From Maverick Buying to Stakeholder alignment: A lesson in Procurement Evolution

What if I told you that maverick buying isn’t your stakeholder’s failure; but yours? Harsh? Maybe. But if your team is being bypassed, it’s time to ask: is procurement adding enough value?

When I started as a Procurement Manager at a large company years ago, I encountered a curious metric that I hadn’t seen in my previous roles: the “maverick buying” KPI. Yes, you read that right. Maverick buying wasn’t just a concern; it was a measurable target embedded into our performance reviews.

Before this role, I hadn’t given much thought to maverick buying. However, at this organization, it was serious business. The policy was clear and strict: if an employee bypassed procurement and made commitments without our involvement, they would be reported to the local CFO. Two violations of this rule, regardless of their seniority or position, and they were shown the door. To some, this policy might seem harsh, and I’ll admit I was skeptical at first. But I soon discovered it was effective......to a point.

The Initial Challenge: misaligned incentives

When I joined, this policy was relatively new, and I inherited a team of Buyers for whom the maverick buying KPI was a major focus. However, I noticed something troubling: instead of treating it as an opportunity to improve stakeholder collaboration, many Buyers were using it as a way to keep score.

They celebrated each instance of maverick buying they “caught,” taking pride in tracking the number of violations within their categories. Some even seemed to relish catching stakeholders in the act, viewing it as proof of their indispensability. While this might have worked as a deterrent for stakeholders, it created an unhealthy dynamic; a culture of policing rather than partnership.

Reframing the Maverick Buying KPI

Coming from a background that included SAP consulting and pre-sales roles, I approached the situation with fresh eyes. To me, maverick buying wasn’t just a failure of the stakeholder; it was also a reflection of procurement’s inability to demonstrate its value.

I decided to flip the narrative. Instead of rewarding Buyers for catching stakeholders bypassing procurement, I reframed the KPI entirely. From that point on, any instance of maverick buying in a Buyer’s category was considered a negative mark.....a sign that the Buyer hadn’t done enough to prove their value or build trust with their stakeholders.

The message to my team was simple: if stakeholders are bypassing you, it’s time to reflect on how you’re engaging with them.

The Shift: From Policing to Partnering

This change didn’t sit well with everyone at first, but I remained firm. To succeed in their role, Buyers had to move beyond enforcement and focus on alignment and communication. I encouraged them to ask questions:

• Have you met with your stakeholders recently to understand their needs?
• Are you proactively offering solutions that make their lives easier?
• Have you shown how procurement can add value beyond compliance?

Slowly but surely, the attitude shifted. Buyers began reaching out to stakeholders not just to enforce rules but to build relationships. They initiated conversations about strategic goals, clarified procurement’s role in supporting the business, and ensured that stakeholders saw procurement as a partner, not an obstacle.

The Results: A Culture of Collaboration

The results were remarkable. The number of maverick buying incidents began to drop—not because stakeholders were afraid of the CFO but because they saw the value in working with procurement. Stakeholders began to view procurement as a strategic partner rather than a bureaucratic hurdle.

What’s more, the Buyers themselves reported greater satisfaction in their roles. They no longer saw themselves as gatekeepers but as problem-solvers, actively contributing to the organization’s success.

Key Takeaways

Looking back, here are the key lessons I learned from this experience:

1. A KPI is only as good as its interpretation. The way you frame a metric determines whether it drives collaboration or division.
2. Maverick buying is often a symptom, not the problem. It reflects gaps in communication, trust, and perceived value.
3. Stakeholder alignment is everything. Procurement succeeds when it listens, understands, and delivers value to its internal customers.
4. Culture matters. A punitive approach might deter bad behavior, but only a collaborative culture can drive sustainable change.

A Final Thought

Maverick buying will always be a challenge in procurement, but how you address it can make or break your function’s reputation within the organization. By shifting the focus from compliance to collaboration, you can turn a frustrating KPI into a catalyst for growth, trust, and long-term success.

So, the next time you see maverick buying in your organization, don’t just count the violations. Ask yourself: what can procurement do differently to turn those bypasses into buy-ins?