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What Employers Really Want in Senior Procurement Hires

Are you looking to take the next step in your procurement and supply chain career? Seeking a more senior role and unsure about how to get your CV noticed? You’re in the right place. The last five years of upheaval and technical transformation have transformed what employers look for in senior procurement hires,  particularly in the UK, where challenges like supply chain uncertainty, ESG expectations and digital transformation have redefined the role.

Today’s senior procurement professionals need to balance strategy and empathy, analytics and intuition, automation and the human touch. So what exactly do employers want? And how can you make sure you stand out?

1. Strategic thinkers who speak the language of business

Procurement leaders today are expected to think and talk like commercial strategists. Employers need people who understand how procurement decisions impact revenue growth, brand value and customer satisfaction.

A Head of Procurement may have spotted an opportunity during ongoing Brexit uncertainty. Instead of sticking to the same global suppliers, she built partnerships with UK-based producers, reducing lead times, cutting emissions and strengthening local supply chains. Her strategy didn’t just save costs; it made the business more resilient and more marketable to increasingly conscious consumers.

Tip: When discussing your achievements, don’t focus purely on savings. Describe how you supported growth, protected reputation, or improved business agility. Show that you see the bigger picture.

Need to impress a CPO during your interview process? Find out what CPOs value most within their teams.

2. Digitally fluent, but still very much human

AI, machine learning (ML) and data analytics are now part of the procurement toolkit. But technology alone won’t drive transformation. Employers want senior hires who are digitally fluent and able to bring their teams along for the ride.

For example, a Procurement Director at a UK manufacturing group recently introduced an AI-driven spend analysis platform. It flagged inefficiencies no one had noticed before. But the real success came when she took time to train her team, involve finance and operations and use the data to build more collaborative supplier relationships. The human element made the digital tool a genuine success story.

Tip: Digital confidence is vital, but empathy and communication turn tech investment into tangible and measurable outcomes. Share examples of how you’ve guided people through change, not just implemented tech and tools.

Find out more about emotional AI in recruitment.

3. Emotionally intelligent leaders

Procurement sits at the crossroads of every department, including finance, legal, sustainability and operations. Strong stakeholder relationships can make or break success. UK employers now see emotional intelligence and influencing skills as essential traits in senior hires.

Perhaps an energy-sector CPO faced resistance from the board over a renewable sourcing initiative. Rather than focusing on compliance or risk, he reframed it as a way to stabilise long-term energy costs and strengthen investor confidence. That shift in narrative secured the green light as well as the funding.

Tip: Build your internal network as deliberately as your external one. Learn to translate procurement goals into language that resonates with every stakeholder.

4. ESG leaders who can turn policy into performance

Sustainability is now a business imperative, not a box to tick or a policy to greenwash. UK employers are seeking leaders who can embed ESG principles into sourcing, supplier management and decision-making, and who understand the commercial upside.

A construction firm, for instance, might have recently appointed a new Head of Procurement to drive greener materials sourcing. Within a year, she had introduced a supplier rating system linked to carbon performance. The results: reduced waste, improved compliance and stronger bids for government contracts.

Tip: Be ready to show numbers and back up your data with a strong, relatable story: how you’ve cut emissions, supported supplier diversity, or reduced waste. ESG is a key competitive advantage and data brings your impact to life.

5. Agility and calm under pressure

If the last few years have proved anything, it’s that adaptability is gold dust. The ability to stay composed and creative during disruption is now one of the most valuable qualities in senior procurement hires in the UK and globally.

To use another hypothetical example, when the pandemic caused chaos across supply chains, one UK healthcare procurement lead worked with small domestic manufacturers to secure critical PPE when traditional channels dried up. Her ability to act quickly, manage relationships and think laterally saved both money and lives.

Tip: Share examples of how you’ve handled disruption, whether geopolitical, economic, or operational. Employers value foresight, but they remember composure and the ability to pass this calmness and can-do attitude on to others.

6. Commercial curiosity

Procurement leaders must now be financially astute and can understand cost structures, markets and supplier economics. But employers also want curiosity and tenacity: people who ask why costs behave as they do and how procurement can help create value rather than just extract it.

For example, at a UK automotive company, the procurement team worked with engineering to redesign a key component using more accessible materials. The result wasn’t just cheaper parts. It reduced production risk and gave the company leverage to negotiate better deals.

Tip: Don’t be afraid to challenge assumptions. Real innovation often begins with the question, “Is there a smarter way to do this?”

7. The ability to balance data and intuition

Procurement decisions can’t always be made by a spreadsheet. Employers appreciate leaders who use data as a foundation but still trust their instincts and experience, especially in complex supplier negotiations.

Perhaps a CPO in the food sector shared that their best decision came from walking factory floors and talking directly to workers about bottlenecks; insights no dashboard had revealed. That human curiosity led to a logistics overhaul that saved millions.

Tip: Use data to inform your instincts, not replace them. Employers want professionals who combine analysis with judgement.

What UK employers want to see: a quick recap

• Strategic thinking beyond cost control
• Confidence with AI, data, and automation
• Emotional intelligence and stakeholder influence
• Measurable ESG performance
• Agility during disruption
• Financial curiosity and an innovation mindset
• Balance between data-driven and human decision-making

Choosing the right recruitment partner

When you’re looking to make your next career move or trying to find the perfect candidate, working with a specialist procurement and supply chain recruitment partner like Bramwith can make all the difference. We help businesses find the leaders who not only deliver results today but also shape the future of procurement. Contact our team today to find out how we can help. 

If 2025 was the year of experimentation and adjustment, 2026 will be the year of capability building and decisive action. From operational AI to securing the right people to drive your team forward, it’s set to be a year of challenges and opportunities. 

Here’s a high-level look at what UK business leaders and their teams can expect – and how to stay ahead.

The procurement and supply chain landscape for 2026 

AI & LLMs: from experimental to operational 

In 2026, these transformative technologies will become part of daily operations. We can expect:

• Automated category sensing and supplier-signal monitoring
• LLM-generated first-draft contracts, RFPs and negotiation notes
• Real-time supplier-risk flags from integrated data sources
• Predictive insights on cost movements, labour risks and market shocks

However, as always, the context and application matter. AI requires transparency, visibility, governance and strong data ethics. Without these, scaling becomes impossible and potentially dangerous.

Sustainability becomes contractual

2026 will see sustainability hard-wired into procurement. UK organisations preparing for ISSB-aligned reporting, and responding to the EU’s CSDDD requirements, will need deeper, cleaner supplier data sets and consistent and transparent supplier-carbon measurement.

Resilience becomes a performance metric

The focus in 2026 will shift from reacting to disruption to measuring resilience.

Procurement and supply chain leaders will be judged on:

• Speed of recovery
• Ability to re-route and dual-source
• Flexibility of supplier networks
• Early-warning capabilities and approach

This represents a major shift in what so-called good procurement looks like. The benefits of getting it right will be significant. 

The competition for procurement and supply chain talent 

Talent will be the defining competitive advantage in 2026.

Offering a useful litmus test to the current recruitment climate, the 2025 CIPS/Hays Procurement Salary Guide revealed:

• 69% of UK organisations struggled to hire in 2024–25
• 52% said digital skills were their biggest gap
• 45% cited ESG skills as difficult to source

UK businesses urgently need procurement professionals with AI/ML literacy, data fluency and deep sustainability understanding. This is just one of the reasons why partnering with a specialist procurement and supply-chain recruitment firm is essential.

What you and your business can do to prepare

AI & LLMs: Building the right foundations

In 2026, AI tools will help procurement teams by scanning markets for cost anomalies, identifying financial issues before they escalate, automating early-stage sourcing documentation and generating real-time risk alerts. 

But to get there, organisations need:

• Clean, structured data
• Clear governance
• Defined decision rights
• Specialist talent who can oversee automation

Resilience and third-party risk

UK organisations remain highly exposed in four areas:

• Cyber-attacks in the supply chain
• Hidden supplier-tier vulnerabilities
• Climate-related disruption
• Trade and regulatory uncertainty

In practice, this means UK procurement teams should:

• Build multi-tier supplier maps
• Use predictive tools to model disruption scenarios
• Track supplier resilience metrics as well as commercial metrics
• Align closely with risk, legal and ESG teams

Building a stronger procurement and supply chain talent strategy

UK businesses need to build capability early to avoid falling behind. This includes:

1. Mapping the roles you need

This might include: Procurement Analytics Leads, AI Product Owners for Procurement, Supplier Carbon & ESG Managers and Data Engineers for Spend and Supplier Systems

If you’re unsure what your function needs, that’s exactly the point at which a specialist recruiter can help. 

2. Upskill existing teams

Give procurement professionals exposure to AI, analytics and sustainability training. This reduces dependency on external hiring during a talent bottleneck. It also helps keep your team motivated and makes sure they feel nurtured and inspired. 

3. Partner with specialist recruiters

Because the UK candidate market for digital-procurement talent is highly competitive, early access matters. Specialist partners can secure candidates who wouldn’t appear through the usual channels.

A practical roadmap for the year ahead

The strongest procurement teams in 2026 will need to take a steady, phased approach. Start by getting the basics right: align your core functions, clean and standardise your data, and put the governance in place to support smarter, technology-enabled decision making. 

From there, scale what works. This could be automating routine processes, embedding AI where it genuinely adds value, or bringing supplier-carbon metrics and risk modelling into day-to-day operations. Perhaps it’s a mix of all three and more. 

Throughout, measure what really matters. Look beyond cost savings to track resilience, recovery times, data quality and supplier visibility. These are the signals of true maturity and will prepare teams for tighter regulatory expectations and any other challenges along the way.

Why talent matters more than ever

As we’ve mentioned, none of this happens without the right people. Technology can accelerate progress, but it’s skilled procurement professionals, those who understand data, AI, risk and sustainability, who turn strategy into reality.

If you want to build a digitally capable, resilient procurement team for 2026 and beyond, partner with a recruitment firm that understands the landscape inside out. At Bramwith, we connect UK organisations from all sectors with the high-impact procurement and supply chain talent needed to drive transformation. Contact us today to find out how we can help. 

How has the world of procurement and supply chain treated you and your business this year?

Chances are, you’ve spent a considerable amount of time in 2025 juggling cost pressures and regulatory changes. Or perhaps you’ve been wrestling with the best approaches to meet your sustainability commitments, or getting your head around the ongoing challenges of AI, LLMs and automation. Resilience is nothing new in this profession – but this year really has demanded it in spades.

As we head towards year-end, it’s worth pausing to reflect on how the UK market has shifted and what procurement and supply chain leaders can do to prepare for 2026. 

What’s been shaping the UK agenda

UK businesses have spent much of 2025 balancing inflation, volatile import costs, ever-persistent geopolitical turbulence and ongoing supply-chain fragility. At the same time, procurement has continued its shift from a cost-cutting function to a strategic driver of innovation, resilience and growth.

KPMG’s UK Supply Chain Stability Index and its broader 2025 outlook both point to a sector that is under strain, but also one that offers significant opportunity for reinvention – and getting the competitive edge.

Here are the headline insights UK leaders need to know.

Smarter cost management

Traditional cost-saving levers have not so much been squeezed dry as reduced to a husk over the past few years. That’s one of the key reasons UK organisations are leaning heavily into cost-to-serve analytics to uncover more sustainable efficiencies. By breaking down the actual cost behind customers, products and fulfilment routes, procurement leaders can target savings in strategies and tactics that don’t compromise long-term value.

Many UK procurement teams will have increased their use of analytics in 2025, and KPMG highlights AI-driven spend intelligence as an enabler of this shift. Machine learning (ML) and predictive tools are helping teams forecast inflation, identify cost anomalies and adjust quickly.

Risk management front and centre

Risk management and mitigation continue to dominate every board agenda this year. According to KPMG’s 2024/25 UK CEO Outlook, supply chain disruption remains one of the top three risks UK chief executives expect to influence performance through 2026.

The drivers will be familiar with all our readers, but are doubtless escalating due to:

• Inflation and input cost volatility
• Tightening regulations across the EU and UK
• Threat and complexity of cyber-attacks
• Increasingly complex global supply routes
• Geopolitical events

KPMG recommends building much deeper supplier-network visibility and strengthening predictive capabilities using tools such as Digital Twins and scenario modelling.

ESG and Scope 3 pressures intensify

The UK Net Zero Business Census revealed a pretty cllear picture of where UK businesses stand when it comes to climate action.

• 79% of large organisations see net zero progress as a medium to high priority over the next year, influencing their supply chains.
• 51% of large organisations have been asked for carbon data by suppliers, rising to 62% for exporters.
• Despite steady ambition, only 11% have formal net-zero targets.
• 59% have improved energy efficiency, and 55% have reduced waste.
• Costs remain the main barrier, cited by 66% as limiting progress.

The need for great AI governance 

Generative AI is undoubtedly an incredibly useful tool for businesses. But without ethical application, robust governance and smart human intervention, its benefits could transform into serious problems. UK organisations are increasingly piloting AI for supplier risk scoring, contract drafting, demand forecasting and category analysis. Perhaps you have experimented with these uses yourself in 2025 or are planning on doing so next year. Whatever your strategy, the message is consistent across KPMG’s guidance: AI works when governance works.

This includes having a business and technology-specific strategy that incorporates: 

• Data ethics
• Transparency
• Auditability
• Regulatory alignment

Transforming procurement tech

Intake & Orchestration (I&O) platforms have been the rising star of UK procurement technology in 2025. These tools help teams streamline requests, approvals and cross-system workflows. This is particularly useful for mid-size businesses trying to modernise without replacing entire ERP systems.

Sourcing and securing the top talent: The defining issue for 2026

The biggest limiting factor for many of the above challenges and opportunities is people. The UK talent shortage is becoming acute. Many UK organisations struggled to hire the right procurement professionals in 2025, and demand for data, risk and ESG-literate professionals significantly outstrips supply.

KPMG also highlights talent as one of the biggest blockers to transformation, emphasising the need for procurement teams who understand AI, sustainability and analytics, not just category management.

At Bramwith, we’re proud to partner with organisations across the UK and worldwide to secure high-performing procurement and supply chain talent, including specialists in AI, ML, data and ESG. If you need to grow your team in 2026, get in touch. We’d love to help. 

In summary: What UK business leaders should prioritise in 2026

KPMG’s insights echo our own outlook. The procurement and supply chain organisations that will thrive in 2026 will be those that bring technology and human capability together.

Here are the practical takeaways:

1. Invest in digital and ESG skills now

Talent shortages are growing. Build your talent pipeline early.

2. Strengthen visibility and governance

Supplier mapping, risk dashboards and strong data foundations are non-negotiable.

3. Treat sustainability as strategic, not administrative

ESG should influence sourcing decisions, not simply reporting.

4. Work with specialist recruiters

Competition for UK procurement talent is fierce. Partnering with specialists ensures access to scarce AI, ML and ESG skills.

If you’d like support building a resilient, skilled procurement function for 2026 and long into the future, our specialist team at Bramwith is here to help. Get in touch today to find out how we can support your business. 

Many of us are so busy with the day-to-day, that the thought of what 2030 might bring is out of sight and mind, to say the least. But as we continue to steer ourselves, our businesses and our teams through the ever-changing AI, ML and new tech landscape, it’s clear that the world will be a very different place in five years’ time. And we need to prepare. 

As we know, there is a serious skills gap in the UK around expertise in emerging technologies. If this gap widens, it could hold back national competitiveness.

So what will procurement and supply chain professionals and UK businesses need to thrive in 2030, and how can we ready ourselves for the changes? Let’s take a look. 

What are likely to be essential skills in 2030?

1. Digital and data fluency

From predictive analytics to AI-driven sourcing platforms, procurement professionals will need to be confident, if not proficient, in digital tools to make smarter, faster decisions. By 2030, data-driven supplier management will be the norm.

2. ESG and ethical supply chain management

With the UK’s legally binding Net Zero target for 2050, procurement teams will shoulder a lot of the responsibility for reducing emissions and ensuring suppliers meet ethical standards. Expertise in ESG reporting frameworks will be crucial.

3. Commercial agility

The global market is, to say the least, unpredictable. Procurement leaders will need sharp negotiation, risk management and scenario planning skills to stay competitive.

4. Strategic collaboration

As supply chains become increasingly complex, procurement professionals must work closely with finance, legal and operations to align strategies and deliver top value.

5. Leadership and people skills

Procurement teams will become far more diverse and dispersed. Motivating teams, managing change and influencing stakeholders will be essential.

How UK procurement and supply chain professionals can prepare

• Pursue continuous development: Enrol in digital upskilling programs and ESG certifications.
• Think beyond the usual procurement parameters: Gain cross-functional experience to become a well-rounded business leader.
• Cultivate adaptability: Both businesses and employees should embrace flexible working, seek out and educate in new tools and technologies and promote diversity. 

How UK businesses can stay ahead

• Invest in skills pipelines: Build meaningful, long-term partnerships with universities, apprenticeship schemes and training providers.
• Partner with specialist recruiters: Procurement and supply chain are niche fields. Experienced specialist recruiters like Bramwith can identify and match you with candidates with future-ready skills.
• Redesign talent retention strategies: Employees increasingly want roles that are aligned with sustainability and innovation. Adapt your talent attraction and retention strategies to make procurement a career of choice.

Why specialist recruitment matters more than ever

For talent, working with the top recruiters ensures you are always matched with the companies that will help you optimise your skills and get the rewards you deserve. For businesses, recruiting the right procurement and supply chain talent will shape your strategic future and put you on the right path to success.

As Bramwith CEO Saffa notes, “Technology will transform procurement, but people will make sure the transformation succeeds. Businesses that prioritise and invest in future-ready skills and emerging tech will be the ones driving growth in 2030.”

Get in touch with Bramwith today to find out how we can connect you with the talent and skills to lead the future of procurement.

Contract vs permanent hiring: How to choose what’s right for your business 

Trying to decide whether to bring in a permanent procurement hire or go down the contract route? You’re not alone. Below, we answer some of the most common questions clients ask us when weighing up contract versus permanent hiring.

A quick note on the main differences

It’s more than just how long they’re around for. A permanent hire is embedded in your organisation. They live and breathe your values (ideally), make meaningful connections with your team and are there to build long-term capability. You’re investing in them, and they’re invested in you.

Contractors are brought in for a specific period, often to achieve a particular milestone or enhance a project, like running an RFP, delivering a new sourcing strategy or supporting a transformation programme. They’re specialists who hit the ground running and bring a fresh external perspective.

What’s the current UK market looking like?

We don’t need to remind you that procurement and supply chain teams are still under pressure to deliver more with less. The UK market in 2025 is showing continued demand for contractors, especially in industries like energy, retail, infrastructure and pharmaceuticals, where supply chain resilience and compliance are business-critical.

That said, we’re also seeing a significant push to build stronger in-house teams. Many businesses want to focus on retaining knowledge internally, developing future leaders and building those all-important long-term supplier relationships. There’s also an uptick in blended teams, bringing in contractors to handle urgent deliverables or provide general support while the business focuses on developing strategic internal talent.

Is one option more cost-effective than the other?

It depends on your timeframe, your business needs and your goals. Contractors usually cost more but come with fewer strings attached. You’re not covering pensions, holiday, sick leave or training costs. And if they’re not the right fit, you can pivot. 

Permanent hires can be more cost-efficient long-term. But you’ve got to factor in recruitment time, onboarding and ongoing development. Plus, if the fit isn’t ideal, the cost of a mis-hire, both financial and cultural, can be significant.

In a nutshell, contractors are a targeted investment to get things moving and your progress on track. Permanent hires are about embedding value over time.

What types of roles suit contractors best?

This list is by no means exhaustive, but here are some roles that are often a good fit for contractors. 

• Large-scale transformation projects
• ERP or technology implementations
• M&A activity and integration work
• Regulatory and compliance shifts
• Maternity or sick cover
• Managing short-term skills gaps

With the latter, we’ve seen great success with contractors helping out during times of transformation, digital or otherwise. Contractors are also great for supporting supplier diversity audits, reshaping indirect spend categories and setting up agile procurement processes. 

Thinking a short-term hire might be the way to go? Read our blog on how to choose the right procurement and supply chain consultant.

Where do permanent hires make the most sense?

• Strategic sourcing and category management
• Long-term supply chain partnerships
• Team leadership and succession planning
• Innovation and sustainability strategy
• Building cross-functional influence

Permanent hires are the people who build trust and links across the organisation. They know the stakeholders, the pain points and the supplier quirks. They know your brand. That’s not always possible with a short-term resource.

Whatever route you go down, you’ll doubtless need to review plenty of CVs and application letters. While it’s tempting to use AI and other tools to streamline the process, it’s vital CVs are evaluated by a person, or people. Here’s why.

What about cultural fit and team morale?

Cultural alignment matters, and permanent staff have the chance to become part of the team. They contribute to the workplace and share in the long-term vision and goals. Contractors are more project or task-focused and may not integrate as closely. However, they can still have a hugely positive impact by taking pressure off internal teams and bringing new ideas and experiences. 

Top tip: If you’re bringing in contractors, make sure expectations are clear, for both them and the team. Clarity helps avoid tension, especially when it comes to reporting lines, roadmaps, decision-making and responsibilities.

Can’t I just do both?

Absolutely! In fact, it’s what we’re recommending more often than not. A mixed model gives you flexibility and resilience. It means you can tackle immediate challenges while developing long-term capability.

The key is getting the balance right. Too many contractors and you risk knowledge drain. Too few, and your people might get overwhelmed during peak periods. That’s where our team come in, helping you shape the right hiring strategy based on your unique business goals.

Taking your next steps

The decision between contract and permanent hiring in procurement can be complex. A number of factors have to be considered and evaluated. It’s about timing, context, budget and long-term strategy and vision. 

If you’re unsure, give us a call. At Bramwith, we work with procurement and supply chain teams across the UK, from agile SMEs to global multinationals. We’ll help you weigh up the options, understand the trade-offs and connect you with the right procurement and supply chain talent, whatever shape that takes.

Attracting and retaining Gen Z talent: What your business needs to change

The Gen Z workforce is coming of age, and they’re reshaping expectations across procurement and supply chain. Gen Z professionals are digital-first, values-driven and highly aware of their worth. While they bring huge value to the workplace, many employers are finding this generation hard to attract and even harder to retain.

In a sector already facing skills shortages and diversity gaps, failing to engage this group risks long-term damage. So, what does your business and team need to do to adapt? From application processes and selection to mentorship, recognition and retention, here’s how to align your organisation with what Gen Z actually wants.

Why Gen Z is a challenge – and an opportunity

Despite what some business leaders might tell you, Gen Z aren’t “difficult”, they’re discerning. They’ve grown up with rapid tech change, political instability, climate concerns and – of course – a pandemic. As a result, they’re pragmatic, socially conscious and expect more from their employers in terms of flexibility, transparency and impact.

Procurement and supply chain roles aren’t always visible to younger job seekers. Plus, they’re still battling outdated perceptions around bureaucracy, rigid hierarchies and limited diversity. If you want to attract Gen Z, you’ll need to reframe what you offer and how you offer it. Here are some tips to get you started. 

1. Modernise the recruitment process

• Speed and ease are absolutely essential. If your job application process feels slow or old-fashioned, Gen Z talent won’t wait around. Optimise your careers site and application forms for mobile, reduce friction and give clear timelines for what comes next.
• Speak their language. Keep job descriptions clear, engaging and jargon-free. Be upfront about your salary bands, benefits and remote/flexible working policies. Explain how the role contributes to the bigger picture. The ability to impact a business positively and a sense of purpose matter to this group.
• Think visually. Consider sharing short videos on LinkedIn or Instagram showing what it’s like to work in your business, or spotlighting junior team members’ real experiences. Gen Z is more likely to respond to authentic, behind-the-scenes content than to polished corporate posts.
• Diversify where you advertise. Beyond the usual job boards, look to graduate platforms, social media campaigns, or partnerships with student networks and diversity organisations.

Curious about how big brands are managing the ongoing work-from-home/office situation? Read our blog on hybrid working today.

2. Tackle representation head-on

Gen Z is the most diverse generation in history. They want to work somewhere that reflects their identity and values.

• Audit your hiring practices. Are you unintentionally excluding candidates by requiring specific degrees or industry experience? Are you using inclusive language and interview panels?
• Actively recruit from underrepresented groups. Build partnerships with colleges and universities that serve diverse populations. Consider apprenticeships and internships as a way to open doors for candidates without conventional experience.
• Representation within the team matters. Seeing people like themselves in leadership or specialist roles helps Gen Z candidates visualise a future at your company. If your leadership team lacks diversity, be transparent about the steps you’re taking to address that.

Find out more about how we champion women in procurement and supply chain.

3. Be transparent about pay and progression

Pay is a hot topic for Gen Z. Many entered the workforce during or after COVID, often facing economic uncertainty and escalating living costs. They want to know exactly what to expect, and the best way to move forward.

• Publish clear salary bands. This builds trust and avoids wasted time. Where possible, include them in your job ads.
• Define progression. Lay out what career advancement looks like, what it takes to move from one level to the next, the skills required and how performance is measured.
• Offer tailored development. Gen Z wants to grow quickly and they value personalisation. Give them access to continuous learning opportunities that fit their interests and learning styles, whether that’s e-learning, in-person workshops, or on-the-job mentoring.

4. Rethink appraisals and feedback

Annual reviews no longer cut it. Gen Z employees want regular, actionable feedback and a chance to co-create and nurture their own career path.

• Create regular check-ins. Monthly or even bi-weekly catch-ups can help managers and employees stay aligned. These conversations should be two-way and include development goals, wellbeing check-ins and support needs, not just a review of tasks completed.
• Make development part of your culture. Encourage continuous learning and build feedback loops into team projects. Celebrate growth, even if it’s not tied to a promotion.

5. Prioritise mentorship and support

Gen Z employees are entering a fast-changing workplace, and many are doing so remotely. Having the right support makes a huge difference to engagement and retention.

• Set up mentoring programmes. These can be formal or informal and should start from onboarding. Pairing Gen Z hires with a mentor helps them build confidence, understand the business and feel part of the team.
• Try reverse mentoring. Give younger employees the opportunity to mentor senior leaders on tech trends, social change, or new platforms. This builds mutual respect and helps embed a culture of learning.
• Create onboarding that lasts beyond week one. Extend support throughout the first six months, with check-ins, shadowing opportunities and access to networks.

6. Open the door, and keep it open

Gen Z is considerably less impressed by seniority and titles than previous generations. They value authenticity, humility and accessibility.

• Build a feedback culture. Make it easy to share ideas, suggestions and concerns without fear. Use anonymous pulse surveys or open Q&As with leadership.
• Make leaders visible. Skip-level meetings, virtual coffees with leadership and open Slack channels can help flatten hierarchies and improve communication.
• Value ideas from all levels. If someone has a suggestion, especially about improving culture or sustainability, take it seriously. Gen Z wants to know that their voice matters and is heard and acknowledged.

7. Reward and recognise 

While salary matters, recognition is just as important. Gen Z values feedback and wants to know when they’re doing well.

• Celebrate achievements. Appropriate public shout-outs, thank you messages and peer-to-peer recognition platforms all make an impact.
• Tailor rewards. Offer flexible incentives like wellbeing budgets, sustainability-related perks, or time off for volunteering. Show that you understand and value individual priorities.

We can help you attract and retain Gen Z procurement and supply chain talent 

As you can see, it takes far more than mere box-ticking exercises to attract and retain Gen Z talent. It means transforming how you recruit, communicate, lead and develop your team. This generation brings huge potential, but they won’t settle for outdated systems or empty promises. By adapting your processes now, you’re not just securing great early-career talent, you’re building a future-ready, resilient and inclusive organisation.

At Bramwith, we help companies worldwide connect with diverse, ambitious Gen Z professionals and build the cultures that help them thrive. Contact us today to discover how we can help you prepare and shape your procurement and supply chain workforce for tomorrow.

At Bramwith, our commitment to developing future procurement and supply chain leaders is integral to everything we do. But we don’t just talk the talk. 

Last year, we were proud to launch the first Bramwith CIPS Bursary, an opportunity that fully funded the successful applicant to gain CIPS Level 4, 5 and 6 qualifications through the prestigious Oxford College of Procurement and Supply.

This transformative bursary was designed to support one ambitious professional on their journey to becoming MCIPS accredited. Following a hugely positive response and many hours spent poring over applications and the interview and selection process, we were thrilled to announce Chris Parsons as the successful candidate!

A chance for a career-defining opportunity

The Bramwith CIPS Bursary covers everything from tuition and learning materials to exams and certification, providing recipients with a comprehensive pathway to professional recognition. 

Chris, enrolled last year and has the opportunity to earn:

• CIPS Level 4 Diploma in Procurement and Supply
• CIPS Level 5 Advanced Diploma in Procurement and Supply
• CIPS Level 6 Professional Diploma in Procurement and Supply
• Accreditation for MCIPS

This is more than just a bursary and qualification. It’s a chance to set off on a successful pathway to make ambitions of industry leadership a reality and to develop your full potential as a procurement and supply chain professional.

How are things going so far? 

For anyone balancing work, family or other commitments, the programme offers flexible learning options, including face-to-face classes (where available) and online study. This makes it easier than ever to access world-class training while maintaining your current role and responsibilities.

Before applying for the Bramwith CIPS Bursary, it was something that Chris had decided was a necessary route in order for him to progress in his career.

We recently caught up with Chris, who is already seeing the benefits, as he explains. “With the ability to study in my own time remotely, I’ve been able to fit in study around my life and work commitments. I usually dedicate time each week when commuting or in the evenings to complete the course content and revise.”

A refreshingly straightforward application process 

We asked Chris how he found the application process last year, which offered candidates the unique opportunity to engage with peers in the procurement and supply chain sector. Chris recalls his experience: “I enjoyed speaking with industry leaders to outline why the qualification was important to me and how I plan to use it as I progress through my career.”

He also had some advice for anyone else thinking of undertaking studying for this qualification: “Make sure you’re fully committed to being able to put in the time for studying before applying. It’s a truly fantastic opportunity for anyone looking to get qualified and make a difference within our industry.”

Support every step of the way

One of the key benefits of the programme is the robust support network available through Oxford College of Procurement and Supply. Learners have access to:

• Online lectures and presentations
• Additional resources
• Community and CIPS forums
• Feedback on practice questions and homework

“There’s a lot of support available,” says Chris. “Whether it’s through feedback or the forums, I’ve found the resources really helpful in keeping me on track and building my confidence.”

The Oxford College of Procurement and Supply is a CIPS Global Centre of Excellence, renowned for its quality teaching, industry relevance and supportive learning environment. So by studying with them, you’ll not only gain a prestigious qualification but also build connections with like-minded professionals across the globe.

Why the CIPD qualifications matter

For professionals in procurement and supply chain, achieving Levels 4–6 of the CIPS qualification, and ultimately MCIPS status, is a mark of excellence. It demonstrates advanced knowledge, commitment and the ability to apply theory and best practice in real-world scenarios.

A recent CIPS survey found that in the UK, professionals with MCIPS earn on average 20.5% more than those without it.

And from the employer’s perspective, more than half (54%) globally say they prefer candidates with MCIPS or those who are studying towards it.

Chris notes: “This qualification has helped me formalise my knowledge and prove my expertise for future roles. I’m already able to apply what I’ve learned to my daily work and it’s giving me a real edge in my career progression.”

And it’s not just about personal gains. Chris encourages applicants to think more broadly: “Think about what difference the qualification could make to your career and then how you can use it to give back to the procurement and supply community.”

As Chris puts it: “This bursary is a fantastic stepping stone for anyone serious about making a mark in the industry. The qualification is rigorous, but with commitment and support, it’s achievable. And the impact is huge.”

At Bramwith, we believe that investing in your career development is always worthwhile. 

Whether it opens the door to new roles, builds confidence, or helps you contribute more meaningfully to your industry, the benefits go far beyond the classroom. 

The Bramwith CIPS Bursary was created to give something back, empower future leaders, and support the professionals shaping the future of procurement and supply chain. 

We’ll be following Chris’s progress as he continues with his studies, and we will be sharing his insights with you along the way.

If you’re ready to take that next step in your procurement and supply chain career, we’re here to help you make it happen.

In recent months, LinkedIn and the national press have been mulling over the news that a number of high-profile brands are ordering employees to return to work on-site. WPP now requires a minimum four-day week, Asda at least three and it’s full-time for admin staff at Amazon. Goldman Sachs has mandated five days at the office since 2023. 

Approaches vary widely across industries with financial services, big tech and engineering all taking different stances, often tailoring rules to specific roles. For procurement and supply chain leaders, the challenge lies in determining what works best for your teams and business. Balancing regional differences, employee expectations and the need for collaboration is key to creating thriving workplaces so it’s essential to get it right.

Let’s look at some current trends and developments as well as some straightforward tactics you can employ for happier hybrid workspaces. 

The reality of hybrid work in the UK

Recent data underscores just how significant hybrid working has become and the impact it’s having on productivity, employee wellbeing and business strategy:

• 52% of business leaders believe hybrid working provides the most supportive environment for productivity.
• 47% of female and 44% of male office workers report that hybrid arrangements are better for their mental health.
• 53% of leaders say hybrid working helps employees manage work-related costs more effectively.

Hybrid models aren’t just about flexibility – they’re reshaping workplace dynamics. A remarkable 82% of employees feel their employer has a greater responsibility to support health and well-being post-pandemic, prompting 98% of employers to introduce initiatives like social events or on-site gyms to bring employees back to the office.

This shift is backed by tangible benefits. While hybrid working has shown little impact on overall productivity, it has significantly improved employee retention, increasing it by 35%, probably due to promoting a better work-life balance. Furthermore, 84% of employees believe they accomplish more in hybrid or remote settings than in the office.

As businesses navigate these developments, it’s notable that 64% of leaders have already adopted hybrid models, with 75% predicting further changes to workplace structures within the next two years. 

Making hybrid arrangements work for your business

Procurement professionals face particular challenges with hybrid working. Negotiations, supplier relationships and cross-departmental collaboration can be tricky without face-to-face interaction and in-person professional bonding. Yet, the need to accommodate individual preferences and circumstances can’t be ignored.

Here are some actionable steps to help you strike a balance between flexibility and connectivity.

Embrace regional nuances: London or city-based teams might prefer office days to tap into networking opportunities, while rural teams may require better support for remote connectivity. Tailor your hybrid model to suit these situations and preferences.

Prioritise in-person connection: Schedule quarterly or monthly collaboration days where teams come together to strategise, share insights and build links.

Choose the right tools and technology: Equip remote workers with tools that ensure they feel as integrated as their in-office counterparts. This might include virtual whiteboards, advanced video conferencing tools and real-time collaboration platforms. Not sure what they need? I’m sure they will be more than happy to tell you. Speaking of which…

Gather employee feedback: Regularly survey employees to understand their preferences, challenges and suggestions for improving the hybrid work model. You can also encourage them to share examples of success – or otherwise – from their connections at other businesses. 

Did you know that UK businesses are now required to offer flexible working in certain situations? Find out more about the new flexible working rules.

The importance of wellbeing and inclusion

Now we come to one of our favourite subjects – workplace wellbeing. As we know, stress and burnout are rising and candidates are increasingly choosing to work with businesses that walk the walk when it comes to employee mental and physical health. 

Managers can address this by:

Offering flexible hours

Allow employees to tailor their work schedules around personal needs, such as childcare or commuting challenges.

Creating clear boundaries

Encourage workers to disconnect outside of office hours to prevent burnout. 

Providing mental health support

Partner with organisations or offer internal programs that promote mental health awareness and support.

Encouraging team-building

Organise regular team-building activities that strengthen relationships and improve morale, whether in-person or virtual.

Find out how to promote a healthier workplace.

Building a thriving hybrid culture

The UK procurement and supply chain sector has an opportunity to contribute positively to the way we approach and redefine hybrid work. By balancing employee autonomy with meaningful collaboration, organisations can encourage engagement and boost productivity. As with many aspects of business, success lies in identifying an approach that respects individual needs while building team cohesion. You also need to continue to attract and retain the top talent that will support your business as it grows and evolves. 

If you are looking to digitally transform, upskill or grow your team, contact Bramwith today. We have access to an unrivalled pool of procurement and supply chain talent and would love to help you achieve your goals. 

Delivering projects on time and within budget is always a priority for the construction sector, but this should never be at the expense of health and safety. The latest HSE report [1] reveals the costly consequences of neglecting safety in UK construction, with 69,000 workers suffering from work-related ill health, 53,000 non-fatal injuries and £1.3 billion in economic losses. These figures reinforce why investing in proper safety measures is not just a legal and ethical responsibility but essential for long-term business success.

This article explores the risks associated with cost-cutting in construction, the benefits of prioritising safety and practical strategies to ensure safety remains at the heart of every project. We’ll also highlight why having the best procurement and supply chain professionals is essential in achieving high safety standards.

The risks of cost-cutting in construction

Prioritising short-term savings over long-term safety can lead to a range of serious risks, including:

1. Increased accidents and injuries 

Construction is already one of the most hazardous industries, with falls, equipment malfunctions and structural failures leading to thousands of injuries annually. When safety is compromised to cut costs, whether through lower-quality materials, inadequate training, or rushed timelines, these risks escalate significantly.

2. Supply chain vulnerabilities

A cost-cutting approach often leads to procurement decisions based solely on the cheapest option rather than quality and reliability. This can introduce substandard materials into projects, create delays due to unreliable suppliers and lead to unexpected failures that jeopardise safety and completion deadlines.

3. Regulatory and legal consequences

Health and safety regulations in the UK, such as the Construction (Design and Management) Regulations (CDM), impose strict guidelines on safety compliance. Companies that neglect safety in favour of cost savings may face legal penalties, fines, or even criminal prosecution. Failing to meet regulatory requirements can also lead to work stoppages, project cancellations and severe financial losses.

4. Damaged reputation and loss of business

Clients and stakeholders are increasingly prioritising safety-conscious contractors, and with good reason. Companies with a history of safety violations or poor-quality work naturally struggle to win contracts and retain business. Negative media attention from accidents or safety breaches can cause long-term reputational harm, making it harder to attract skilled workers and trusted suppliers.

5. Long-term financial costs

While cutting safety costs may seem like a way to improve margins in the short term, the long-term financial impact can be devastating. Medical expenses, compensation claims, lawsuits, rework costs and increased insurance premiums can far outweigh the initial savings, making safety compromises a false economy.

Find out more about how to tackle rising costs and digital transformation challenges.

The benefits of prioritising safety 

A strong commitment to safety doesn’t just prevent accidents, it brings significant business advantages:

Improved workforce morale and productivity: Workers who feel safe are more productive, engaged and committed to doing their best work.

Enhanced supply chain efficiency: Reliable, safety-conscious suppliers help deliver high-quality materials and services on time, reducing project disruptions.

Better business growth and profitability: Companies known for their safety standards win more contracts, attract top talent and build strong long-term client relationships.

Stronger industry reputation: A track record of safe, high-quality construction builds that all-important trust and credibility within the industry.

The importance of building a strong network can’t be overstated. Find out more about why it’s vital to prioritise supplier relationships over profitability.

How to get safety right in construction

Like all important business strategies, prioritising safety requires a well-considered long-term approach. Here are some key ways to ensure safety remains a top priority in your construction projects:

1. Invest in high-quality materials and equipment

You get what you pay for in this world and choosing the cheapest materials often leads to long-term risks. Only work with procurement professionals who can source high-quality, compliant materials that ensure structural integrity and worker safety.

2. Build a strong safety culture

Encourage a top-down approach where safety is integrated into every stage of a project. Regular training, clear communication and leadership buy-in are crucial for fostering a safety-first mindset.

3. Work with trusted supply chain partners

Reliable suppliers and subcontractors play a major role in maintaining safety standards. Vet partners thoroughly, prioritise those with strong safety records and establish clear safety expectations in contracts.

4. Implement robust risk assessments

Comprehensive risk assessments help identify potential hazards before work begins. Regular site inspections, compliance audits and proactive hazard mitigation can prevent costly accidents.

5. Leverage technology and tools for safety compliance

Digital solutions like Building Information Modelling (BIM), wearable safety tech and real-time site monitoring can enhance safety oversight and reduce risks.

6. Ensure you have the best procurement and supply chain talent on board

Having an experienced, talented and committed procurement and supply chain team means you get the right materials, from the right suppliers, at the right time without compromising on safety. These professionals ensure compliance, quality control and supplier reliability, reducing the risk of costly safety failures.

Build a safer future with the right team

Safety should never be an afterthought or an area to penny-pinch needlessly. A commitment to high safety standards protects workers, strengthens supply chains, enhances business growth and ensures long-term, sustainable success.

If you’re looking to build a strong, safety-focused procurement and supply chain team, Bramwith can help. Our expertise in recruitment for the construction sector ensures you have the right professionals in place to uphold safety, maximise efficiency and contribute meaningfully towards your projects’ success. Get in touch today to find out how we can help.

Refs: [1] HSE construction industry health report