For too long, many procurement and supply chain professionals have found themselves labouring under the weight of outdated stereotypes. Procurement teams, they hear, are perceived as the cost-cutters, the inconvenient gatekeepers, the ones that are only invited in after the real decisions have been made.
But the evidence tells a different story: perceptions of procurement are changing for the better, and fast.
According to the findings from the 2025 CIPS Salary Guide Survey, in partnership with Hays, procurement and supply teams’ prominence and the recognition they enjoy are improving dramatically, putting them on the path to become more integrated and more valued than ever before.
In fact, 68% of respondents say that procurement and supply is very much valued within their organisations – and 70% report that the perception of procurement within their organization has improved over the last 12 months.
Here are three myths that no longer hold up, and the evidence that shows things are changing for the better.
Myth: Procurement always plays second fiddle
Reality: Procurement is increasingly being recognised for its importance
One of the most persistent misconceptions is that procurement is often brought into projects late, after they have already been scoped and suppliers informally chosen. Increasingly, the opposite is true.
In a climate of constant volatility, organisations are recognising that involving procurement early on helps them capture value that goes far beyond savings – and in our global sample, 68% of our respondents say procurement is involved at the start of a project, up from 64% in 2024.
This ensures that procurement teams’ expertise in market intelligence, risk assessment, and supplier innovation is applied early. Procurement has moved from being a transactional function to being a trusted business partner – a seat at the table, not a rubber stamp at the end.
Myth: Procurement is only about cost-cutting
Reality: Procurement creates value at every level
The old image of procurement as a relentless race to the bottom on price is fading fast. Today’s procurement leaders are judged as much on value as on efficiency.
That value can take many forms: sustainability, supplier diversity, risk reduction, or innovation. In many organisations, procurement is the driving force behind initiatives that directly contribute to ESG goals and long-term growth.
A growing proportion of procurement teams are now measured on their ability to deliver wider outcomes beyond financial savings, and they are up for the challenge: 81% of our respondents globally believe the profession can enable positive social change, whether by its influence on equality, diversity and inclusion or in environmental, social and governance areas.
Negotiating fair terms with suppliers, embedding ethical standards, and collaborating on new solutions demonstrates that procurement is not just about squeezing margins, but about creating mutual benefits for businesses, suppliers, and society at large.
Myth: Procurement functions are always the first to be cut
Reality: Headcounts are growing
Another misconception is that procurement departments are under constant pressure to downsize. In reality, many organisations are investing more in procurement teams, recognising their strategic value. Headcounts and budgets are growing, not shrinking, as leaders understand that strong procurement capabilities are essential in navigating volatile markets, supply chain risks, and regulatory demands.
Among the employers we surveyed, 58% expect to increase the size of their procurement team over the next 12 months. Many others report that they are growing faster than the job market can provide sufficiently skilled candidates, and are thus ploughing resources into upskilling their existing teams.
This expansion reflects a wider recognition that procurement is no longer a back-office cost centre but a guarantor of resilience in unstable times. Investing in skills, technology, and people gives procurement the capacity to shape decisions at the highest level and deliver measurable impact across the organisation.
Encouragingly, nearly three-quarters (72%) of our respondents say that directors and heads of department within their organisations understand what procurement specialists can offer.
A profession on the up
Taken together, these developments highlight a profession that is evolving rapidly and gaining influence. The challenge now is for procurement professionals to continue telling this story, both inside their organisations and across industries.
The more we share evidence and stories of progress, the faster outdated perceptions will fall away. But of course, procurement has long transcended its myths; finally, it’s getting the recognition it deserves.