Public Sector Focus: Where Procurement Makes a Real Difference

There are many well-known benefits to working in public sector procurement: strong pension schemes, generous annual leave, flexible working, clear progression routes, and access to training. I’ve taken advantage of all of these over the years, but they’ve never been the main reason I’ve stayed.

What keeps me here is the chance to make a real difference. I’ve worked on procurement projects in construction, education, and social care, and I’ve seen the impact that well-managed contracts can have. When you help put something in place that improves access to essential services or supports a vulnerable community, you can see the value of your work straight away.

Taking an idea from a business case through to something that genuinely changes lives is incredibly rewarding. It’s not always easy, but it’s worth it.

The Gap Between Expectation and Reward

At the same time, there’s a growing gap between what’s expected from procurement professionals and what’s being offered. Public sector roles still come with good benefits, but they haven’t kept up when it comes to pay. Especially now, with the rising cost of living, that’s making a big difference.

People aren’t leaving because they don’t care. In many cases, they’re stepping away from work they value because the numbers just don’t add up. I’ve seen talented people move into the private sector because they couldn’t afford to stay.

When I look at new opportunities, I consider everything: the flexibility, the organisation’s values, the potential for development, and of course. the salary. It’s a tough balance. We all want to do meaningful work, but we also need to make it work financially. If public sector organisations want to compete, this has to be addressed.

ESG: From Policy to Practice

For me, a public sector employer’s commitment to ESG, sustainability, and social value says a lot about the organisation. These things are more than just buzzwords. They influence how a team works and what kind of outcomes we deliver.

Even if ESG isn’t listed in a job description, it almost always comes up in procurement conversations. These principles are built into the process, from how we write specifications to how we manage contracts. I use them regularly to strengthen bids and ensure the contracts we award deliver wider value.

The challenge is consistency. Too often, ESG is a focus at tender stage but gets forgotten once the contract is live. If we’re serious about sustainability and social value, we need to follow through.

AI and Automation: Help or Hurdle

There’s no doubt that technology is playing a bigger role in procurement. Digital platforms and AI tools can speed things up, cut out repetitive tasks, and improve the flow of information. But they should support the process, not replace the people in it.

Procurement is about more than just process. It’s about judgement, collaboration, negotiation, and strategic thinking. These are human skills, and I don’t believe AI can replicate them. My bigger concern is what happens to entry-level roles. If we rely too much on automation, we lose the opportunities where people learn the basics, grow their knowledge, and eventually move into senior positions.

I’ve also seen a growing focus on sector specific experience, which can be frustrating. Skills like risk management and contract oversigh are completely transferable. Just because someone hasn’t worked in a particular category doesn’t mean they can’t do the job. If we want innovation, we need to be more flexible in how we think about talent

What’s Changed Over The Past Year

Over the past year, everything seems to have slowed down. There’s more uncertainty in the system, and public sector organisations have struggled to move quickly in response to political and economic pressures.

At the same time, job descriptions are becoming more demanding. Roles are advertised with long lists of responsibilities, but the salaries don’t match. Even when you get into a role, you often find you’re doing a very different job than what was advertised.

This kind of mismatch creates frustration and leads to higher turnover. People either leave or feel stuck in a job that isn’t what they signed up for. It would be much better if employers were clearer about the starting point of a role, and how it could develop over time. That honesty goes a long way.

Final Thoughts

Public sector procurement offers one of the most rewarding environments for professionals who care about public good and real-world impact. But the sector needs to evolve if it wants to keep attracting and retaining the right people. That means fair pay, better communication, and the right support.

Portfolio Procurement are procurement and supply chain recruitment specialists, delivering tailored solutions across permanent, interim and fixed-term appointments.  To understand how we can help fidn the right professional for your business, register a vacancy with us today.

Sima Khatun

Regional Procurement Manager | LHC Procurement Group

Sima is a procurement leader leader with over 20 years’ experience in the UK public sector, delivering major sourcing programmes that drive savings, embed ESG priorities and strengthen long-term service delivery.