All posts by Procurious HQ

Fake Masks And False Cures: The Dark Side Of COVID-19

Criminals exploit COVID-19 fear with fake medical equipment. Here’s how world governments are fighting back.


COVID-19 means huge opportunities for criminals.

They are taking advantage of essential goods demand by flooding the market with their own shoddy versions – exploiting public fear.

Here’s a look at the most common (and concerning) fake products on the market.

Fake goods in the EU

Counterfeit pharmaceuticals and healthcare products are everywhere, according to Europol, the European Union’s law enforcement agency.

In a recent report, it listed the most worrying fake items they’ve uncovered:

Medical equipment: face masks, virus test kits, gloves

Disinfectants: alcohol-based hand sanitiser, disinfectant cleaning wipes

Medicine: choloroquine (an anti-malaria drug initially thought to help treat the Coronavirus), other fake cures

Europol says the fake goods are sold through online stores created just to profit from the pandemic. Some even target victims through messaging apps like Telegram.

The goods originate from ‘frequently changing addresses in Asia’, making it extremely difficult to trace.

Europol is concerned these inferior goods could put people at serious risk.

“Counterfeit goods sold during the corona crisis do not meet the required quality standards and pose a real threat to public health and safety,” says Europol Executive Director Catherine de Bolle in the report.

“People who buy these fake products have a false sense of security, while they are in fact left unprotected against the virus.”

Substandard masks in the North America

And it’s not just Europe. The pandemic is keeping United States’ Homeland Security busy, with more than 200 criminal investigations related to COVID-19 so far.

One woman was caught selling illegal pesticide on eBay, claiming it could provide immunity from the virus.

Another man allegedly tried to sell 100 million facemasks to the government, despite not actually having any.

The man claimed his stash came straight from 3M, one of the biggest healthcare equipment manufacturers in the US.

3M responded with a lawsuit, saying: “3M’s legal team is taking strong action to protect 3M and the public against the conduct of those who seek to exploit 3M’s brand and reputation and defraud others during this time of emergency and crisis.”

3M is also suing a Canadian company for re-selling 3M masks at five times the retail price, vowing to “[put] a stop to those who are trying to cash in on this crisis.”

Another worrying trend in inferior products is testing kits.

The University of Washington School of Medicine spent thousands exporting kits from Shanghai, only to find some of the tests were tainted with bacteria.

The university has since recalled all tests to be on the safe side.

Seizing test kits in Australia

Australia has similar issues with shoddy test kits, according to Zoran Kostadinoski, Head of Border and Biosecurity at the Customs Brokers and Forwarders Council of Australia (CBFCA).

He said the border force has intercepted hundreds of dubious testing kits and personal protective equipment (PPE).

Even though members of the CBFCA aren’t directly responsible for checking the authenticity of goods, they warn importers and exporters to be diligent.

“Procurement professionals need to ensure they source PPE from reputable manufacturers that provide quality products and meet the health standards of the importing country,” he warns.

“Until there is a global regulation of such products that provides certification, the issue of counterfeit goods in the supply chain will continue, as some look to make quick profit based on demand of such products due to COVID-19.”

China pledges to clean up

Authorities are doing their best to help people identify goods that meet safety standards.

The US Centers for Disease Control and Prevention even set up a website with photos of the most common counterfeit face masks.

Nevertheless, the question remains: why isn’t there greater effort to stamp out fakes before they are ever exported?

It’s complicated, as LA Times journalist Alice Su explains.

“It’s common for Chinese suppliers to export a product under one licensed company’s name but to source their products from second, third or fourth factories, like a chain of Russian nesting dolls, with little to no traceability down the chain of supply,” she writes in an article.

She also points out not all suppliers set out to produce inferior products. Many factories shifted to PPE production at the government’s request without knowing the proper quality controls.

Regardless, the Chinese government is making a concerted effort to shut down offending manufacturers and revoke their export licenses.

Fighting online crime in the UK

That process isn’t happening quick enough for people like Sarah Stout, however.

She’s the CEO of Full Support Healthcare Ltd, a supplier to the UK’s National Health Service.

Recently, she shared on LinkedIn that her company gets dozens of offers every week from manufacturers of the sought-after N95 mask.

95% of the masks are fake with forged certificates, she says.

“When I informed one supplier that I knew their certificates were fake, they said to me, “[O]k, if I give you real certificates for other product will you place an order?’” she writes.

Her experience isn’t unique. UK authorities say they’ve taken down 2000 Coronavirus scam websites so far, including 471 fake online shops.

Many of these websites were discovered through spam emails. One common email appears to come from the World Health Organization and offers COVID-19 health tips in exchange for personal password information.

James Brokenshire, UK Minister for Security, urged people to be aware of the many ways criminals exploit technology like email to gain advantage.

“It’s despicable that they are using the coronavirus outbreak as cover to try to scam and steal from people in their homes,” he wrote in a press release. “We all have a part to play in seeing they don’t succeed.”

In response, the UK’s National Cyber Security Centre is asking for people to send them any suspicious emails.

It’s not just a UK problem, though. Pandemic spam mail is a global headache, with Google detecting 240 million COVID-19 related spam messages so far.

How to tackle it

Even though technology is used for exploitation, it’s also a key to stopping Corona crime.

One company in the fight is Systech, which lets you check if PPE product is authentic by simply scanning the product’s barcode with a smartphone.

The company uses blockchain technology to trace the product journey throughout the entire supply chain.

Similarly, Zuellig Pharma, an Asia-Pacific pharmaceutical giant, utilises SAP’s blockchain platform to verify authenticity.

Customers can scan a barcode on the package using the eZTracker app, and know instantly if the medicine is a legitimate Zuellig product.

This use of technology, along with the efforts of governments and the vigilance of the public, go a long way to combat the dark side of COVID-19.

However, until essential goods supply can match global demand, criminals will find a way to cash in.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

The Spy Who Loved Me – To Track Or Not To Track? That Is The Question

Companies ‘spy’ on remote employees using tracking software. Great for productivity? Or a massive invasion of privacy?


Covid restrictions are starting to ease, and soon the global workforce will swap their comfy sweats for a morning commute.

It won’t happen overnight, however.

Leaders like UK Prime Minister Boris Johnson want people to stay spread out, staggering shifts and working remotely where possible.

And some companies may even adapt policies to give employees the option of permanently working from home.

That leaves managers with the task of keeping staff productive from afar.

There are all kinds of ways this can be done, but one method stands out for its rising popularity (and sheer invasiveness): tracking software.

Here’s a look at what the software does, why companies use it, and its effectiveness.

Employee surveillance

Staff tracking software gives employers the ability to keep close tabs on employee.

Features vary, but this kind of software lets companies track everything a staff member does on a company computer.

This ranges from recording all websites visited, to taking screenshots every few minutes and sending them back to the boss.

Virtual monitoring isn’t anything new; IT and HR teams have used such tools for years. What’s new is the huge uptake in surveillance software subscriptions since the pandemic started.

In fact, one surveillance software company, Hubstaff, saw a 95% increase in new customers in March over February.  

Enforcing productivity

Is it overkill to record everything an employee does?

Not at all, says Courtney Cavey, Hubstaff’s Marketing Director. In fact, she welcomes being monitored with Hubstaff’s own software.

“The freedom it ultimately grants is priceless,” Cavey says. “[My boss] knows I’m working when I say I am because he can see that I’m tracking time and activity levels, and completing tasks, so he doesn’t have to look over my shoulder and constantly ask for updates.”

It’s certainly one way to make sure staff are productive. But it isn’t the only way.

Trust over anxiety

With all the other productivity tools for remote teams, including Slack and Zoom, why is surveillance software so popular?

It’s all about control, according to executive consultant Lloyd Bashkin.

“It’s perfectly understandable that CEOs will feel anxious at a time like this,” he says.

“[I]t’s a basic human need to want to feel a certain amount of control, and when that is stripped away, bingo – anxiety spikes.

“So rather than see [computer surveillance] as paranoia, for most CEOs it’s just a natural inclination to feel a certain amount of control.”

As CEO of management consultancy Lloyd Scott & Company, based in New Jersey, Bashkin says times of crisis only intensify a person’s leadership style.

“The perception of inescapable fear, such as COVID-19, will amplify a CEO’s behaviour – so untrusting CEOs become less trusting (as a way to relieve anxiety) and more mature, trusting CEOs become more trusting,” he says.

Loosening the reins

As an example, Bashkin points to a recent client – a CEO who clashed with his head of procurement.

The CEO had a long running dispute with the head of procurement, accusing him of having a negative attitude and of letting quality slip. Then the pandemic hit and remote working only made the conflict worse.

The CEO’s solution was to monitor the head’s computer activity closely. If that didn’t work, he’d simply fire him.

Luckily, a conversation with Bashkin helped the CEO realise the problem was his own trust issues. So the CEO gave the head of procurement more freedom to do his job without interference, and the problems disappeared almost overnight.

Output over input

That’s because staff realise when they aren’t trusted by their manager, and close monitoring can be demotivating.

“If employees feel their manager is looking over their shoulder at every moment, trust goes out the window immediately,” says Corporate Rebels’ Pim de Morree.

He thinks surveillance software is ‘micro-management gone wild.’

“Apparently, employers don’t feel the staff they hired are capable of doing a job without them tracking their activities,” he says. “It’s the workplace equivalent of a prisoner’s ankle bracelet.”

Instead of focusing on how work gets done, he says the real measure of productivity is what gets done.

“Figuring out how to measure that is the real problem to solve,” de Moree says.

Legal barriers

However, not all surveillance stems from mistrust or control issues.

There are vital reasons for monitoring staff computer use, like protecting networks from malware or other viruses.

In fact, some companies are required to track employee activities to meet legal obligations. The key to doing it well is transparency.

Employers should let employees know what information they collect and why, says Ashwin Krishnan, tech ethicist and COO of UberKnowledge.

He advises companies to explain staff monitoring “not in legalese terms, but in actual terms of what this means for [the employee].”

He says companies need a clear ethics and privacy policy for data ownership – like how long it’s held and what happens when it isn’t needed anymore.

“When employees can see the full extent of the responsibility and diligence shown by leaders, it breeds trust,” says Krishnan.

Be empathetic

That said, it takes more than transparency to increase productivity, Krishnan says.

Remote staff are far more productive when they feel supported – especially in these unusual times.

“Suddenly, the employee’s home life needs to become part of the manager’s discovery process,” he says.

“Not every employee may be willing to share this but letting them know that they have a supportive ear if they need it is crucial. [A]dapting previously scheduled work meetings (adjust timing, duration, frequency) to deal with this at-home reality shows empathy.”

Such empathy can also help customers be more patient with a company’s employees. 

Kristy Knichel, CEO of Knichel Logistics, a shipping logistics company in Pennsylvania, recently wrote to customers explaining her team’s new work situation.

Many of her staff are working remotely for the first time, and some even need company internet hotspots since they don’t have Wi-Fi at home.

“We understand that our employees are accustomed to the ease of communicating with one another in person in the office, so this has been quite a change to adjust to,” she writes.

“[O]ur team has made the transition smoothly and we hope that you have not experienced any disruption.”

Destination, not the journey

It isn’t easy to manage a remote team – especially during a pandemic.

It requires trust and empathy, while letting go of the need to control every employee move.

That’s why the best way to improve productivity is following de Morree’s advice and focus on what an employee delivers – whether in the office or not – instead of how they delivered it.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

An Employee Tests Positive For COVID-19: What Now?

If you haven’t dealt with an employee testing positive for COVID-19, you probably will in the very near future. How are you going to manage it?


It’s a complex challenge that calls for quick and decisive action from business managers. The best practice will vary, depending on your workplace.

HR and workplace experts across the world are scrambling to communicate best practice to employers amid the COVID-19 pandemic.

A webinar organised by Hazmasters covered best practices for a various workplace types. The US company works with companies to build a strong safety culture, and has been overwhelmed by demand amid the COVID-19 pandemic.

The webinar revealed that in the US alone, 14.4 million workers face exposure to COVID-19 at least weekly, while 26.7 million face exposure at least once a month.

Sylvia Kolitsopoulos is head of brand strategy and business development for Hazmasters. She explains that symptoms of COVID-19 may appear 14 days after exposure to the virus, making it difficult for workplaces to navigate the risks.

She recommends that workplace health and safety committee should be involved in creating best practice and training programs that work for your business environment. 

“We’re all doing our part to flatten the curve to get through this unprecedented time,” she says.

Kolitsopoulos and her team of Hazmasters colleagues contributed to the webinar, explaining that workplaces need to implement proper workplace hygiene practices.

Crucially, if an employee does test positive for the virus, it’s important to keep a record of this on the employee file and that any potential areas within the organisation that may have been contaminated in your workplace are recorded.

If an employee within your business is exposed, these procedures should be followed:

  • Immediate removal from worksite of individuals testing positive
  • Prompt identification and isolation of potentially infectious individuals
  • Individuals to monitor symptoms for 14 days and contact local health authority if
  • Thorough disinfectant cleaning by a certified company
  • Identify where person has been in the workplace to ensure those areas
  • If you can’t send them home, isolate the contaminated areas so decontaminate team can deep clean the area.
  • Continually check local health authorities for update as advice changes regularly.

Source: Hazmasters webinar

What rights do employees have?

Employees that have contracted COVID-19 will have different rights depending on legislation within each jurisdiction in your own country.

However, in most cases, if an employee is showing flu-like symptoms (whether COVID-19-related or not) while at work, they can be sent home. This is a standard workplace health and safety obligation.

Many employers are wondering if they need to pay impacted staff. The key here is to check the advice from your local authority, which may change as the pandemic continues.

A new report by research firm McKinsey says manufacturing plant leaders can help navigate the transition from initial crisis response to steady the corporate ship with three key steps.

These are:

Protect the workforce: Formalise and standardise operating procedures, processes and tools that help keep staff safe. Build workforce confidence through effective, two-way communication that response to employees’ concerns through flexible adaptation.

Manage the risks to ensure business continuity:  Anticipate potential changes and model the way the plant should react well ahead of the fluctuations to enable rapid, fact-based actions.

Drive productivity at a distance: Continue to effectively manage performance at the plant while physical distancing and remote working policies remain in place.

The report also reveals that absenteeism rates are another important area of focus. Employees are concerned about COVID-19 exposure, which could make them reluctant to come to work, while others may be prevented from attending work due to sickness or due to quarantine rules.

To handle this scenario, some companies are proactively reaching out to employees the day before and the morning of their shifts, and asking if they are planning to come to work, while others are offering hazard pay or soliciting volunteers to be on call for overtime, depending on vacancies, the report explains.

Protect employees

Employers need to take precautions to protect all employees, he explains.

“There are heightened concerns regarding the transmission of COVID-19 in the workplace. If an employee has been absent from work due to flu-like symptoms, it would be reasonable for an employer to make enquiries regarding their ability to safely return to work,” Paterson says.

“These enquiries could include requiring them to obtain a medical clearance indicating that they are not suffering from any disease which may pose a health and safety risk to their work colleagues,” he says.

If an employee has contracted COVID-19, you need to ask who they have been in close contact within the prior two weeks.

Close contact is defined as a person that has been within six feet of the infected employee for a prolonged period of time. You should alert those who have been in close contact as soon as possible.

In terms of confidentiality, the law is clear here. You should tell everyone who has possible exposed at work to the positive employee, within revealing the employee’s identity.

Looking ahead

Moving forward, the lesson here is that workplaces need to have a roadmap in place to respond to pandemics. This includes the potential work from home scenario and specific procedures to ensure the health and safety or employees.

This includes the creation of pandemic kit for employees who have to visit clients, such as hand sanitiser, mask, safety glasses, disposable gloves, sanitising wipes and a garbage bag.

It’s also worth creating a blueprint for the unexpected. While it’s COVID-19 this year, next time it could be an earthquake, recession or something else unforeseen. Global consulting firm Korn Ferry has created this handy guide to implementing a blueprint that works for your business.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

What A Two Year Old Taught Me About Emergency Procurement

Think parenthood and COVID-19 have nothing in common? Think again. Read on for 5 lessons that parenting a toddler has taught me and how these apply to emergency procurement situations.


It is pretty difficult working from home with a toddler at any time, but even more so during a lockdown.

I fell into despair last week.  The pressure was on. Two phones were ringing off the hook from an emergency situation, when my toddler ripped off their pants and became the entertaining backdrop for my video call.

COVID-19 lockdown is one of those moments that will be earmarked in my time capsule. It seemed to hit at once across all fronts. Work and home life were hurled into turmoil.

But rather than spiralling into a work/life balance death spiral, I called on some of the valuable lessons I have learnt as a parent.  Rather than being a distraction, they have been my secret to success in managing myself and my team through a series of emergencies bought on my the COVID-19 crisis.

Emergency procurement

COVID-19 has been impacting business both domestically and internationally for some months, requiring rapid action from commercial teams. My role is to provide support, to draft contracts, create requirements, obtain pricing and negotiate. It’s a team effort, but a mammoth amount of energy for each person involved.

Take on board these 5 simple lessons from my time dealing with emergency situations.

1. Set your pace and do so carefully

Just like parenthood, the COVID-19 pandemic is a marathon, not a sprint. It’s the adrenaline that comes with working on critical and time pressured projects makes you want to sprint. In fact you tell everyone you’re fine and can take on even more work! Foolish. This is a recipe for burnout and one I learned the hard way.

During a recent time pressured day, I drew on the parenting experience of trying to be an octopus. The dinner is about to boil over the kid comes running in with a live grasshopper and someone is knocking at the door.

I had 20 minutes to review 6 contracts and make a determination about next steps. The only thing you do in these situations is scan the most important details that you need to check and be a speedy risk mitigation machine! It pays to have your manager on stand-by to ratify your decisions.

2. It’s practical not technical

You can read all the parenting books you like, but it’s not until you have sole accountability for a human being that you really know what the job is all about!

In procurement, getting the call to undertake an emergency project can be quite unnerving. My first thoughts were to start questioning all my technical knowledge, but I needn’t have worried. Commercial acumen in practice can look like asking the obvious questions and checking the basics. It is surprising in the pace of the environment and the revolving door of personnel what is not pieced together. Back yourself to ask the tough and difficult questions no matter what your title or rank.

Questions that should be asked when delivering goods overseas at speed: what happens if the recipient country situation changes in transit? When should ownership and transfer of assets kick in? Check warranties, support and training. How useful is it if the helpdesk is in a different time zone?

3. Don’t forget the day job

Parenting is a 24/7/365 day job. It never ends. Managing a procurement team during an emergency situation is not much different.  During the COVID-19 crisis, the biggest thing I’ve struggled with is providing quality leadership and management to my team. I hold myself to high standards. When I answer the call on a Sunday to work on the next emergency situation it is hard to find the time to run the day to day. Being honest with the team and sharing what I’m working on helps them to contextualise their work. Leaning on management and peers to share the management load relieves a lot of pressure for me. I had to know when to stick my hand up and utter those difficult words “I’m at capacity”.

4. Pants are optional

When emergency situations have arisen in the past, I tended to try to shoo away the other aspects of my life. This is pretty difficult to do with a toddler in my bubble in lockdown. Particularly when they have taken their discarded pants and walked into my zoom meeting with their pants on their head. This is a leveller.

It reminded me what is most important. When I started opening up about this and other life necessities like going for a walk or going to the supermarket I found a willing and supportive environment ready to cover me.

Negotiating with two suppliers for two separate but interrelated contracts with different time zones will not be done in an hour. Looming press conference announcements weigh heavily and it is easy for anxiety to set in about securing signatures quickly. I learned that my butt in the chair is not going to speed the process up any faster. I needed to go out for walks and prioritise what self-care I needed.

5. Protect your space

When you’re working from home the environments can bleed into one another. It is important to have a separate workspace that is away from other areas. For me it caused confusion about when I was working and when I was not, I defaulted to work mode and learned the hard way that I hadn’t switched off.

Working in a different space changed my habits and it caused me to make a mistake in my work. I didn’t pick up on something in a contract before it went for signing. I realised that it’s because I usually print a hard copy off first before signing.

I realised my “work self” identity needed to change during lockdown. I can’t hold myself to the same standards when the game has entirely changed – mistakes will happen when working at speed. It’s called being human.

I showed kindness to myself and it caused me to think more deeply about the others in my team. It’s taught me to be kinder and patient.

Play it forward

I’m determined to keep these lessons front of mind for the transition phase of returning to work. We’re all likely to be in limbo mode for a while and must be mindful of the ongoing impacts that the lockdown will have and how these can play out.

Kindness and compassion for yourself will invariably lead to more kindness and compassion for others. Put yourself first.

This article is solely the work of the author. Any views expressed in it are those of the author and do not necessarily represent or reflect the official policy of the New Zealand government or of any government agency.

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It’s The #1 Must-Have Skill Right Now… And The Good News Is You’ve Probably Already Demonstrated It.

“Intrapreneurs” – named the most in-demand skill of 2020


A few months ago, it would have seemed impossible. A motor manufacturer making ventilators. A fragrance brand producing hand sanitiser. Or a luxury fashion firm sewing scrubs.

Businesses across the globe have demonstrated an incredible ability to pivot on the head of a pin and change out entire manufacturing and distribution processes in the space of a few short weeks in response to the Covid-19 crisis – and it is procurement and supply chain professionals who are helping to make this happen.

That’s because many of them are “intrapreneurs” – which was named the most in-demand skill of 2020 at the start of the new decade. Who would have predicted back in January, that being an intrapreneur would become even more essential in just a few short months?

Being able to think outside the box and come up with solutions to problems that didn’t even exist a few months ago, is going to help to change the way organisations respond to this unprecedented crisis.

Prolonged decision-making in slow-moving risk-averse corporations has no place in a post-Coronavirus world.

Today it is even more vital to be more nimble and agile – adapting quickly to identify opportunities just like an entrepreneur (although in this case it’s to do good rather than boost profits).

SO WHAT EXACTLY IS AN INTRAPRENEUR?

If you are not sure what the term ‘intrapreneur’ actually means, don’t worry – you are not alone. Nearly nine in ten people polled found the term a complete mystery.

So, here goes…

Intrapreneurial describes someone who “thinks and acts” like an entrepreneur but who works “in” an organization rather than for themselves.

In simple terms they see new opportunities and then take advantage of them. And that’s why they are in such high demand.

Procurement is at the forefront of much of the current innovation – supply chains have been disrupted, borders closed, logistics are a nightmare and yet, procurement professionals are finding new solutions… and quickly.

Forget months or years waiting for answers, procurement professionals are having to identify opportunities and solutions and then innovate even if this involves an element of risk. They are trying new things to see what works. The adapting when they do. In other words, they are having to become entrepreneurial.

THE GOOD NEWS IS YOU ARE PROBABLY ONE

Two in three people possess intrapreneurialism as a skill according to recruiters Michael Page which complies the annual top 100 most in-demand skills list. So, the chance are… you are one of them (even though you may not know it).

How do you know for sure? Well, are you the sort of person who is brimming with ideas and takes ownership of your own success and that of your organization? In effect, you see it as your job (even if it isn’t) to make things happen and bring about change.

Day-to-day, this is how an intrapreneur approaches their role.

An intrapreneur:

  • Is great at identifying opportunities – in this respect the intrapreneur is treating their organisation as their own business and looking for ways to grow it.
  • Is proactive – again this is about ownership. Instead of doing the same things in the same ways, you will be the type of person who thinks of new ways of working or introduces new ideas – before being asked.
  • Is not afraid to challenge the status quo – if something is not working, you are the sort of person who is brave enough to speak up and put themselves on the line to bring about change. This is more than being proactive, it is about risk taking (a trait that is highly entrepreneurial).
  • Is resilient when things do not go to plan – you will be the sort of person who is prepared to learn from trial and error and accept that some ideas might fail, but you do not give up and instead bounce back with other ideas.
  • Is a brilliant collaborator – bringing about change or challenging the status quo is not easy (particularly if this is not your role), so you will be great at bringing people on board. Your ability to build relationships and enthuse others will ensure you get things done.
  • Is great at thinking outside of the box – this is a mindset that goes beyond being innovative. Entrepreneurs succeed because they can see opportunities that others don’t.
  • Is prepared to trust their instincts – entrepreneurs and intrapreneurs need a strong sense of self-belief to push ahead with their ideas and overcome any set-backs.

Why would an organization want an intrapreneur?

Now this is where you might think there is a dichotomy. Afterall, entrepreneurs are risk-takers, free-thinkers and mavericks who want to take ownership of their own business – and these are traits that do not sit well in a corporate culture. After all, you don’t own the business and you have to report to someone higher up.

Well, Nick Kirk, managing director of Michael Page (which identified Intrapreneur as the No.1 skill for 2020), disagrees saying, “Great employees are those who are invested in the company and want to help it improve, which in turn enables them to create a working environment that they enjoy, so it’s a win-win scenario.

“Intrapreneurship may sound like a daunting term, but at base level, it refers to that person who is willing to go the extra mile to improve their workplace.”

And that is exactly what organisations need right now. So whenever you demonstrate your intrapreneurial abilities, make sure you shout about it and promote your achievements on your Procurious profile… you have a skill that is in high demand.

Join Procurious to connect with 40,000 other ambitious procurement professionals and get free access to networking, industry news, training and much more. 

5 Cost Levers To Pull Right Now With Your Outsourced Services

At times of enormous disruption to global supply chains, it’s easy for procurement only to think about direct spend. But it’s just as critical to ensure value is delivered in outsourced service contracts.


“Today’s health and economic crisis, as a result of coronavirus, means that typical approaches to cost management will need careful consideration as business’ key focus has to be staying in business” Lorna Brown, Former CPO, Global Financial Services

We live in an ever-changing world, where what had been predicted as a prosperous year for a business could turn into a fight for survival thanks to something that it has no control over. As the world pulls together to combat COVID-19, businesses face the challenge of reduced revenue forcing them to tighten their belts and search for further savings.

In times of crisis, most organisations will fall into the same pattern and focus their cost reduction effort on direct spend categories. After all, your first thought in a crisis or risk management situation is more likely to be ensuring the stability of your production supply chain, rather than identifying the cost savings you can secure from the organisations delivering your HR or IT Support services.

But why is this the case? Organisations may consider their direct categories as more business critical, or believe that they can release greater value from them with closer management of their global supply chain.  For an increasing number of organisations, however, outsourced services form the core of their business. And by focusing on the right cost levers, review of these service contracts  could deliver just as much in terms of savings as direct spend.

Pulling on the Cost Levers

Structuring a contract for the procurement of services is can appear to be a different beast to one for the procurement of goods. Many procurement professionals will go their entire careers without creating a single RFQ, tender or contract for an outsourced service.

The reality is, however, that there isn’t a great deal of difference beyond what is delivered by the supplier. Procurement still needs to know that suppliers are able to meet an organisation’s requirements. A robust contract needs to be put in place to ensure that services are delivered efficiently and effectively.

And when it comes to cost levers, there’s no need to start with a blank sheet of paper when proven procurement strategies will still fit the bill. Everest Group, a consulting and research company with an established history in the outsourced services space, has conducted extensive research on this topic. Amy Fong, Vice President in Everest Group’s strategic outsourcing and vendor management practice, is clear that this research has highlighted five key cost levers for procurement to use right away when it comes to their outsourced services: “we see a lot of common themes where buyers can do a better job.”

1. Pay the Right Price

Former CPO in Global Financial Services, Lorna Brown, believes that organisations need to be “a bit curious and engage with the supplier to understand how they are delivering the services.” This will allow for a greater understanding of how the service is built up, but also what is driving the costs, and consequently the price in the market.

Services in high demand, but with a lower supply where there are fewer people capable of providing a quality service will cost organisations a premium.  In the  IT services market, this premium has been charged for everything from basic digital skills all the way up to large-scale, highly complex data analytics over the years. The availability of labour with these skills is the key cost driver.  With each ebb in the requirement for these skills, rates for outsourced services will come down.

Being clear about how the cost of labour has influenced your price is a great way to pull this particular cost lever.

2. Understanding Total Cost

Procurement’s consideration of cost needs to go beyond the ticket price that is paid. There are other factors to take into account such as quality of support and adherence to Service Level Agreements (SLAs). It’s all about Total Cost of Ownership.

Got a great price for your basic service agreement? Great! But did you discuss and agree a price for ongoing support? Or agree how many people are assigned to your contract? Or how much you are paying for secure data storage? It’s critical to understand the whole picture beyond the basic price.

If you are just looking to drive savings on the bottom line price by whittling down your supplier’s margin, they will look to move or hide costs elsewhere. No matter how good a deal you think you have at the outset, if you aren’t tracking TCO you’re probably losing any savings you may have initially achieved and leaving this cost lever un-pulled.

3. Find the Right Deal Structure

One of the key decisions an organisation will have to make regarding its services is which model or structure their deal is going to take. In outsourcing of services, a fully Managed Service can be very attractive to an organisation with day-to-day operation provided by an external specialist, with the business free to focus time and effort elsewhere.  

However, organisations using a Managed Service have to accept the fact that they will hand over a level of control, which in turn raises their risk.  Procurement still needs to understand what’s happening throughout the outsourced service provider’s supply chain.

Organisations may also choose to use on-demand outsourcing, where they pay for support based on the number of times it is used, or a ‘Break/Fix’ service where it pays for just the work that is done. There is no right or wrong answer as this will differ from organisation to organisation. What’s important is picking the right option.

4. Innovation

When it comes to cost savings, innovation is a key part of the puzzle that cannot be missed. And when it comes to pulling the innovation cost lever for outsourcing services, the focus should be on “Big I” Innovation (i.e. digital transformation), rather than “Little i” innovation (i.e. continuous improvement activities).

As with the other cost levers we have shown, innovation that is being looked at in other areas of the business can just as easily be applied to outsourcing too. Consider all the current industry favourites such as Robotic Process Automation (RPA), AI and Machine Learning – these can have an impact on costs.

However, despite the fact that there is increasing importance placed on innovation in outsourcing, many organisations are still missing the mark. There’s a lot that can be achieved from deploying this cost lever in the right way at the right time.

5. Financial Engineering

Cost lever number 5 takes the modernisation and digital transformation found in the innovation space one step further: when it comes to the concept of innovation not just about the business scoping out activities for different areas of its categories, but more about how it modernises the entire solution.

It’s important to use financial engineering to have the impact on profit that is required as the initial outlay or investment across the board will be significantly higher than a service that doesn’t include these types of outcomes.  Organisations may choose to look at alternative sources of finance, assess potential Joint Ventures or Managed Services with flexible margins (in line with traditional Financial Engineering). Using this cost lever is about getting creative and perhaps walking the path less travelled for success.

Pull the Levers with Care

The 5 cost levers for outsourced services represent an individual and collective strategy for cost savings in the outsourced services space.  Pulling one alone would be effective, and using all of them in some way could deliver also deliver great results.

To find out more about these cost levers, and to access expert advice on how to use them, register for the Everest Group sponsored webinar 5 cost levers to pull right now with your outsourced services, to be broadcast on Thursday May 7th 2020 at 2:30pm GMT. To find out all the information you need, including how to sign up, visit the Procurious website or click here.

How To Work With People You Don’t Like

Working can feel impossible when you have to collaborate with someone you don’t like. Here’s how to do it.


Michelle* had recently taken on the role of CPO at a large manufacturing organisation. It was a job she’d been planning, and pining for, for years, so she was heavily invested in making it a success. To do so, she’d carefully mapped her stakeholders, investing in understanding each of their unique needs and situations. But two months in, there was a problem. And the name of that problem was Mark. Unfortunately, Mark was also the CFO. 

Michelle had done what she could to get Mark onside. And worse, she could see from his relationships with others in the business that Mark wasn’t particularly difficult – in fact, he seemed to be generally competent and well-liked. But she just didn’t like him, and he didn’t like her either. 

As many of us in procurement would know, though, not getting along with the finance department can be particularly troublesome. And so it was with Michelle. Mark was going to be integral to her success – so what should she do?

If we’re all being honest, we’ve all come across a Mark – or a Michelle – in our working lives. Someone who, despite others not seeing it, just makes our blood boil with frustration and our mind explode with confusion. Someone we simply don’t like. 

But nowadays, with procurement intimately connected to all corners of organisations and stakeholder management more important than ever, we can’t simply ignore the fact that we don’t like someone. We need to do something about it. 

But what? Here’s how to navigate the frustrating waters of a colleague that has you hot under the collar: 

Step 1: Accept and reflect 

No matter how likeable or nice we think we are, we have to accept that it’s not possible to get along with everyone. The first step to improving relationships with someone you don’t like is simply this: accepting that not everyone will be your best friend (or even ally) and that it isn’t a personal reflection on you. 

Beyond acceptance, another important first step is to reflect on the positive you can garner from the relationship, even if it is a difficult one. What can you learn? How can you grow? Difficult relationships are, usually, much rarer than positive ones, so if you flip your frustration on its head, you’re bound to learn something. 

2. Understand their perspective 

When you decide that someone frustrates you, you naturally recoil. Then, when you do need to deal with them, you discount and/or/get annoyed by everything they say and do. In other words, once trust and respect are gone, it’s difficult to get them back. 

But in the situation where you have to work with someone you don’t like, it’s important to try and be the bigger person, no matter how challenging this might seem. Ask yourself: Why is this person acting in this particular way? What do they want/need differently from me? How might I be frustrating them? Reflecting on their motivations will help you appreciate their goals, behaviours and different points of view. In turn, this will help you have empathy for their situation. 

3. Increase your self-awareness 

The term ‘it takes two to tango’ is true of all relationships, and a large part of working with people you don’t like is to understand how you contribute to that relationship. Understanding your own personal style can be a big part of this. 

In the example above, Michelle knew that she was a strong extrovert, and that she always preferred face to face meetings and lots of social time with her colleagues. She was also a little disorganised, and never understood why past colleagues got frustrated when she was late to meetings or moved them at the last minute. After all, she got the job done. 

Mark, on the other hand, was a strong introvert and preferred the comfort of everything via email. He was precise, particular and enjoyed routines and certainty. He mistook Michelle’s carefree attitude for incompetence. 

By increasing her awareness of her personal style, Michelle could learn a lot about why she might frustrate Mark – and vice versa. Understanding this is a critical part of repairing poor relationships. 

4. Be collaborative – not competitive 

The hierarchical nature of organisations can lead many of us to feel we need to compete with each other. Yet that attitude alone is responsible for many poor relationships. If you want to get along, it’s better to focus on collaborating. 

It can take some courage to do this, but one way of encouraging better collaboration with someone you don’t like is to simply ask them how to do this, instead of constantly trying to find workarounds to make them happy. Asking something along the lines of ‘I don’t feel we’re working together in the best possible way – do you have any ideas on how to fix this?’ can go a long way in ensuring a better partnership. 

5. Flattery 

If you don’t like someone, the last thing you’re going to want to do is flatter them, as it can seem ingenuine. But doing so in a more subtle way can help repair a relationship, especially if you essentially ‘shift the problem’ of the relationship over to them by simply asking for their help. 

In Michelle’s situation, one way to repair her relationship with Mark might be to take him for a coffee and seek his expertise on how to best connect with people in the organisation and succeed. The question will have the effect of making Mark think that Michelle believes he is an organisational success story, and he might be more willing to open up. This will ‘humanise’ the relationship and help both Michelle and Mark feel more comfortable with each other. 

Most importantly – start working on your frustrations early 

For so many of us, our colleagues and stakeholders can make or break our experience at work. Inevitably though, we’ll come across people we don’t like. 

When we do, it’s important to work on those relationships, often and early. There’s nothing worse than being frustrated on a daily basis, when we could have seen the incredible human our colleague was long ago. 

What techniques do you use to better work with people you don’t like? Tell us in the comments below. 

*Names changed to protect privacy.

Join Procurious to connect with 40,000 other ambitious procurement professionals and get free access to networking, industry news, training and much more. 

Aspire To Be A CPO? Know This.

Is it even ok to still want to become a CPO this year, or soon? Read expert insights from a recruiter about on how to do just that. 


It’s been challenging, of late, to give our careers the usual focus they need and deserve. But with the coronavirus situation looking like it may get under control in the next few months, many of us are returning to our former ambitious selves. And with that, comes the inevitable question: If I want to become a CPO, how do I do it? 

Given that we’re all technically surrounded by CPOs and procurement executives most days, it should be easy to answer this. But what works for one person in terms of getting to the top may not work for others. For this reason, it’s better to ask someone that oversees the promotion of procurement professionals into the top echelons of business every day. In other words: Ask an executive recruiter. 

To help you understand how to land a CPO role, we interviewed one of the procurement industry’s top executive recruiters, Mark Holyoake. Mark, the founder of Holyoake Search, has placed dozens of candidates into senior procurement roles over an 18-year career, and has unique and fascinating insights into how you can achieve your career dreams. 

I want to be a CPO within 5 years. What should I be doing now? 

If you’ve got your sights on the top job, but know you’re not quite ready yet, there’s still a lot you can be doing, says Mark, to prepare yourself when the time comes. Across all of the roles he’s recruited, he’s found that all CPOs share certain qualities: 

‘All successful CPOs have great leadership skills. They also understand business strategy. In addition to this, humility, exceptional communication skills, awareness of the future, diplomacy, and a mindset for growth are all critical.’ 

But when should you start developing these essential traits? The sooner, the better, Mark says:

‘Start cultivating these skills early on. Learn them in the classroom, within your company, with the help of an external mentor. Don’t have a mentor? Seek one out ASAP.’ 

Fine-tune your leadership skills

To succeed in procurement, technical skills are of course important. But what’s more important, says Mark, is to be an exceptional leader. If you’re wanting a senior position, Mark believes, these are the skills that you need to work most on. 

Fortunately, the current crisis has provided us all with the opportunity to lead, and there’s one skill in particular that we should all have fine-tuned: 

‘Leading through uncertainty and adversity has certainly been required of late. As a CPO, you’ll always face uncertainty – so that’s a great skill to be nurturing now.’ 

Beyond the skills learned in the current crisis, when Mark recruits for senior roles, he does believe certain leadership skills are crucial. He says the businesses he works with usually look for a number of things: 

‘[My clients] need leaders that understand strategy, how to react to change, and who possess a devotion to research and current affairs.’ 

Getting noticed by executive recruiters 

Recruitment for more junior procurement roles usually happens via networking and job boards. But when it comes to the senior end of town, the majority of roles are advertised through executive recruiters, who then headhunt talent. So this begs the question – how do you get noticed by these recruiters so you know about these roles in the first place, and get the opportunity to apply? 

Mark says that contrary to your standard job search, getting noticed by executive recruiters isn’t about applying: 

‘Candidates should understand that standing out isn’t necessarily about one application or one interview. It’s not about looking for a job when you need to find one.’ 

So what is standing out about, then? Mark recommends that you invest in continually building your profile over time: 

‘Candidates should work on building their online networks and personas over time.’

‘By being active on LinkedIn, sharing relevant articles, participating in discussions, and ensuring visibility, candidates are able to pre-position themselves to stand out to prospective employers and recruiters to represent them.’ 

Interviewing like a true CPO 

Interviews can be intimidating at any level and at an executive level, they can feel particularly intimidating. Fortunately though, Mark says that the key to ‘interviewing like a true CPO’ is really no different from how you succeed at any other interview: 

‘The number one fail I see, which I see at all levels, is that candidates are not fully prepared.’ 

‘Procurement executives are generally pretty confident in their own abilities, not to mention very busy, with the consequence that many will, unfortunately, try to “wing it.”’ 

‘As with most things in life, interview practice makes perfect – so ensure you’re prepared.’ 

But what should you prepare? Mark says that you need to be able to discuss your accomplishments in a concise manner

‘Research common questions and practice giving answers that highlight your accomplishments. Ensure that you’re able to distill large amounts of information into relevant and succinct responses.’ 

Preparing can help you deliver far better answers to questions, says Mark, But it’s also critical for your mindset: 

‘When your mind is prepared and ready to go on autopilot, it allows you to relax and let your conscious mind focus on listening to what is actually being asked. You’ll enjoy the interview more as well!’ 

Making your move – this year? 

If you’re the ambitious type, you’ll inevitably wonder whether it’s appropriate – or possible – to try to move into a more senior role this year. While the situation is certainly volatile at the moment, Mark believes that it could also represent a good opportunity for aspiring CPOs as they are more likely to be able to secure a role where their impact is felt: 

‘Usually, a conflict exists for many procurement professionals in their job search. Do they choose a profitable, fast-growing company where their impact is not felt as strongly, or do they choose a company under duress who needs their help?’

‘Right now, that conflict no longer exists. EVERY company needs your help – you can have your cake and eat it too.’ 

Interestingly, Mark saw a spike in demand for procurement professionals after the 2008 global financial crisis, a trend which enabled many aspiring leaders to step into great roles: 

‘Post-2008, the demand for procurement went up. While it’s unclear if we’ll see a repeat of that, I’m confident that for most job seekers, if they commit to their job search fully and completely, they will find what they’re looking for.’ 

Do you have any other tips for aspiring CPOs? What has worked for you? Let us know in the comments below. 

Join Procurious to connect with 40,000 other ambitious procurement professionals and get free access to networking, industry news, training and much more. 

If you’re based in the US, connect with Mark Holyoake if you’re looking for, or aspiring to be, procurement executive talent.  

How To Set Your Supply Chain Up For Coronavirus Recovery

How should you set your supply chain up for coronavirus recovery? Find out the steps here.


With the majority of the world still in lockdown, no detailed blueprint for economic recovery, and no vaccine in sight, the end to the coronavirus pandemic still seems a while off. But reassuringly, there’s signs that we may now at least be in the recovery phase, with many European countries contemplating easing restrictions, and the US announcing they may do so in May. With these reassuring steps, supply chain managers the world over, many who felt blindsided by the speed and force of coronavirus disruptions, are keen not to make the same mistakes again. So they’re now asking themselves the critical question we all need to know the answer to: How do we set our supply chains up for coronavirus recovery? And when we do enter the recovery phase, how do we ensure it’s successful and ideally, fast? 

Step 1: Ensure your cash strategy is fit for purpose 

Early on in the crisis, many optimistic leaders predicted that our economies would simply bounce back in what they called a ‘V’ shaped recovery. But as the pandemic has unfolded, it’s become clear that this is most likely not going to be the case. Economists now predict that we’ll have more of a ‘U’ shaped recovery, where business and consumer spending slowly return over time, although activity is still expected to be significantly subdued until a vaccine is found. 

This leaves most companies, and as a result, most all of us in a tight spot. The uncertainty of it all means that you may need to adjust your cash strategy to ensure it’s fit for purpose. 

Adjusting your cash strategy may take many forms. One strategy is to try to ensure you have more cash available by adjusting your accounts receivables strategy, for example, trying to get invoices out and paid more quickly, and removing barriers to debt collection. 

Another method is to adjust your accounts payable strategy, although if you do so, ensure you do it strategically. Take this opportunity to analyse your suppliers. Who provides the most strategic value? Can you strike a more favourable deal? If you can, ensure you negotiate, for example, perhaps you will give more business to a certain supplier in exchange for favourable payment terms? Analyse everything and strike the delicate balance between looking after suppliers and maintaining your business’s cash reserves. 

Step 2: Identify and assist at-risk suppliers 

Conserving cash is the first critical step in coronavirus recovery, and the key one when it comes to pure business survival. But recovery, when it comes, will be about much more than that. 

By now, most of us have realised how resilient – or not – our supply chains really are. Hopefully, we’ve all had time to look deeper into our supply chains, and map the manufacturing capabilities of each of our suppliers, looking into exactly what part is made in what location. Beyond that, hopefully we now understand – if we didn’t before – the exact dependencies of our products and what needs to happen when, and from where, in order to give our customers what they need. If you haven’t yet undertaken this analysis, now is the time to do so. 

Assuming you have, though, you may have encountered suppliers who are now struggling, or who will be struggling in the near future. Even if your suppliers may not have told you as much, signs that a struggle is indeed present include incomplete or delayed deliveries, changes in debt covenants, or sudden changes in your key contacts. 

As any supply change manager would know, protecting your suppliers is key, and now, more than ever, you may need to do what you can to help. If you’ve identified a supplier who is struggling, try to help by committing to orders or even exploring credit options, such as lending against future orders or applying your company’s credit to loans. In extreme cases, you may even need to look at an equity investment scenario if that supplier is critical to your production. 

Step 3: Look after your people

Cash and suppliers may be fundamental to our day jobs. But what would those look like without … us? 

As any seasoned leader understands, your people are critical to just about anything you want to achieve, and especially a ramp up after a prolonged period of stress and uncertainty. And while, with the current job market, you’re not likely to lose staff if you don’t make an effort right now, when recovery is in full swing, the difference in productivity between disengaged and engaged and motivated staff (which can be up to 22%), can be monumental. 

But what’s the best way to look after your staff right now? Experts recommend: 

  • Be realistic, kind and flexible: With the current crisis affecting the lives and livelihoods of most of the world, now is an extremely stressful time for all of us. Be clear about what you need from your staff, but also be kind and realistic about what you expect them to achieve, and be flexible about when you need it. 
  • Offer mental health support: Right now, the WHO (World Health Organisation) estimates that one in four people are experiencing new or heightened mental health issues due to the crisis. If you can, offer your staff counselling support or direct them to government resources so they can seek help, if needed. 
  • Give upskilling options: While having a high workload right now can be stressful, so too can not having enough to do. If your team isn’t that busy, do your best to reassure them that their jobs are safe (if possible). Beyond that, endeavour to offer upskilling options. These options don’t need to cost a lot or even take long – here are ten critical skills your procurement or supply chain team can learn, for free, for a $0 budget. 

Step 4: Look after your customers

How you treat your staff during a crisis will determine whether or not you’re able to retain them in the recovery period and beyond. Likewise, how you treat your customers is just as important. 

With significant disruptions to supply chains, freight and logistics worldwide, there’s a high chance that at some point, you may disappoint your customers. There’s two key ways you need to manage this: through communication, and through prioritisation. 

For the first, communication, you need to do your best to determine, far ahead of time and with your own suppliers, what delays might exist or what changes in orders you foresee. Once you know, let your own customers know and keep them regularly updated on progress. As always, it’s better to give a worst-case scenario and then delight them when orders do come through faster than expected. 

For the second, prioritisation, if you’re facing considerable shortages and you can’t find an alternate supplier, you may need to prioritise your most valuable customers. Look at factors such as profit margins and key customer segments when figuring out who to prioritise, or alternatively, look at allocations to certain customers if required.  

Get prepared – now 

Recovery might seem a while off, but it’s closer than you think. Make sure you take these steps, now, to ensure you’re in the best place. 

Is there anything else you’re doing to plan for recovery? Tell us in the comments below.  

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.

Grocers Battle In COVID-19 Last Mile Delivery: Supply Chain News

As you sit home in your COVID-free sanitised domestic bubble, there’s a war raging outside your door.


As social distancing and lockdown measures are implemented around the world, a growing number of food and grocery players have been forced to ramp up their capability to handle last mile delivery. And it’s no mean feat.

Supply chains are adept at shifting a tonne of cornflakes to a remote supermarket in Northern Wales or Nashville, but a single ready-to-eat takeaway to someone’s door is an entirely different scenario – it’s a service that’s expensive and time-consuming to offer.

But that doesn’t mean it’s not important. Right now, amid COVID-19 lockdown scenarios around the world, that’s exactly what everyday consumers need from their friendly corner grocery or takeaway retailer.

A report by CB Insights reveals that retail will be more personal, more immersive and more automated as we roll into 2020. Retailers and brands will have to understand shoppers better, and will continue to turn to new retail tech options. Profitability and technology will remain a top focus. 

The other battlefront for the grocery sector is keeping stock levels in check, as consumers stockpile household groceries around the world. Basic food items such as canned items, flour and pasta have been flying off the shelves far faster than they can be restocked.

While disruptions have so far been minimal and food supply has been adequate, there are predictions made in the media that this scenario could change as food supply chains are disrupted by COVID-19.

For example, if big importers lose confidence in the reliable flow of basic food commodities, panic buying could ensue, driving prices up.

Delivery startups bloom

Of course, there are already established last-mile delivery providers in this space. On-demand startups have mushroomed into the space around the world, transforming the way consumers order and enjoy takeaway food.

They’re all being handed the ultimate test as a huge surge in demand amid tougher operating conditions amid the shutdown of workplaces takes hold.

Uber Eats and Deliveroo are dominant players in this space, and have been run off their feet amid the pandemic in markets around the world. Deliveroo was crowned the UK’s fastest-growing technology firm by Deloitte last year, boasting an incredible rate of 107,117% over four years.

And while it’s hard to pinpoint just how much growth they’ve had in recent months, higher demand has led to higher pricing in some areas, while some companies are recruiting new drivers for their delivery staff.

Meanwhile, Amazon is run off its feet fulfilling one-hour delivery windows via Alexa.

To keep up with demand, the company is bolstering its capability, adding 100,000 jobs to meet customer demand and fulfil orders for essential products. It is also increasing capacity for grocery delivery from Amazon Fresh and Whole Foods Market.

The challenge has been maintaining high levels of hygiene in the home delivery service, with many providers rushing to email customers and assure them that standards have increased.

Bicycles in London

Of course, home delivery of groceries is not new. Nearly 30 years ago, when just 15 per cent of Americans had a computer, Thomas Parkinson set up a rack of modems and started accepting orders for the internet’s first grocery-delivery company, Peapod, which he founded with his brother Andrew.

In an unprecedented move, Sainsbury’s in the UK is expanding its capacity to support its efforts to feed the nation and meet growing demand for home grocery deliveries. This comes in the form of bicycle deliveries in central London.

This has been an invaluable service offering for the elderly and customers with immune issues who were self-isolating in their homes.

Sainsbury’s is also trialling its fast delivery service Chop Chop to deliver groceries to customers from closed convenience stores, offering shoppers another way to access essential grocery and household items.

The supermarket, which was forced to temporarily close to a number of its local convenience stores across the UK due to a drastic drop in customers, is planning to use some of these locations as logistics hubs to deliver goods to the most vulnerable.

Sainsbury’s chief digital offer Clodagh Moriarty says demand has reached unprecedented levels and they’re doing all they can to find new ways to serve more customers. “While we started the trial in London, we hope to be able to bring this fast delivery service to other cities in the UK very soon,” he says.

Customers who might be self-isolating or unable to get to a local store will be able to order a top-up shop of up to 20 grocery products through the Chop Chop app and have them delivered to their doorstep in as little as an hour.

A further 400 essential grocery and household products are available on the service, offering customers another way to access the essential items that are most important to them quickly and conveniently.

Demand Down Under

In Australia, both major supermarket brands Coles and Woolworths were forced to halt  online deliveries to catch up with demand in recent weeks.

However, Coles has announced a move to advanced robotics in recent weeks to help double the number of home deliveries it can make. The supermarket giant has entered into an exclusive partnership with British supermarket and solution provider, Ocado, to deploy its end-to-end online grocery solution.

Ocado includes an online grocery website, fulfilment technology and last-mile routing management technology.

One thing is for sure. Once things return to normal, customers will continue to expect the convenience of home delivery from food and grocery players now offering this service.

Just how key players manage this demand is yet to be seen.

Want to keep up with the latest coronavirus and supply chain news? Join our exclusive Supply Chain Crisis: Covid-19 group. We’ve gathered together the world’s foremost experts on all things supply chain, risk, business and people, and we’ll be presenting their insights and daily industry-relevant news in a content series via the group. You’ll also have the support of thousands of your procurement peers, world-wide. We’re stronger together. Join us now.