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The AI in Procurement & Supply Chain panel at Procurement & Supply Chain live London 2024
“ There’ s nothing wrong with bringing in consultants purely to optimise cost, especially if that’ s a current organisational priority. But if you’ re solving for a more complex or transformational challenge, the approach needs to be different.”
When selecting consulting partners for strategic initiatives, Natasha recommends focusing on three critical factors:
• Practical experience and a strong track record
• Established trust
• Deep subject matter expertise.
She emphasises the importance of clarifying why external support is needed:“ Be clear on why you’ re augmenting your team: Are you looking for missing expertise? Validating your strategy? Learning best practices? Seeking innovation or a hands-on partner rather than more slides? Once the purpose is defined, find a partner whose expertise naturally aligns with your goals. That’ s how you get real value, far beyond traditional cost savings.”
Maximising learning and long-term value To extract maximum learning, innovation and long-term value from consulting relationships, Natasha recommends beginning with careful partner selection, stopping the familiar patterns that might limit fresh perspectives.
“ Break the habit of defaulting to those you already know – they may represent comfort but not always the best fit for the task,” she advises.
Once partnerships are established, structured communication becomes essential:“ Create a rhythm of
84 June 2025