Levelling the playing field: why it pays to put your procurement team through MCIPS

As the complexity of supply chains increases, so does the need for a unified professional language and approach to problem-solving.

Leaders have found a shared solution in bringing their teams up to par using global professional standards – and the rigorous practical grounding that the CIPS Applied Learning Programme offers, culminating in MCIPS designation. And the investment pays back in kind, feeding into recruitment and retention strategies for future resilience.

One of the most immediate benefits of putting a team through CIPS training programmes is the establishment of a "common language". In a globalised industry where terminology can vary wildly, working off a standardised set of frameworks ensures that everyone, from junior buyers to directors, is on the same page. And the CIPS Applied Learning Programme (Corporate Award) offers organisations the opportunity to set whole cohorts of their teams on their MCIPS journey at one time, enabling clear benchmarking and alignment.

“I’ve come to realise we are increasingly using the same language in our meetings when talking about live project discussions,” says Metin Halilli FCIPS, head of procurement and supply chain at SOCAR Türkiye, finalists in the 2024 CIPS Excellence in Procurement & Supply Awards.

“In this function, different languages and different terminologies are used around the world, but CIPS standards are the same across the textbooks, the advanced practitioner curriculum and all the materials.”

Kate White FCIPS, senior associate at consultancy firm Gardiner & Theobald LLP (G&T), agrees that this consistency is vital for a team’s internal cohesion.

"CIPS helps bring everybody onto the same level playing field with terminology and an academic and practical baseline," she says. "It's an inclusive way of developing our profession, if procurement professionals are all speaking the same language.”

Bridging theory and practice

A common misconception about the process of achieving accredited professional designations like MCIPS is that they are purely academic. However, the CIPS Applied Learning journey is designed to be practical – applied in real-time to the "live" challenges a business faces.

At SOCAR Türkiye, 22 of the team are currently on the Applied Learning Advanced Practitioner Programme, where employees are required to identify and work on real company projects.

Başak Bozkurt, procurement and supply chain excellence director at the company, explained that this engagement helps teams shift from relying on collective memory and habit toward rigorous working practices.

"It helps people structure their thoughts. They know many things from experience, but CIPS allows them to put that knowledge into meaningful frameworks that result in more structured outcomes.”

White recalls how her early training provided a "world of understanding" in areas like supply chain and logistics – skills she later relied upon heavily during the COVID pandemic working in the UK’s National Health Service (NHS).

"You realise it’s a very well-rounded learning programme," White says. "I remember during my studies, the big thing that helped me was stakeholder mapping. As a young professional, it can be overwhelming, but profiling people within a project based on CIPS models is an invaluable skill that has carried right through my career.”

For Stuart Ng, practice manager for programmes and projects at New Zealand’s Ministry of Defence, the complexities of government procurement are reflected in the training delivered by CIPS facilitators. This brings real value to the 10 staff members currently on the CIPS Corporate Award programme, he says.

“The local knowledge and subject matter expertise of the trainers that is directly relevant to the course is invaluable. The operating context for government agencies is unique, and the facilitators understand this well and are proactive in addressing the relevant nuances.”

Making the difference: recruitment, retention, resilience

In a competitive talent market, being a "CIPS-supportive" employer is a significant draw. Gardiner & Theobald currently has 20 people at different stages on their MCIPS journeys, with 21 already awarded MCIPS or FCIPS designations.

“At Gardiner & Theobald, we are committed to creating an environment where people build long-term careers in procurement,” White explains. “Supporting colleagues through the CIPS journey is a key part of that commitment. We have a strong network of professionally accredited employees across the firm who use those skills daily and who actively mentor others.”

“When I was starting out in procurement, finding an employer that genuinely supported professional development felt rare. Today, the landscape is improving – particularly in the public sector – but meaningful, structured support still makes a real difference. At G&T, we want to be recognised as a firm that invests in its people from the outset, whether they join us as apprentices, graduates or experienced hires.”

CIPS forms part of a broader professional development culture at the firm where colleagues are actively encouraged to pursue recognised qualifications aligned to their discipline. White believes this collective approach helps create an environment and culture where people can thrive and learn from each other. Those on their CIPS journeys have established informal study groups and dedicated Teams channels, and discuss learning points at internal networking events. “In turn, it strengthens retention and fosters a community of like-minded professionals,” White adds.

This community experience is shared by those at the NZ Ministry of Defence. “The CIPS programme has brought several practitioners together, who would not normally collaborate, to share experiences and work closer to overcome challenges,” explains Ng.

“It’s also provided the opportunity for our staff to step back from their specific projects that they are managing and look at the wider operating context and organisational environment.”

At SOCAR Türkiye, the Advanced Practitioner programme isn't treated as a side project, but as a direct contribution to the company’s transformational agenda.

By requiring team members to apply theoretical frameworks and supplier perception models to "live" projects, the firm is seeing immediate returns on its investment. This approach turns academic assignments into practical solutions for critical issues like stock optimisation and category strategy development.

The gold standard in procurement

For a consultancy-led business like Gardiner & Theobald, professionalising the team isn't just about internal efficiency; it’s also a prerequisite for client trust.

"We are a client-based business," says White. "Having MCIPS or FCIPS on the CVs of our consultants is recognised by our public sector clients as the gold standard of procurement professionals. And it ensures we continue to provide clients with robust, up-to-date, technically grounded procurement advice.”

Halilli agrees that the rigor of the process – including robust, high-level assignments – ensures that the learning programme and subsequent formal accreditation for individuals carries weight. After SOCAR Türkiye saw two of its projects become finalists at the CIPS Excellence Awards, the value of the journey was clear for all to see.

"The process of improvement and perfection is never ending," Halilli concludes, "But I would recommend it to anybody and everybody."

Looking to upskill your team? Get more information on the CIPS Applied Learning Programme (Corporate Award) and sign up to upcoming webinars where you can ask questions to CIPS experts and find out more about how the Programme works.