UK CBAM is just weeks away: does your procurement team have the skills to handle it?

From 1 January 2027, the UK Carbon Border Adjustment Mechanism (CBAM) will introduce a new carbon charge on certain imported materials, including aluminium, cement, fertiliser, hydrogen, and iron and steel, and for many organisations that buy these goods, procurement teams will be among the first to feel the effect.

While much of the discussion so far has centred on cost, the procurement leaders we speak to are increasingly asking a different question, which is whether their teams have the skills and capacity to respond. In this article, we look at why CBAM is as much a people challenge as a financial one, the qualities that will help procurement teams adapt, and how businesses can put the right support in place.

What UK CBAM means for procurement teams

In simple terms, CBAM is designed to make sure that imported goods carry a similar carbon cost to those made in the UK, and it is the business bringing the goods into the country that is responsible for it.

The detail of how it works is a matter for tax and compliance specialists, and every business should take advice on how it applies to its own situation.

What is already clear, however, is that CBAM will place new demands on the people who manage supplier relationships, because many businesses will need to have new conversations with their suppliers and ask for information they may never have needed before.

Why supplier relationships matter more than ever

Good supplier relationships have always been at the heart of effective procurement, and changes like CBAM make them more valuable still, since the businesses that prepare well will be those whose suppliers are willing and able to work with them.

Teams that already have open, trusted relationships with their suppliers will find it far easier to start these conversations early than those building those relationships from scratch, which is why the people in those roles matter so much at this point.

For many organisations, this is new territory, and it calls for a blend of commercial, analytical and relationship skills that not every procurement team has needed until now.

The skills that will make the difference

The procurement professionals best placed to help businesses through CBAM tend to combine strong supplier management with a confident, practical approach to data, alongside a genuine interest in sustainability and the ability to work well with colleagues in finance and compliance.

Just as important are the interpersonal skills that sit behind any successful supplier relationship, including clear communication, patience and well-judged negotiation, particularly when asking suppliers for something they may not have been asked for before.

These capabilities are in demand well beyond CBAM. Gartner’s analysis of 35 million job postings found that demand for AI-skilled supply chain roles grew by 387% between the first quarter of 2023 and the first quarter of 2026, a clear sign that employers increasingly expect procurement and supply chain professionals to work confidently with data. Professionals who combine that confidence with sustainability experience are, as a result, a relatively small and highly sought-after group.

How interim support can help before January

With the deadline only weeks away, many organisations will not have time to run a full permanent recruitment process and see a new starter through their notice period before the charge applies. This is where an experienced interim can add real value, bringing in the specific expertise the business needs at the point it needs it most.

An experienced interim procurement or supply chain professional can help a business understand where it is affected, lead early conversations with key suppliers and work alongside finance and compliance colleagues, so that everyone is clear on their part in the process.

Just as valuable is the knowledge an interim leaves behind. A well-chosen interim will put clear processes in place and support the existing team to take them on, so that the business is in a strong position long after their assignment ends.

Building lasting capability with permanent hires

CBAM is unlikely to be the last change of its kind, and sustainability looks set to become a permanent part of the procurement brief in the years ahead.

For that reason, many organisations will want to look beyond the immediate deadline and consider whether their permanent team has the right mix of skills for the future. That might mean creating a dedicated responsible sourcing role, or simply making sure that data confidence and sustainability experience feature clearly when the next buyer or category manager vacancy is advertised. Starting these conversations now, while 2027 budgets and headcount plans are being finalised, gives businesses the best chance of securing strong candidates in a competitive market.

Preparing your team for 2027

The organisations that adapt to UK CBAM most smoothly will be those that recognise early that it is a people and skills challenge as well as a financial one, and that make sure their procurement teams have the experience, capacity and support they need.

At Portfolio Procurement, our specialist recruitment consultants team works closely with procurement and supply chain leaders to help them build teams that are ready for change, whether that means bringing in an experienced interim to provide support quickly or finding the permanent talent that will strengthen the function for the long term.

If you would like to talk through what CBAM means for your team, or how to find professionals with the right blend of sustainability, data and supplier management experience, please get in touch with our team today.