Procurement ’ s strategic drive towards sustainability is just one example of how the pandemic has changed the function . Pre- Covid , procurement was seen as being about little more than cost control , but Roberston confirms that these days cost issues make up only a small part of his work . “ It ’ s all about managing risk ,” he says .
In recent months , Roberston has observed unprecedented levels of inflation across the price of equipment , services and logistics . Supply chain disruption has also been a tremendous challenge , he says , with lead times for products increasing from overnight , pre-pandemic , to months . “ In extreme cases , wait times can be years ,” he says .
Building the procurement skills bp needs Robertson and his colleagues are working in an area of the business that is relatively new , and so are making ‘ first of their kind ’ procurement decisions .
Building on 20 years ’ category management , sourcing , and supplier management experience , Roberson is seeking to establish “ a highly capable and knowledgeable team that can support bp ’ s electric vehicle charging ambitions ”.
Roberston has more than 20 years ’ experience at bp . In 2001 , after university , he joined the company , working in Production and Operations – the historical core of bp . He then moved into procurement in the oil refining wing of the business .
More recently , his career has mirrored bp ’ s transformation from international oil company to integrated energy company , and seen him take on roles to support bp ’ s ambition to become net zero by 2050 , or before .
“ It ’ s an exciting time to be working in the industry ,” he says . “ Meeting the needs of an ever-increasing population , against the backdrop of an ever-changing geo-political
“We ’ re working across bp on planning and value engineering to establish closer supplier partnerships ”
situation , while keeping environmental impact front of mind , is complex .
And what about aspiring procurement professionals ? Does he have any advice on this front ?
“ I believe that a deeper technical understanding of the industry is crucial ,” he says . We ’ re no longer tactical buyers . Instead , we ’ re working within businesses to support strategic decision making , establish supply chain reliability and drive innovation .”
He adds : “ A good handle on how the relevant supply chains operate , and the risks associated with them , is key . Only then can we create the category strategies that meet bp ’ s needs .”
Robertson also stresses the importance of finding people with the commercial skills to help bp “ develop positive relationships with stakeholders and suppliers ”.
“ This means understanding the importance of the customer , and feeling comfortable making decisions proactively in a fast-paced environment ,” he says .
He adds : “ bp invests heavily in creating opportunities for employee growth , helping procurement teams learn these new skills and expand their horizons ”, Robertson emphasises .
“ At bp it really feels like procurement has finally been given a seat at the table . Setting high standards for the rest of the procurement industry also means shaping the world ’ s journey to net zero .”
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