. They create positive, inclusive environments where people are trusted to make decisions, supported when things don’t go to plan and recognised for the impact they deliver.

    Hiring for cultural alignment is critical. It’s not about finding people who “fit in”, but about bringing in individuals who can operate effectively within, and contribute positively to, the existing culture and dynamic. That level of alignment is difficult to assess without deep sector understanding, which is why many organisations turn to specialist recruitment partners to get it right.

    Discover: What CPOs value most in their teams

    Flexibility, purpose and the reality of expectations

    As we know, flexibility and positive work/life balance are now expected. But beyond working patterns, there’s a broader shift in what procurement professionals want from their roles.

    They want to see the impact of their work. They want to be involved in decisions that matter. And increasingly, they want to contribute to something beyond cost savings, whether that’s sustainability, ethical sourcing or supplier diversity. Procurement is uniquely positioned to offer this, but only if organisations actively connect the dots. Retention improves when people can see how their work contributes to wider business and societal goals, rather than feeling like a back-office function.

    Recognising what good looks like

    If performance is only measured in savings, you risk losing the very behaviours that modern procurement depends on. Relationship building, risk mitigation, innovation and ESG delivery are harder to quantify, but just as valuable. When these contributions go unrecognised, it creates a disconnect between what the organisation says it values and what it actually rewards.

    Shifting this mindset doesn’t require a complete overhaul, but it does require balance. Recognising a broader range of outcomes creates a more engaging environment and encourages people to stay and develop.

    Why working with the right recruitment partner makes a difference

    The thread running through all of this is alignment; between role and expectation, individual and culture, ambition and opportunity.

    Specialist recruitment partners like Bramwith can operate at that level because we understand procurement as a function, not a job title. We know where the market is moving, what candidates are really looking for and how you can position yourself to compete effectively.

    That translates into better hiring decisions, but also into stronger, more stable teams over time.

    The results of a more strategic approach

    When organisations take a more considered, partnership-led approach to hiring and retention, the impact is tangible:

    • Fewer mis-hires and reduced attrition in the first 12–18 months
    • More cohesive teams with complementary skill sets
    • Faster integration and quicker time to value from new hires
    • Stronger internal credibility for procurement as a function
    • Improved access to high-quality, often passive, talent
    • Greater long-term cost efficiency across recruitment and retention
    • A more sustainable way to build procurement teams

    In a competitive market, retention isn’t about holding on to people. It’s about giving them a reason to stay. That starts with hiring the right individuals, in the right roles, for the right environment and continues through how those individuals are supported, developed and recognised.

    Working with a specialist partner like Bramwith brings the whole process into focus, helping organisations move away from reactive hiring and towards building procurement teams that are designed to last.

    If you’re looking to strengthen your procurement function for the long term, it’s worth starting with a different question: not who can fill the role, but who will still be adding value years from now. We can help you find the answer.

  • Your UK Employment Outlook 2026

    Your UK Employment Outlook 2026

    Curious about the latest UK employment trends that are shaping the year ahead? You’re in the right place. Read on to discover the latest employment updates from our team on tax bandings, skills shortages to tap into, and much more. 

    What do the current tax bandings mean for your pay?

    In a nutshell, the structure of UK income tax remains unchanged, with thresholds frozen until 2028:

    Personal Allowance: £12,570 (0%)

    Basic rate: 20% (£12,571 to £50,270)

    Higher rate: 40% (£50,271 to £125,140)

    Additional rate: 45% (over £125,140)

    The freeze on tax thresholds creates what is unattractively known as “fiscal drag”. This means that as your wages rise with inflation, a larger portion of your income is “dragged” into higher tax brackets, which effectively reduces your real-world buying power. Employees near the £50,270 and £100,000 brackets are hit hardest, as surpassing £100,000 creates a 60% effective tax rate as your personal allowance is gradually withdrawn. To add insult to injury, recent hikes in Employer National Insurance (rising to 15% in April 2025) put indirect pressure on staff. 

    However, there is a positive shift. Employers are becoming more aware of this pressure and are increasingly offering:

    • Salary sacrifice schemes (particularly pensions)
    • Bonus structures and non-cash benefits
    • Flexible working arrangements that reduce the overall cost of living

    In other words, the total reward is becoming more strategic and is less about just salary.

    Are you better off on a lower salary because of childcare and tax allowances?

    This remains a key concern, particularly for mid-to-high earners. As outlined by HM Revenue and Customs (2025 guidance):

    • Childcare support cuts off at £100,000 income
    • Personal allowance tapers above this level, creating a 60% effective tax band

    This can create short-term situations where earning slightly less results in higher net income.

    However, the wider trend is encouraging:

    • Employers are increasingly offering family-friendly benefits packages. Our policy at Bramwith is to ensure all our colleagues are supported, no matter what their situation. This includes benefits and accommodations that reflect the importance of promoting a healthy work-life-family balance. 
    • More organisations are introducing enhanced childcare support and flexible working policies
    • Salary structuring (e.g. pension contributions) is more widely understood and used

    The result: employees have more tools to manage their income strategically rather than being constrained by headline salary alone.

    Why are skills shortages still shaping the UK labour market?

    Skills shortages remain one of the defining features of the UK economy. However, they’re also a major source of opportunity.

    The Future of Jobs Report 2025 from the World Economic Forum highlights ongoing shortages in supply chain skills, reinforcing the need for candidates who can support future growth and modernisation. Demand for procurement professionals continues to outpace supply, with skills gaps particularly acute in strategic sourcing, supplier risk, and sustainability

    What’s driving this?

    • Ongoing global supply chain volatility
    • Increased regulatory and ESG requirements
    • The growing importance of procurement as a strategic function

    What does this mean for procurement and supply chain professionals?

    This is where the outlook becomes much more positive. As we know, procurement and supply chain roles are no longer viewed as purely operational; they are now central to business resilience and growth.

    The Gartner Supply Chain Outlook, 2025 report highlights that:

    • Supply chain leaders are playing a bigger role in enterprise strategy
    • Organisations are investing more in digital supply chain capabilities
    • Talent development is a top priority

    In practical terms, this means:

    • Greater visibility and influence within organisations
    • Faster career progression for high-performing professionals
    • Increased demand for hybrid skill sets (e.g commercial + digital + strategic)

    Which skills will be most valuable in 2026 and beyond?

    Across all sectors, but perhaps especially in procurement and supply chain, the most valuable professionals are those who combine technical expertise with strategic thinking.

    Insights from the World Economic Forum (Future of Jobs Report) and Chartered Institute of 

    Procurement & Supply highlight demand for:

    1. In-demand procurement and supply chain skills:
    2. Supplier relationship management
    3. Risk and resilience planning
    4. Sustainable sourcing and ESG compliance
    5. Data analytics and digital procurement tools
    6. Contract negotiation and commercial acumen
    7. Core transferable skills:
    8. Adaptability
    9. Stakeholder communication
    10. Problem-solving
    11. Leadership

    The key trend: Employers are increasingly hiring for capability and potential, not just experience. This opens doors for professionals willing to upskill or pivot.

    How is pay evolving in procurement and supply chain?

    While overall wage growth is stabilising, procurement and supply chain remain relatively strong performers.

    The Office for National Statistics (2026 labour market data) shows steady wage growth across professional services and logistics-related roles.

    Meanwhile, industry insights from the Chartered Institute of Procurement & Supply indicate:

    • Continued upward pressure on salaries for skilled professionals
    • Increased use of bonuses tied to performance and cost savings
    • Strong contract and interim markets

    Encouragingly, many organisations are recognising procurement’s direct impact on cost control and value creation, which is translating into greater investment in talent.

    Is job security improving?

    The picture here is more stable than you might expect. In February 2026, the Bank of England suggested that hiring demand is softening slightly, but unemployment remains relatively low

    In procurement and supply chain, job security is often stronger due to:

    • The critical nature of these functions
    • Ongoing global uncertainty that requires skilled oversight
    • Increased focus on resilience and continuity planning

    In short, these roles are becoming much more essential, not less.

    What should employees be doing now to stay ahead?

    The most successful professionals in 2026 are those taking a proactive, informed approach. Key areas to consider honing your skills in include: 

    Financially:

    1. Understand how tax thresholds affect your take-home pay
    2. Use pension contributions or salary sacrifice where appropriate
    3. Consider the full value of your benefits package

    Professionally:

    1. Invest in procurement and supply chain skills that align with future demand
    2. Build digital and data literacy
    3. Seek roles that offer strategic exposure, not just operational responsibility

    Strategically:

    1. Think long-term about career growth, not just immediate salary
    2. Position yourself in sectors with strong demand, like procurement, logistics, and supply chain
    3. Work with a specialist procurement and supply chain recruitment company to optimise your chances of finding your ideal role

    Maintaining an optimistic outlook

    While headlines often focus on constraints such as taxes, inflation, or economic uncertainty, the underlying story is more positive.

    For UK employees, particularly in procurement and supply chain:

    • Demand for skills is strong
    • Career pathways are expanding
    • The role of these functions is becoming more strategic and visible

    At the same time, employees have greater awareness and control over how they manage income, benefits, and career progression.

    If you’re looking to take the next step in your procurement and supply chain career, talk to us. We work with some of the top businesses in the UK and globally, many of which are currently actively recruiting. Get in touch today to start your journey to your dream role.

  • Oil Price Surge: What It Means for Supply Chains, Logistics and Procurement

    Oil Price Surge: What It Means for Supply Chains, Logistics and Procurement

    A sharp and sudden rise in global oil prices is once again testing the resilience of supply chains, logistics networks and procurement strategies around the world. In March 2026, geopolitical escalation in the Middle East triggered one of the most significant energy shocks in recent years, with immediate and far-reaching implications for global trade.

    What’s driving the spike in oil prices?

    The latest surge is closely linked to conflict affecting critical energy infrastructure and shipping routes in the Gulf. Following military strikes on major oil and gas facilities, Brent crude prices surged above $100 per barrel, with reports of spikes as high as $119 in mid-March 2026.

    At the same time, disruption to the Strait of Hormuz, a key global energy chokepoint through which around 20% of the world’s oil supply flows, has significantly constrained supply and heightened market volatility. The situation remains highly uncertain. Saudi officials have warned that prices could rise as high as $180 per barrel if disruption continues, highlighting the scale of potential economic impact.

    Beyond pricing, physical supply chains are also under pressure. Attacks on infrastructure across Qatar, Saudi Arabia and the UAE, alongside rerouting of shipments, have intensified concerns about sustained disruption to global energy flows.

    Immediate impacts on supply chains and logistics

    The most immediate effect of rising oil prices is an increase in transport and freight costs. Fuel is a fundamental input across all modes of logistics (ocean, air and road), meaning cost increases ripple quickly through supply chains. 

    Shipping companies are already responding. CMA CGM announced emergency fuel surcharges across land transport operations in March 2026, reflecting the direct pass-through of rising fuel costs to customers. Freight markets are also reacting sharply. Tanker shipping costs have surged, with transport accounting for up to 20% of the price of crude oil in some routes due to rapidly escalating charter rates.

    At the same time, logistics operators face additional pressures:

    1. Rising insurance costs for vessels operating in high-risk regions
    2. Route diversions to avoid disrupted or unsafe corridors
    3. Increased lead times and reduced schedule reliability

    These factors collectively drive up the total landed cost of goods, placing pressure on margins across industries.

    Wider procurement and production implications

    The impact extends well beyond transportation. Oil is a critical input for a wide range of industrial processes and materials, including plastics, chemicals and fertilisers. For example, fertiliser prices in parts of Asia have risen by 100–150% within weeks due to supply disruptions and rising input costs, forcing producers to halt orders. This has knock-on effects across agricultural supply chains, increasing food production costs and potentially contributing to inflationary pressure globally. 

    More broadly, the World Trade Organisation has warned that sustained high energy prices could slow global trade growth from 4.6% in 2025 to just 1.9% in 2026, with further downside risk if the crisis persists. 

    Short-term outlook: volatility, not stability

    While some forecasts earlier in 2026 suggested relatively stable or even lower oil prices due to oversupply, geopolitical risk has fundamentally reshaped the outlook.

    The current environment is defined by:

    1. Extreme price volatility
    2. Supply uncertainty linked to geopolitical developments
    3. Ongoing risk to critical infrastructure and shipping routes

    For supply chain and procurement leaders, this reinforces a key reality: energy risk is a central strategic concern.

    How procurement and supply chain leaders can respond

    In the face of continued uncertainty, organisations need to move from reactive cost management to proactive resilience building. Some tactics and strategies to consider include: 

    1. Strengthen cost visibility and scenario planning

    Understanding exposure to fuel-driven cost increases across transport, materials and suppliers is critical. Scenario modelling can help organisations anticipate and respond to further price shocks.

    2. Diversify logistics and sourcing strategies

    Reducing reliance on single routes or regions, particularly those exposed to geopolitical risk, can improve resilience. Nearshoring or multi-sourcing strategies may become increasingly attractive despite higher baseline costs.

    3. Build flexibility into contracts

    Fuel surcharges and dynamic pricing mechanisms are becoming more common. Procurement teams should ensure contracts account for volatility while maintaining cost control where possible.

    4. Invest in supply chain intelligence and visibility

    Real-time data and monitoring tools can help identify disruptions earlier and enable faster decision-making across complex, multi-tier supply networks.

    5. Focus on energy efficiency and sustainability

    Reducing fuel dependency, through route optimisation, modal shifts or alternative energy strategies, is both a cost and resilience play.

    6. Secure the right talent

    Navigating this challenging environment requires experienced procurement and supply chain professionals who can balance risk, cost and continuity. Organisations with strong strategic capability in-house will be significantly better positioned to respond to ongoing disruption.

    The current oil price surge is a clear reminder that global supply chains remain deeply interconnected with geopolitical and energy market dynamics. While the scale of disruption may differ from previous crises, it’s highly likely that volatility is here to stay.

    For procurement and supply chain leaders, the priority is not just to respond, but to build the capability, resilience and talent needed to stay ahead.

  • How to Close Procurement and Supply Chain Talent Gaps

    How to Close Procurement and Supply Chain Talent Gaps

    The demand for highly skilled, specialist procurement and supply chain professionals is increasing, but the supply of top talent is failing to keep pace. For UK businesses, understanding where these shortages are, and how to fill them, is essential. Without action, procurement gaps could compromise everything from compliance to the ability to innovate and compete globally. Let’s explore where the shortages are and the best tactics to close them. 

    Where the skills shortages are and why

    High vacancy rates: The CIPS Procurement & Supply Salary Guide revealed that more than 58% of UK hiring managers report difficulty finding procurement talent.

    Changing skills requirements: Employers now need to source and secure candidates with expertise in sustainability reporting, digital procurement platforms, data analytics and supplier risk management. 

    Shortage of digital specialists: Roles such as procurement data analysts, AI implementation managers and machine learning (ML) specialists are some of the trickiest to fill. These are the professionals who can interpret spend data, automate supplier monitoring and deliver the critical predictive insights. Without them, UK businesses risk falling behind global competitors who already deploy advanced digital procurement systems.

    Experienced professionals retiring: As senior leaders retire, organisations face a shortage of mid-level professionals who are ready to step up. This creates a leadership bottleneck that cannot be resolved by entry-level hires alone.

    Broader labour market pressures: Brexit, economic inactivity and a raft of other factors have made the UK one of the tighter labour markets in Europe. A 2025 survey by the Manpower Group reported that approximately 80% of employers experience challenges filling vacancies.

    Regulatory changes: The Procurement Act 2023, which came into force in February 2025, has created additional training needs across both public and private sectors. Employers must ensure their procurement teams are equipped to comply. Find out more in our blog on the Procurement Act 2023.

    How to address the skills gaps

    So, what’s the best way forward? Here are some recommended strategies to ensure your procurement and supply chain team is prepared and resilient. 

    Focus on upskilling and training

    Global brands like Unilever are already investing heavily in training programs focused on sustainability and digital procurement. Others are leveraging external learning platforms and professional certifications in areas like big data for procurement or digital category management to accelerate capability building. Even if specific teams aren’t expected to actively use these emerging technologies, it’s important to raise awareness throughout the business. This ensures buy-in and helps create an organisation-wide understanding of the challenges and opportunities they present. 

    Mentoring and interim roles

    We talk a lot about the benefits of mentoring in our blog, and with good reason. Formal mentoring schemes help retain knowledge while preparing the next generation of talented leaders. At the same time, interim professionals with expertise in AI and risk management are in high demand, providing immediate skills while businesses build their own long-term capability. 

    Sometimes businesses require an interim solution to help get through a period of transformation. This is where contractors step in. Not sure how to find the right person or people? Read our blog on how to choose the right supply chain consultant.

    Enhancing the employer value proposition

    UK procurement and supply chain candidates, particularly younger ones, are clear about what they want: flexibility, progression and purpose. For those specialising in digital procurement or ESG, the chance to influence global sustainability or lead innovation projects can be even more compelling than salary. Companies that showcase these opportunities gain a significant competitive advantage. 

    Partnering with the best recruitment specialists

    Generalist recruitment agencies often lack the networks needed to fill complex procurement roles. Specialist firms with expertise in procurement and supply chain recruitment can tap into niche talent pools, provide deep insight into market trends and help organisations find the right candidates, whether that’s a digital procurement lead, sustainability manager, data scientist or another specialism altogether. 

    Proactive workforce planning

    Rather than reacting to immediate shortages, leading UK companies are mapping their future procurement needs right now. By identifying skill gaps in areas like AI, analytics and ESG reporting early, they can build targeted recruitment and development pipelines. As with the previous point, this is something that the best recruitment companies can help with. 

    Your next steps to closing the skills gap

    Procurement is always going to be at the heart of UK business resilience and competitiveness. However, without addressing the shortage of digital, sustainability and leadership talent, organisations risk falling way behind. The most successful businesses will be those that secure the right specialists now, gaining a head start in building smarter, more resilient and future-focused supply chains.

    At Bramwith, we support UK organisations in building world-class procurement and supply chain functions. With deep market insight and global networks, we connect businesses to the professionals they need, today and for the future.

    Contact us today to find out how we can help close your procurement talent gaps and pave the way for long-term success.

  • Is emotional AI transforming recruitment?

    Is emotional AI transforming recruitment?

    We remain clear in our belief that successful recruitment will always need human intervention. But we also know that some emotional AI tools such as chatbots that can ‘read’ people’s moods and respond accordingly and tools that reduce bias are beneficial when managing an ever-increasing to-do list. 

    Statista reports that 65% of consumers believe AI-powered emotional intelligence will play a significant role in their interactions with technology by 2030. Whatever your point of view, most of us agree that AI isn’t going anywhere. So, any efforts to make our interactions with it more natural and empathetic is surely a good thing.

    This article explores some of the roles that emotional AI currently plays in recruitment, what the potential benefits are and why we still need human intervention for the end-to-end recruitment processes. 

    What is emotional AI? 

    Emotional AI, otherwise known as affective computing, is a branch of artificial intelligence that aims to recognise, interpret and respond to human emotions. The technology analyses facial expressions, voice tones, body language and other signals to gauge mood and emotional state. You’ve probably already been exposed to emotional AI in your work and personal life, including the aforementioned chatbots and other customer service/feedback mechanisms. 

    The role of emotional AI in recruitment

    Emotional AI offers some significant advantages in the recruitment sector, mostly related to enhancing the efficiency and effectiveness of the hiring process. Traditional recruitment methods often rely on sifting through large numbers of resumes and conducting several rounds of interviews. This is time and resource-intensive and can limit the recruiter’s ability to assess a candidate’s suitability for a role. This is particularly true when it comes to soft skills, emotional intelligence and cultural fit. Emotional AI can provide deeper insights into these areas by analysing a candidate’s non-verbal cues and emotional responses during interviews.

    Emotional AI can also help identify character traits like empathy, resilience and adaptability by observing how candidates react to specific questions or scenarios. Procurement and supply chain roles often require professionals with strong interpersonal skills or who can handle high-stress situations effectively. AI can support the recruiter’s efforts when identifying these attributes. 

    Emotional AI and unconscious bias

    Emotional AI also has the potential to reduce unconscious bias in recruitment. Here are some examples: 

    Confirmation Bias: This occurs when hiring decisions are influenced by stereotypes or preconceived notions, such as preferring resumes with ‘white-sounding’ names. AI offers a solution to this by evaluating candidates impartially based on objective data like skills and experience.

    Implicit Bias: Subconscious beliefs or attitudes affect decision-making, for example when disclosing race on resumes reduces interview invitations for minority applicants. AI can mitigate this by screening based solely on objective criteria and flagging what it considers to be biased language.

    Halo Effect: This occurs when a positive impression in one area, like attending a particular school, influences perceptions in other areas. AI can counteract this by implementing objective evaluation processes that focus on specific performance criteria.

    Similarity Bias: This bias involves a preference for candidates with similar backgrounds or experiences, which AI can help eliminate by assessing candidates based on predefined criteria rather than personal similarities.

    Gender Bias: This bias involves favouring one gender over another, often disadvantaging people who identify as women. AI can address this by removing gender indicators and promoting a gender-neutral approach in the hiring process.

    Find out more about why emotional intelligence in recruitment matters.

    Benefits of emotional AI in recruitment

    Enhanced candidate screening

    Emotional AI can process vast amounts of data quickly, meaning recruiters can potentially screen candidates more effectively. By analysing facial expressions, vocal tones and other indicators it can identify the most suitable candidates for further evaluation, saving valuable time and resources.

    Improved interview processes

    By providing real-time analysis of a candidate’s emotional state during interviews, emotional AI can help interviewers ask more relevant questions and probe deeper into areas that may reveal a candidate’s true potential or concerns.

    Bias reduction

    As we outlined above, emotional AI can help mitigate biases in recruitment by focusing on emotional and behavioural data rather than subjective impressions or stereotypes. This can lead to more diverse and inclusive hiring outcomes.

    Better cultural fit assessment

    Understanding a candidate’s emotional intelligence and interpersonal skills can provide insights into how well they may fit into the company culture, reducing turnover and increasing employee moral and job satisfaction.

    Why recruitment still needs human intervention

    While emotional AI has the power to enhance and improve recruitment processes, it is simply not reliable or effective enough without input and insights from us humans.

    Here’s why. 

    • We need a nuanced understanding of emotions Emotional AI can recognise and categorise basic emotions, but the technology is still evolving and is unlikely to fully grasp the subtleties and complexities of human emotions. We are better equipped to understand context, intent and the nuances of different emotional states.
    • Ethical and privacy concerns The use of emotional AI raises important ethical questions around consent, data privacy and the potential for misuse. Quite understandably, candidates may feel uncomfortable about the idea of being analysed by AI during interviews, which could negatively impact their performance. Human oversight, by professionals who understand the situation and potential implications is essential to ensure that emotional AI is used ethically and that candidates’ rights and privacy are respected, at all times.
    • Balancing objectivity and empathy While emotional AI offers objective insights, recruitment requires a healthy dose of empathy and plenty of understanding. This is particularly true when providing feedback or making the right hiring decisions. Human recruiters can offer the necessary support and reassurance that AI lacks, creating a more positive experience for both the candidate and the recruiter.
    • Interpretation of results Data provided by emotional AI needs careful interpretation by recruitment or AI specialists. Emotional responses can be influenced by numerous factors, including stress, health, mood, what happened on the way to work that morning and so forth, which may not be relevant to a candidate’s suitability for a role. Human input from recruiters provides valuable contextualisation, helping to ensure decisions are fair and accurate.

    What is the future of emotional AI in recruitment?

    None of us knows what emotional AI will look like in six months let alone a few years. The technology is developing rapidly and adoption across the recruitment and business world will continue to increase. 

    However, we predict the future of recruitment will likely involve a hybrid approach, combining the analytical capabilities of emotional AI with the empathetic and ethical oversight of human recruitment specialists. This winning combination should help organisations make more informed, unbiased and empathetic hiring decisions, leading to better outcomes for all parties.

    Whether you’re a talented procurement and supply chain professional seeking a new role or a business looking to grow or upskill your team, get in touch today. We are connected to some of the top talent and most exciting businesses across the UK and beyond. Let’s have a human-to-human chat about how we can help you achieve your goals. 

  • What CPOs value most within their teams

    What CPOs value most within their teams

    Procurement success is no longer defined by numbers; savings delivered, compliance rates hit, contracts negotiated and so forth. Today’s procurement leaders are shifting their focus. While KPIs still matter, Chief Procurement Officers (CPOs) are increasingly interested in something less tangible, but far more impactful: the mindset, behaviours and values their team members bring to the table.

    As procurement evolves into a more strategic and collaborative business function, so too must the people who drive it. If you’re in the job market or preparing to be, it’s important to understand what hiring managers are looking for. And how to present yourself as someone who delivers much more than mere metrics.

    Here’s a breakdown of what CPOs truly value, and how to reflect those qualities in your CV and cover letter.

    1. Strategic thinking and commercial smarts

    What CPOs value:

    CPOs are no longer just tasked with managing spend. They’re expected to shape and drive the overall business strategy. Naturally, they want people who think way beyond tactical procurement and understand how supply chain decisions influence profitability, risk, customer satisfaction, sustainability and innovation.

    What to include on your CV:

    Frame your achievements in meaningful business terms: For example, “I redesigned the sourcing strategy, thereby improving supplier delivery times by 22% and directly supporting $10M in revenue growth.”

    Highlight where you contributed to wider business goals, not just procurement ones. Particularly if you worked on cross-functional programs.

    Cover letter tip:

    Demonstrate that you think like a business partner: “I enjoy working at the intersection of procurement and strategy, aligning sourcing plans with commercial goals, building supplier innovation pipelines and contributing to transformation.”

    2. Cross-functional collaboration

    What CPOs value:

    As we all know, procurement doesn’t operate in a vacuum. The best professionals are those who know how to collaborate across departments, influence decision-makers and get buy-in from stakeholders with diverse objectives. Procurement teams are increasingly embedded in product development, marketing, legal, sustainability and IT. Which is one of the reasons it’s such an exciting sector to work in. 

    What to include on your CV:

    Give real examples of working across teams, e.g., “Partnered with engineering and operations to consolidate global suppliers for critical components, reducing lead times and improving product consistency.”

    Emphasise projects where communication and stakeholder alignment were key.

    Cover letter tip:

    Show self-awareness and emotional intelligence: “I’ve found that success often comes down to listening and understanding what internal stakeholders really need and translating those needs into action.”

    Find out more about why emotional intelligence is so important in procurement and supply chain.

    3. Supplier Relationship Management (SRM)

    What CPOs value:

    In an ever-volatile global market, reliable, collaborative suppliers are more important than ever. CPOs want people who can build and maintain strong relationships that are based on transparency, mutual benefit and continuous improvement. Not just cost negotiation.

    What to include on your CV:

    Don’t just say you “managed suppliers.” Explain how you added value to the relationship. For example: “I implemented a supplier scorecard and quarterly business reviews for Tier 1 vendors, resulting in a 15% improvement in on-time delivery and stronger collaboration on risk mitigation.”

    Cover letter tip:

    If you’ve worked on long-term supplier development, co-innovation, or even helped a supplier improve their ESG performance, why not shout about it? This shows you understand that SRM is strategic, not just administrative.

    Find out more about how ESG fits in with the procurement and supply chain agenda.

    4. Agility and resilience

    What CPOs value:

    If the past few years have taught procurement leaders anything, it’s the importance of adaptability. From COVID-19 to global conflicts and raw material shortages, professionals who stay calm under pressure, pivot quickly and problem-solve on the fly are worth their weight in gold.

    What to include on your CV:

    Showcase times when you led or supported agile responses to disruption.

    For example, “During the semiconductor shortage, I developed an alternative sourcing strategy in APAC within three weeks, maintaining production and avoiding $1.8M in delays.”

    Cover letter tip:

    You don’t need to have “crisis response” in your title to show resilience. Just highlight how you cope with change and help teams adapt: “I bring a calm, solutions-focused mindset to high-pressure situations, with a proven ability to navigate ambiguity and keep projects moving in the right direction.”

    1. Digital literacy and confidence with data 

    What CPOs value:

    From digital procurement tools to spend analytics and AI-powered forecasting, CPOs need people who embrace data and technology. It’s about using digital tools to make faster, better decisions and to drive greater transparency and accountability.

    What to include on your CV:

    List the digital tools and platforms you’ve used and how you’ve applied them. For example:

    “Led implementation of Tiplati across the North America region, increasing e-sourcing adoption by 70% within six months.”

    Cover letter tip:

    Mention your enthusiasm for continuous digital learning: “I’m passionate about the digital future of procurement and actively seek out opportunities to improve processes through automation and insight-driven decision-making.”

    6. ESG leadership and purpose-driven procurement

    What CPOs value:

    Sustainability and ethical sourcing are now key procurement responsibilities. CPOs want people who can embed ESG principles into procurement strategy and execution.

    What to include on your CV:

    Highlight experience with sustainable sourcing, social impact initiatives, supplier diversity and environmental reporting. For example, “I partnered with our sustainability team to develop a low-carbon sourcing strategy, reducing Scope 3 emissions by 18% across packaging suppliers.”

    Cover letter tip:

    Show personal motivation: “I’m particularly proud of leading initiatives that align with our company’s purpose, whether that’s reducing environmental impact or supporting minority-owned suppliers.”

    Some final tips for candidates

    • It goes without saying that each application must be tailored for specific roles. Read between the lines of the job spec. Is the company talking about transformation? ESG? Innovation? Mirror their priorities in your content.
    • Quantify everything. Numbers help you to stand out from the crowd, so try to include measurable and meaningful results on your CV.
    • Tell stories. In your cover letter, use mini case studies to show how you work and think.
    • Work with a trusted, specialist recruiter. Procurement recruitment experts like Bramwith can help you fine-tune your messaging to match what CPOs really need from their candidates.

    Taking your next steps to the perfect procurement and supply chain role

    Need help finding your next opportunity or refining your pitch? Get in touch with the Bramwith team. We work closely with some of the most forward-thinking procurement and supply chain leaders, and we know exactly what they’re looking for.

  • How AI and automation reduce waste in food procurement

    How AI and automation reduce waste in food procurement

    As with many industries, robotics in the food industry is advancing at a staggering rate. In fact, revenue in this market is projected to reach $9.32m in 2005. 

    With procurement and supply chain professionals under increasing pressure to balance cost efficiency with sustainability goals, adopting new technologies like automation, AI and Big Data are becoming even more essential priorities. In this blog, we explore some challenges facing the food industry and how automation can transform food waste management systems. 

    Addressing the challenges of excessive packaging and waste

    The UK wasted around 9.5m tonnes of food in 2024 alone, and – as we know – a significant percentage of food packaging ends up in landfills, contributing to the critical problem of plastic pollution. This issue presents a dual challenge: minimising environmental impact while meeting consumer demand for sustainability. In the procurement sector, balancing the need for cost-effectiveness with the desire to reduce waste can be tricky.

    Packaging plays an important role in preserving food quality and safety and many companies have introduced alternatives that don’t compromise product integrity. Single-use plastics (SUPs), excessive packaging and non-recyclable materials lead to unnecessary waste, which is becoming increasingly scrutinised by both consumers and regulatory bodies.

    To compound the problem, food procurement processes often generate food waste, whether through spoilage, overordering or distribution inefficiencies. In many ways, food waste is as much a packaging problem as it is a logistics problem. Improving packaging strategies and logistics systems can result in significant waste reductions at different supply chain stages.

    Leveraging automation to streamline food procurement and drive sustainability

    By automating key processes in food procurement, businesses can cut down on unnecessary packaging and waste, while increasing operational efficiency and safety.

    Here’s how: 

    1. Optimising inventory management

    Automation tools that integrate AI and Big Data give procurement professionals better insights into inventory levels, order patterns and demand forecasts. Automation ensures that food orders are more accurately aligned with consumption needs, reducing overordering and minimising food waste. More accurate stock levels reduce the need for excess packaging so businesses can cut down on materials and mitigate food spoilage, helping achieve sustainability goals and cost savings.

    1. Smarter logistics

    Are revolutionising logistics. Procurement teams can use advanced software, AI-powered solutions and data analytics to track shipments, reduce transportation costs and eliminate packaging redundancies. Automation in warehousing, such as using robotic arms to handle products, allows for the precise grouping and packing of food items with minimal material usage. This means food can be packaged more efficiently, with packaging materials optimised to reduce excess waste.

    1. Improved traceability and transparency

    With better traceability, businesses can monitor the end-to-end food journey, identifying areas where packaging or handling could be better optimised. This transparency also allows for improved reporting on sustainability initiatives and helps with compliance with environmental regulations. Procurement teams can make more accurate data-driven decisions to streamline the supply chain, reduce packaging and eliminate unnecessary waste.

    1. Enhancing health and safety compliance

    Automation helps food procurement teams maintain consistent quality and safety standards. With automated temperature controls, data collection systems and real-time monitoring, food safety and health compliance can be managed seamlessly. AI tools can track perishable goods, monitor spoilage rates and reduce human error in safety checks. This should lead to safer handling of food products, ensuring they meet health standards while reducing waste caused by spoilage.

    Find out more about how to tackle rising costs and digital challenges in 2025 and beyond.

    Practical steps for using automation, AI and Big Data for packaging and waste reduction

    Now it’s time to put the theory into practice. Here are a few tips to get you started. 

    Start with inventory and demand planning: Use automated inventory management systems to reduce food waste and improve ordering accuracy. AI-driven demand forecasting tools will help you predict sales trends and ensure stock levels align with actual demand, reducing excess packaging and waste.

    Embrace smart packaging solutions: Explore packaging automation tools that minimise material usage, such as packaging machines that create custom-fit packages based on the product size. Prioritise sustainable packaging materials and work with suppliers who offer recyclable or biodegradable options.

    Leverage AI and Data Analytics for logistics: Use AI tools to optimise routes, reduce transportation costs and minimise packaging waste. Smart logistics systems can also help identify inefficiencies in your supply chain and suggest improvements to reduce overall waste.

    Integrate real-time monitoring systems: Use real-time monitoring technology to keep track of food safety, temperature and product quality throughout the supply chain. These systems help ensure food doesn’t spoil and reduce the need for packaging materials designed for waste prevention.

    Need some ideas on how to monitor your performance? Read our blog about which KPIs to set for sustainability.

    Continuous improvement: Finally, consistently monitor and adjust your strategies by analysing available data. AI-powered tools can provide valuable insights into which strategies are most effective in reducing waste and improving sustainability.

     

    The importance of having the right digital talent on board

    Sustainability remains a key priority for the food industry, so having the right procurement and supply chain expertise is essential. Procurement and supply chain professionals with in-demand skills in AI, Big Data and machine learning (ML) can drive innovation, optimising packaging, reducing waste and enhancing efficiency and safety. By securing the right talent and leveraging advanced technologies, businesses can successfully align sustainability goals with operational performance, creating long-term value for both the environment and their bottom line.

    Talk to our team today to find out how we can help you source and secure the right team to help your business succeed. 

  • How Trump’s tariffs are reshaping procurement and recruitment

    How Trump’s tariffs are reshaping procurement and recruitment

    The global economy is once again adjusting to a disruptive force; Donald Trump’s revived tariff agenda. His proposed and reinstated tariffs on goods from China, Mexico and many other countries are already reverberating through global markets. For procurement professionals and recruiters, the implications go far beyond stock price fluctuations. There will likely be significant increases in supplier risk, price volatility, cautious hiring and shifts in regional talent strategies. And that’s just the start.  

    The global tariff fallout. What’s happening and who’s being impacted

    Since early 2024, Trump’s messaging around reintroducing steep tariffs, starting with 10% across all Chinese imports and now introducing levies of 125%  (with the recent exemption of smartphones, computers and some other electronic devices) has already caused U.S. manufacturing costs to rise and investor confidence to waver. While the actual legislation is still being contested, global businesses are reacting fast.

    Procurement professionals are facing:

    • Rising costs of raw materials and components, especially in industries reliant on Chinese manufacturing like automotive, electronics and construction.
    • Supplier diversification pressures as the risk of overreliance on any single country becomes politically volatile.
    • Increased lead times due to rerouted supply chains, especially in logistics-heavy sectors.

    Impacts on recruitment are likely to be just as significant. Global hiring has slowed in procurement, manufacturing and logistics sectors due to project delays and margin pressure. As a result, some businesses are choosing to freeze hiring or delay senior appointments, including in supply chain and procurement functions.

    Markets with diversified supply chains and access to regional manufacturing hubs are seeing upticks in interest from global firms. However, regions deeply dependent on exports to the U.S. are suffering.

    These include: 

    • Germany and Japan, where automotive and machinery exports face increased scrutiny.
    • China is central to the trade dispute and sees knock-on effects in its manufacturing and shipping sectors.
    • UK and EU, who rely on stable U.S. trade. The UK is also looking to U.S. trade to help prop up lagging post-Brexit growth.

    Middle East and Singapore/APAC focus

    In the Middle East, the impact is more indirect. Gulf states are focused on diversification and investing in logistics hubs like Saudi Arabia’s NEOM and the UAE’s DP World. These regions are eyeing increased trade flows if global routes shift. However, volatility in global shipping and oil prices remains a concern, especially if demand from key markets like the U.S. slows.

    In Singapore and broader APAC, the risk is sharper:

    As a trade-reliant economy, Singapore is particularly vulnerable to tariff escalation. Reuters reported on 8th April 2025 that the country might see additional investment as manufacturers diversify.  

    Export-dependent economies like Taiwan, Malaysia and South Korea are likely to see reduced forecasts for 2025.

    APAC recruitment firms are reporting longer placement cycles in procurement and supply chain roles, with candidates wary of regional instability.

    How Bramwith can help you prepare

    In times of global uncertainty, the right team can make the difference between reacting and adapting. Bramwith is a specialist procurement and supply chain recruiter with deep sector knowledge and global reach. Whether you’re seeking professionals to help redesign your supplier network, strengthen local partnerships or lead sustainability-focused sourcing, we can connect you with proven talent to keep your operations agile and resilient. 

  • UK Employment Rights Bill: Key changes and business impact

    UK Employment Rights Bill: Key changes and business impact

    The UK’s upcoming Employment Rights Bill (ERB) introduces a number of important updates to workplace regulations, requiring businesses to adapt their policies and practices. While these changes bring new responsibilities, companies that prepare effectively can ensure they maintain compliance and the impact on operations and teams is minimised. 

    At the end of last year, the Government sought feedback on various aspects of the ERB and further consultations are expected in 2025. The ERB must also be scrutinised in Parliament, where proposed amendments will be considered. The ERB is expected to be passed into law no earlier than summer 2025, although many reforms will likely not take effect until 2026.

    What are the key changes proposed by the Employment Rights Bill?

    The new legislation focuses on several critical areas:

    1. Strengthened sexual harassment prevention

    Employers must implement clear policies, conduct risk assessments and provide staff training to prevent workplace harassment. Non-compliance may increase legal liability.

    1. Expanded flexible working rights

    Employees can submit two flexible working requests per year, with employers required to respond within two months. Declined requests must be justified with clear business reasons.

    1. Revised unfair dismissal rules

    The qualifying period for unfair dismissal claims is expected to be reduced from two years to six to nine months, requiring businesses to strengthen their hiring and performance management practices.

    1. Extended tribunal claim periods

    The window for employment tribunal claims may be extended from three to six months, increasing the need for proactive dispute resolution.

    1. Minimum wage increases

    From April 2025, the National Living Wage will rise to £12.21 per hour for workers over 21, while 18–20-year-olds will see an increase to £10.00 per hour. Businesses must plan for higher payroll costs.

    1. Sick pay reforms

    Statutory sick pay eligibility will expand as the lower earnings limit is removed. Companies should assess potential cost implications and update sick leave policies.

    1. Zero-hours contract regulations

    While a full ban is unlikely, new regulations will target exploitative practices. Employers should ensure zero-hours contracts reflect actual working patterns.

    1. Fire and rehire restrictions

    Businesses must notify ACAS before implementing dismissal and re-engagement strategies, extending redundancy timelines and requiring careful workforce planning.

    1. Family-friendly leave expansions

    New entitlements include unpaid carers’ leave and 12 weeks of neonatal leave from day one of employment. Paternity leave eligibility will also expand, necessitating HR policy updates.

    1. Longer redundancy consultation periods

    Businesses planning large-scale redundancies may need to conduct consultations for up to 90 days, affecting workforce planning strategies.

    How to prepare for the changes

    To stay compliant and minimise disruption, businesses should:

    • Update employment contracts to reflect dismissal rights, sick pay and flexible working changes.
    • Revise HR policies on harassment, discrimination and redundancy procedures.
    • Train managers to handle new employment rights effectively.
    • Budget for wage increases and expanded leave entitlements.
    • Refine hiring and performance management processes to ensure employees meet expectations before the revised dismissal period takes effect.

    Will these changes deter businesses from operating in the UK?

    While regulatory updates may require adaptation, they should not be seen as a deterrent to doing business in the UK. As with so many situations, the key to sustainable success lies in being flexible, proactive and having the right team in place. Many of these changes align with global employment trends which aim to foster fairer workplaces and enhance employee satisfaction, which in turn improves productivity and retention. Businesses that get on the front foot by adjusting their strategies will be in a much better position to continue to thrive.

    Working with the right procurement and supply chain partner

    Adapting to evolving employment laws is a challenge but it’s much easier with the right team behind you. Partnering with a procurement and supply chain recruitment specialist like Bramwith helps ensure your business attracts and retains the top talent while ensuring compliance and resilience. We can also support you with refining hiring strategies, improving workforce planning and supporting regulatory adaptation.

    Contact our team today to find out how we can help. 

  • The Evolving Role of Procurement in Financial Consulting

    The Evolving Role of Procurement in Financial Consulting

    Procurement in the UK finance sector isn’t all about cost-saving and boosting the bottom line. Beyond securing the best deals, procurement is vital in fostering innovation, aligning business objectives and driving the all-important digital transformation.

    Here’s how financial businesses can take their procurement strategies to the next level by thinking beyond costs and creating lasting value.

    Aligning procurement with business objectives

    One of the most important aspects of procurement is ensuring it aligns with the broader goals of the business. The old – let’s face it – outdated view of procurement as a purely transactional department that exists to cut costs is obsolete. Instead, procurement should be seen as a strategic function that directly supports the company’s overall strategy and objectives.

    Let’s take a look at customer experience (CX). The days of offering mediocre or inconsistent service are over. Today’s customers expect an exceptional experience at every touchpoint and when businesses get it right, the rewards are substantial. According to the CX Index, brands that prioritise CX see profits soar by 60% compared to those that don’t. 

    Procurement teams can support this by sourcing the best services and technologies and building strong, long-term relationships with suppliers that bring new solutions to the table. In this way, procurement helps the business stay competitive in a fast-changing and competitive market.

    Supporting digital transformation

    Procurement plays a key role in digital transformation by enabling firms to source the technology and services needed to stay ahead of the competition and meet the customer expectations we just talked about. But, of course, it’s not just about buying the latest tools. Procurement ensures these technologies are integrated smoothly including negotiating often complex contracts that allow for future upgrades and scalability. This means the business can continue to evolve and adapt as innovations emerge. 

    Let’s take a closer look at some of the latest technological developments in more detail. 

    AI and workflow automation

    Instead of simply focusing on cost-cutting, procurement is leveraging AI and workflow automation to drive smarter, more strategic decision-making. By automating the handling of procurement data across multiple systems (like ERPs and transportation management), AI streamlines operations, freeing teams from time-sapping manual processes.  This approach also improves data accuracy and provides real time insights that align procurement with long-term business goals like improving supplier relationships and driving sustainable practices.

    Find out more about AI in supply chain management.

    Creating more efficient payment systems

    Traditional supply chain payment processes are prone to sluggishness with many businesses still relying on checks and ACH wire transfers. These methods slow down payments for suppliers and carriers, creating delays and uncertainty about payment status. This lack of transparency can disrupt the timely delivery of products or services to customers, negatively impacting operations.

    Supply chain payments often come with special terms and conditions like mid-transit commissions or payout, additional fees for detention, demurrage and fuel charges, closed-loop credit cards for fueling fleet vehicles and anti-fraud protections to prevent fuel card skimming. 

    These complexities highlight the need for specialised payment systems that can navigate the intricate relationships between suppliers, carriers and other stakeholders. That’s where AI steps in, helping businesses manage financial data more effectively. AI-driven tools can recommend optimised payment and credit terms based on past performance, assess risks more accurately and prevent fraud, ensuring smooth transactions throughout the supply chain.

    Promoting innovation through supplier collaboration

    Meaningful innovation happens as a result of effective collaboration. The best procurement professionals are experts at building supplier networks that facilitate co-creation of new products, improve service offerings, streamline operational processes and much more. Innovations like blockchain and the aforementioned AI are great examples of this. 

    Supplier collaboration also provides opportunities for improving sustainability, which is a key consideration in the UK finance sector. Financial firms are increasingly expected to demonstrate their commitment to environmental, social and governance (ESG) goals. Working with suppliers that share these values can enhance a firm’s reputation and help meet regulatory requirements.

    Discover how to find the right balance between cost savings, supplier relationships and sustainability.

    Mitigating financial risk

    Aligning procurement with wider business objectives is crucial for mitigating a wide range of risks, from financial and operational to quality and compliance. When procurement is integrated into a company’s financial strategies, businesses gain better control over costs, improve forecasting and have a better chance at building long-term supplier relationships. Quality risks are minimised by setting clear standards for suppliers and ensuring procurement decisions align with the company’s performance expectations. Additionally, fostering cross-departmental collaboration and adopting digital tools help streamline operations and reduce inefficiencies, making supply chains more resilient.

    Compliance risks can also be mitigated by aligning procurement with regulatory frameworks and ethical standards. By keeping procurement practices in line with industry regulations and maintaining robust supplier evaluation processes, companies can avoid costly legal or reputational issues. 

    Building the right procurement team for your business

    Having the top talent on board is essential for aligning procurement with business objectives. Skilled procurement professionals bring strategic insight, expertise in supplier management and a deep understanding of market dynamics. They drive initiatives that enhance cost control, quality assurance and regulatory compliance, while also fostering innovation and operational efficiency. 

    Contact the team at Bramwith today to find out how we can help build your winning procurement and supply chain team for 2025 and beyond.