Jeanette Hübsch is a procurement leader with over 20 years of experience in the global pharmaceutical sector. Currently the Global Procurement Lead Commercial at a pharmaceutical company, she focuses on sourcing marketing services and strategic category management. Jeanette’s background in supplier relationship management and public relations enhances her understanding of procurement dynamics. As a passionate communicator and keynote speaker, she advocates for emotional intelligence and value-driven partnerships in procurement.
In a quick fire chat we got a few of Jeanette’s opinions on how procurement can influence, why now is the time for a diverse skill set, and why all the friction with sales?
Jeanette, there has been lots of talk for many years about Procurement’s desire for the mythical ‘seat at the table’. How do you earn the seat and what can procurement achieve with this seat?
For me, having a “seat at the table” in Procurement isn’t just about physical presence. It’s about being heard, trusted, and impactful. Gaining this kind of influence comes from earning visibility and building credibility across the organization.
To start, strong communication skills are essential. Procurement’s role is so much more than just negotiating costs; it’s about creating value through thoughtful, strategic partnerships and supporting overall company goals. When we can clearly express how Procurement directly benefits each department, we position ourselves as essential contributors.
Relationship-building is another key. By working closely with both our internal partners and suppliers, we’re able to create a network of trust. This cooperation gives Procurement a stronger voice in guiding business decisions and ultimately increases our impact.
Finally, staying informed and sharing new insights shows others that Procurement is proactive and forward-thinking. Attending industry events, connecting with peers, and contributing ideas in cross-functional teams help Procurement stand out and expand its influence.
With a “seat at the table,” Procurement can guide smarter, long-term decisions that benefit the whole organization. It’s not just about a place at the table; it’s about being recognized as a true partner in the company’s success.
Procurement is evolving at pace. The pace of change often calls for new skill sets and disciplines within a team. What value can Procurement gain from adding non procurement skilled staff to their teams?
As Procurement continues to evolve, the skills we value are evolving, too. In fact, the skills that were once labelled as “soft” are now essential to Procurement’s impact and influence—curiosity, adaptability, and storytelling are the new “hard skills.”
Curiosity drives a forward-thinking approach that’s invaluable in today’s Procurement landscape. Team members from diverse backgrounds often bring a fresh curiosity, asking key questions that uncover new layers of value: Why is this purchase necessary? What alternatives could benefit us more in the long run? This proactive mindset not only reveals potential efficiencies but also reduces the reactive “emergency” buys that come from a lack of foresight.
Storytelling, too, has become critical. Bringing in professionals with communication and marketing experience can transform complex procurement processes into narratives that resonate across departments. Explaining intricate data or policies through relatable, simple stories ensures stakeholders see the value of Procurement’s work and feel more connected to it. This clarity builds trust and collaboration, positioning Procurement as a true partner in achieving company goals.
In short, by embracing these new “hard” skills—curiosity, adaptability, and storytelling—Procurement teams can create lasting value, foster stronger relationships, and keep pace with the rapid changes shaping our field.
Procurement vs Sales
In general terms it appears that these two functions do not always seem to work hand in hand. Why, and what is the solution?
The often tense relationship between Procurement and Sales typically comes from the different objectives and pressures these functions face. While Sales is focused on revenue generation and growth, Procurement is tasked with managing costs, reducing risks, and maximizing value for their organization. These differing objectives can sometimes result in opposing priorities, with Procurement seeking cost efficiencies that Sales may perceive as challenging to their pricing goals.
However, bridging this gap requires a fundamental shift in approach and mindset. A quote that resonates with me is, “In Procurement, you sell more often than you buy.” This statement highlights that Procurement is not just about securing the best price or ensuring compliance; it’s about selling ideas, approaches, and solutions to internal stakeholders as well as suppliers. This means storytelling, empathy, and a clear communication strategy become essential tools. By presenting Procurement’s goals in relatable, compelling ways, we build rapport, create understanding, and show how collaborative approaches benefit both parties.
Building stronger relationships with Sales often starts with shared goals and a commitment to transparency. Storytelling—essential in conveying complex data as relatable narratives—allows us to share the “why” behind our strategies. When Sales and Procurement align on mutual goals and understand each other’s perspectives, they move from a transactional to a collaborative relationship, setting the stage for a long-term partnership.