It is a truth universally acknowledged that when two or more salespeople meet, the topic of conversation will quickly turn to the impossibility of meeting a procurement practitioner. There are a number of reasons for this: buyers are busy, and the commercial world has changed. No longer do proactive salespeople ‘sell to’ reactive buyers. Instead, procurement people are now the proactive party, and they ‘buy from’ markets at a time of their choosing. The result? A lot of frustrated sales reps.
Are procurement people busier than ever?
It is impossible to compare how busy procurement people are between decades. But we can pinpoint what has changed post-COVID which may occupy the time of procurement people and drive out time that might otherwise be spent meeting salespeople:
Supply Chain Volatility: Procurement people are busy managing global disruptions, including geopolitical conflicts, which increase the need for risk management and the exploration of new sourcing strategies.
Inflationary Pressures: Procurement professionals must continuously find ways to control rising costs while maintaining quality.
Growing ESG Demands: Organisations are increasingly focused on sustainability, ethical sourcing, and social impact, adding a layer of complexity to every procurement decision.
Digital Transformation: While digital solutions deliver efficiency, they also create new responsibilities for procurement staff to interpret data and manage sophisticated systems.
Talent Shortages: A skills shortage within procurement means fewer people are available to handle the increased volume and complexity of work.
Regulatory Scrutiny: New laws (e.g. Modern Slavery) and regulations governing acquisitions adds to the workload, as professionals must ensure compliance to protect their organisation.
Risk Management: The balance between the benefits of global sourcing and the risks of supply chain disruptions requires detailed and ongoing analysis.
So it is reasonable to suggest that procurement people manage their time by focusing on their KPIs and internal accountabilities, rather than give up 30 minutes or an hour out of their schedule for a courtesy meeting with a sales representative. But is anything lost?
Is there any value in meeting a rep?
I was once ‘called in’ to my boss’ office to discuss a supplier complaint about me. I had declined to meet with a supplier’s representative, and they felt that I was discriminating against them. I pointed out that the representative was selling stationery and we were six months into a three year contract with one of the largest distributors. The rep was an agent for a competitor to the contracted distributor. I patiently explained that to my boss, but he asked me to meet the rep anyway. I did, wasting 45 minutes of everyone’s time.
So there are some situations in which it simply doesn’t make sense for a buyer to waste their time meeting a supplier. But there are also some situations where it does make sense for a buyer to make the time to meet with a supplier either physically or virtually:
New entrant: a new supplier has entered the market, with a distinctive value proposition. They may be a disruptor; they may have cost or value benefits which are superior to your preferred supplier. Can you afford to ignore them?
Innovator: are new solutions rare? If you never meet a supplier’s representative, they will be exceptionally rare, because everyone else will find out before you. If you are under no commercial pressure to compete, that may be OK. Is that true?
Market intel: it would be nice to think that we are across every development in our category or market. And not all sales reps have their ‘finger on the pulse’. But some do, and it can help to understand market dynamics by talking directly with someone in that market.
Panel ‘ghosts’: If you have admitted new suppliers to a panel arrangement, how are end-users supposed to learn about the value proposition of suppliers with whom they have no personal knowledge or experience? Do some panel suppliers receive fewer RFPs than others? What can be done about this?
Pitch and switch
The reality is that meeting suppliers virtually or face-to-face remains one of the most important ways to exchange ideas, build trust, and strengthen relationships. One opportunity is the adaptation of ‘speed dating’ principles into structured, face-to-face business-to-business meetings. Let’s use the label ‘pitch and switch’ to describe a pre-arranged, quickfire series of meetings where a succession of salespeople has a defined timeslot to pitch to the relevant buyer. Each meeting runs for a set period, after which a new salesperson takes a seat to make their pitch.
To make ‘pitch and switch’ work, prequalification of suppliers is critical. An ICT category manager is not going to want to meet a stationery representative. AI-driven booking and matching solutions can help, ensuring the right people meet and that nobody’s time is wasted.
The value for suppliers
For suppliers, particularly new entrants or those already on panels but not invited to quote, ‘pitch and switch’ provides direct access to stakeholders who might otherwise be unreachable. It creates a level playing field where smaller or less-established suppliers can demonstrate their capabilities in person. Even a short conversation can help suppliers clarify what buyers are looking for and how best to align their offering. Some panel suppliers complain of ‘panel invisibility’: being appointed but rarely receiving opportunities. Pitch and switch gives them a structured forum to reconnect, showcase new ideas, and remind potential buyers of their value.
Pros for Suppliers:
• Direct access to procurement practitioners who may otherwise be unavailable.
• Chance to stand out from competitors.
• Opportunity to clarify buyer needs in real-time.
Cons for Suppliers:
• Limited time to make an impression.
• Must compete with many others for attention.
• Success depends on strong pre-meeting preparation.
Tips to arrange ‘pitch and switch’ event
For procurement people looking to host a ‘pitch and switch’ event, planning and organisation are critical. Prequalification ensures that the right suppliers are selected. Scheduling can be handled by AI booking tools that match interests, categories, or risk profiles. The question of duration is important: is 15 minutes too short? With five minutes allowed for rotation, that equates to three meetings per hour. Over half a day, buyers could meet a dozen suppliers. This is far more efficient than traditional meetings scattered across weeks.
Other tips include clear ground rules (e.g., no hard selling), an agenda that allows suppliers to introduce themselves while the procurement practitioner outlines their needs, and follow-up mechanisms to capture and act on insights.
The value for buyers
You are busy, right? Pitch and switch is time efficient and can help procurement people familiarise themselves with every supplier on the panel, potentially uncovering hidden value opportunities or distinctive capabilities. They also demonstrate fairness and transparency in panel management. And the constrained time scale means the salesperson is focused on business, not small talk. Imagine that!
Pros for Buyers:
• Efficient way to meet multiple suppliers.
• Access to market intelligence and innovation.
• Builds stronger, more diverse supplier relationships.
• Enhances fairness in panel management.
Cons for Buyers:
• Requires upfront organisation and scheduling.
• Risk of superficial discussions if time is too short.
• Potential overload of information in a short timeframe.
Conclusion
It is my experience that it is almost impossible to arrange a meeting with a procurement practitioner. Consistent with the ‘buying from’ transfer of proactivity from the sales function to the procurement function, I think it is time for procurement practitioners to take control of how and when they engage with supplier’s representatives. If you don’t like the label ‘Pitch and Switch’, how about ‘The Procurement Sprint’ or ‘Insight Exchange’? Whatever label we use, I think we need to open channels of communication that are critical to us learning about market dynamics and harnessing competition.