Procurement Adventurer
Peter Campbell
I was introduced to Peter through work. With a part of his career spent in Asia, a passion for riding his bike and a curious mind, I realised he's a classic Procurement Adventurer! Here's his story...
How did you get started in Procurement?
Like most folk in Procurement, I fell into it by accident. I was in my first role post Grad Scheme as a shift manager at Diageo's manufacturing site in Kilmarnock, when it was announced the site would close. I applied for an Indirects Supplier Performance manager role with little experience but some operational knowledge and got a chance. I initially wanted commercial experience, not a long-term career plan. But I quickly discovered I loved procurement - the strategic thinking, the execution, and tangible outcomes energized me. My career progressed to Head of Procurement in Western Europe at Diageo, then to lead the function at William Grant & Sons. Following a stint in APAC in supply chain, I have returned to my roots in procurement, now alongside NPD and Scope 3 at Edrington.
How did you get into the drinks industry?
It wasn't by design! I did the classic milk round graduate job carousel and was fortunate that Diageo came along at the right time. I secured a role on their Grad Scheme, and the rest, as they say, is history. It is an amazing industry to be in, with real passion and pride in the brands you support! Originally from Ireland, with my wife's family ties to Scotland, we consistently find ourselves back home in Scotland.
Can you describe your current role?
I head up procurement, NPD, and Scope 3 emissions at Edrington, having returned from Singapore in 2023. Edrington owns some of the world's most iconic whisky brands including The Macallan, Highland Park and The Glenrothes. The role is broad and varied - delivering NPD projects like The Macallan 200-Year Anniversary, running brand refreshes, resetting the procurement functions, and building sustainability and carbon measurement initiatives. It's challenging but energizing and mostly fun, with no two days alike.
How do you compare and contrast direct vs indirect procurement?
For me, the principles of buying are broadly the same. The main difference is in engagement. Indirect procurement tends to be more subjective (e.g. creative services) and requires stakeholder management, storytelling, and influencing. Direct procurement (e.g. packaging) is often more structured. I recommend gaining experience in both as they complement each other.
How do you support the NPD Process from a procurement perspective?
Structure and rigor are key. We've implemented a gate process to ensure all necessary information is gathered before moving to the next stage. This helps align timelines between the marketing and operational teams, in particular procurement and our suppliers, with the aim of efficiently getting it right first time, and importantly on time!
How do you approach Scope 3 emissions?
It starts with the right data. The team are focused on data insight, which enables informed conversations on the priorities, what we need from suppliers and how we engage the business internally. Ultimately, it's about embedding sustainability into decision-making alongside cost, quality, and service.
What was it like living and working in Singapore between 2019 and 2024?
It was an amazing experience over 5 years. Teams were primarily local, and building trust and translating requirements between markets and the supply centre was crucial. Adapting to the culture improved both relationships and results. The highlight was probably Sydney for New Year - spending New Year's Eve under the bridge and New Year's Day on top of it! I would thoroughly recommend a stint working abroad, especially in an exciting hub like Singapore.
What nationality is hardest to negotiate against?
It's not about nationality - yes there are some cultural norms to be aware of. However, it's still people talking to people. Naturally, some negotiations are tougher than others, but that can come down to knowledge about what is being negotiated, style and simple connection, or lack of it!
What are your top procurement skills?
In my view, the three that matter most are: 1) Category management, 2) Data-driven insight, 3) Stakeholder engagement. These underpin the area of most focus for us right now - supplier management, as we reset and roll out a partnership programme with our key direct suppliers.
What Procurement Technology do you wish you had?
A shiny, intuitive front-end for P2P processes over SAP. AI will eventually be a game-changer, but the immediate need is simplifying and streamlining existing processes.
What skills will the buyer of tomorrow need?
Comfort with ambiguity, and with the continued rise of AI, the need for strong human connection will remain. Tech will reduce transactional work, but people skills will still remain critical.
What's the best place in Scotland that no-one knows about?
We love a little place called Kingsbarns - golfers should know it, but outside that it's not widely known! Great accommodation, a lovely pub, a cracking beach, with a sauna a recent addition. Thoroughly recommend it - maybe though the dip in the sea not so much!
Outside work, what do you like to do to unwind?
It's mainly all things sporting. Much of my time is playing taxi to my son and watching him play football. Over the last year I've started moving more myself - taking on a triathlon challenge and rediscovering the enjoyment of riding a bike. It always helps when there is some company!
Rapid Fire
Haggis or salmon?
Haggis
Outer Hebrides or Cairngorms?
Cairngorms
Islay or Speyside whisky?
Speyside
Language you wish you could speak?
Mandarin