Training - Contract Management
Let’s be frank – contract management isn’t the most exciting aspect of procurement. After all, who likes paperwork and minutia? Most people don’t. For those in the earlier stage of their career understanding legal jargon can be daunting and negotiating the contract with the supplier, harder still. More experienced professionals might not have even been taught this core skill properly and, with a desire to focus on more exciting activities, try to steer clear of contracts whenever possible.
Robust contracts are a key tool to manage your suppliers and minimise risk. So, like them or loathe them, you need to be good at them. Following some simple steps and with a bit of practice, I’ll show you that contract management isn’t nearly as arduous as you might think.
If you’re a Head of Procurement or Procurement Director you might have different needs. Perhaps you’re unhappy with the low level of spend under contract, the poor accessibility of contracts or that the full contract value isn’t derived. As a Procurement Director I’ve had this challenge myself and have some god ideas of how to help you.
Training - Contract Management
Let’s be frank – contract management isn’t the most exciting aspect of procurement. After all, who likes paperwork and minutia? Most people don’t. For those in the earlier stage of their career understanding legal jargon can be daunting and negotiating the contract with the supplier, harder still. More experienced professionals might not have even been taught this core skill properly and, with a desire to focus on more exciting activities, try to steer clear of contracts whenever possible.
Robust contracts are a key tool to manage your suppliers and minimise risk. So, like them or loathe them, you need to be good at them. Following some simple steps and with a bit of practice, I’ll show you that contract management isn’t nearly as arduous as you might think.
If you’re a Head of Procurement or Procurement Director you might have different needs. Perhaps you’re unhappy with the low level of spend under contract, the poor accessibility of contracts or that the full contract value isn’t derived. As a Procurement Director I’ve had this challenge myself and have some god ideas of how to help you.
Course Prospectus
Leanne Bryden
Procurement Adventurer®
What do you do now?
I’m now Procurement Manager at Black Label Creations, a supplements business. The company is in a scale-up phase, so my role is about helping build procurement practices, looking at spend, supplier relationships and creating more structure. It’s a really exciting stage because procurement can have a big impact early. There’s a chance to shape the function rather than inherit something fixed.
"How did we actually do that?"
What project are you particularly proud of?
One that stands out was launching more than 20 yoghurt products in just 16 weeks. It involved recipe development, raw materials, contract negotiations, shelf-life considerations and getting people to change priorities very quickly. At the end, I think we all looked at each other and thought, “How did we actually do that?” It proved to me that when you bring people on the journey, you can achieve far more than people think is possible.
What's your approach when joining a business where procurement is still developing?
My first instinct is to listen. It’s tempting to come in and immediately say, “We should do it this way,” but you need to understand how the business really works first. In smaller or scaling businesses, procurement activity may already be happening across lots of different functions. You have to respect that, learn from people, and then build from there.
"Procurement often does brilliant things quietly"
Where does your interest in food and supplements come from?
For me, it’s not just about eating good food, although I do enjoy that. I’m fascinated by where things come from, how they are made, and the story behind the product. I love the farm-to-fork element and understanding the supply chain behind what people consume. Moving into supplements has opened up a whole new world of raw materials, sourcing questions and product stories.
What business problem are you most interested in solving?
I’m really interested in helping procurement get recognised properly. Procurement teams often do brilliant things quietly in the background, whether that’s saving money, improving supply or solving problems. I want teams to shout more about the value they create. Procurement is not just commercial negotiation; it’s structure, relationships, problem-solving and business impact.
You proved to be adept at cost model - share your top tip...
Get over the fear of starting! It’s easy to worry about getting it wrong, but often you already have more data than you realise. You won’t have every answer at the beginning, and that’s okay. The real value comes from building the model, testing assumptions and leaning into the areas you don’t understand yet.
"Sustainability must stay visible"
How should Procurement keep sustainability on the table?
Sustainability has to stay visible and not become the thing that gets traded out when cost or timing becomes difficult. It needs to be discussed properly, not left as the final agenda item that nobody gets to. Transparency is also critical. If you’re behind, say you’re behind. Then understand why and decide what to do next.
What message would you give someone doubting whether they belong in Procurement?
You don’t have to know everything at the start. I didn’t come into procurement with a degree or a perfectly mapped-out plan. I had curiosity, passion and a willingness to dig deep. If you believe in yourself just a little bit, ask questions and keep learning, you can build a brilliant career in procurement.
Intro
I first met Leanne during a Procurement Training course I ran for Ecotone. I was struck by Leanne's curiosity to learn and speed at picking up the concepts I was teaching. Together with her infectious energy I realised pretty quickly she is a natural Procurement Adventurer.
How did you get started in Procurement?
Like many people, I didn’t set out with a grand plan to work in procurement. My background was originally in project management, and I joined Ecotone as a project buyer because the role sounded like a natural extension of what I already loved doing: bringing ideas to life. I was attracted to the project side first and almost ignored the word ‘buyer’ in the job title. But once I was in the role, the buying side quickly came alive for me.
"People noticed my curiosity"
What made Procurement click for you?
I was lucky to be surrounded by people who saw something in me before I fully saw it myself. They noticed my curiosity, my competitiveness, and my constant questions about how things could be done better. I loved asking, “Could we improve this?” or “Could we do this more effectively?” That mindset pulled me deeper into procurement.
How did project management help you become a better buyer?
Project management gave me a brilliant foundation for procurement because it taught me how to balance time, cost and specification. In procurement, you are often sitting between marketing, operations, suppliers and technical teams, trying to move everyone towards the same goal. My project background helped me manage complexity, solve problems and keep people aligned. It also taught me that relationships are often what make the difference.
"I don't like people leaving a meeting feeling like they've lost "
What's your advice when procurement is caught between cost, time and specification?
You have to keep all three in balance. The moment you put too much emphasis on one, something else starts to suffer. I don’t like people leaving a meeting feeling like they’ve lost, so I try to help teams make fair trade-offs. Sometimes that means challenging people, but in a constructive way that keeps everyone moving forward.
What role should Procurement play in NPD?
Procurement should be involved right from the beginning. Too often, procurement comes in at the quote stage, when lots of decisions have already been made. If we are involved earlier, we can advise on raw materials, availability, lead times, cost, supplier options and risks. We are not there to take away the creativity of NPD, but we can help make ideas more commercially and operationally successful.
Tell me about the skills the buyer of tomorrow needs...
Regardless of tech and AI, I think buyers need to be brilliant listeners. The pace of change is much faster now, and you can arrive at work one day with a completely new crisis to solve. Buyers need to pause, ask questions and reflect before reacting. They also need to remember they are not alone - procurement can feel isolated at times, but the best answers often come from reaching out and working with others.
Rapid Fire
#1 on your bucket list?
Hike to Machu Picchu
Who would you like to be for the day?
A zoo-keeper. I love animals
Dogs or Cats?
I'm a sucker for a rescue dog!
Spanish or French?
I love speaking Spanish
Run or lie in?
Run for sure
