Interim procurement and supply chain professionals in the UK are typically brought in at moments of pressure — cost reduction mandates, supply disruption following Brexit or global volatility, ERP implementations, or sudden leadership gaps.
When used well, interim support can be highly effective. When it isn’t, the issue is rarely the calibre of the interim professional. More often, it comes down to how the role is defined, sponsored, and supported from the outset.
Based on what we see across UK organisations, there are several recurring reasons why interim assignments don’t deliver the impact expected.
What interim procurement & supply chain roles are meant to do
Interim procurement and supply chain professionals are not short-term placeholders.
At their best, interim procurement roles exist to:
- Take ownership of defined problems
- Deliver outcomes within fixed timeframes
- Operate with clear authority and accountability
- Stabilise teams and build capability
- Leave behind a structured handover
Common interim procurement and supply chain roles include interim procurement managers, interim procurement directors, interim supply chain managers, and interim supply chain directors. These are senior operators, brought in to lead, not observe.
When interim procurement work is treated as leadership rather than extra capacity, results follow.
1. The Challenge Isn’t Capability — It’s Clarity
Interim professionals are usually engaged to “fix” something quickly. But too often, the brief is vague:
-
“Stabilise procurement”
-
“Get control of spend”
-
“Improve supplier performance”
Without clearly defined objectives, success measures, and decision rights, even highly experienced interims are left navigating ambiguity. Speed matters — but direction matters more.
2. Cost Is Discussed, But Value Isn’t Always Defined
Day rates are scrutinised closely, often compared to permanent salaries rather than to the commercial risk of delay, disruption, or missed opportunity.
What’s discussed less frequently is:
-
the cost of poor supplier performance
-
unmanaged risk
-
stalled transformation programmes
Interim value is realised through outcomes, not attendance. Without agreement on what “good” looks like, return on investment becomes hard to judge — for both sides.
3. Authority Is Assumed, Rather Than Explicitly Given
Interims are often expected to move fast and drive change, yet lack the authority to make decisions, challenge legacy processes, or hold stakeholders to account.
In practice, this can mean:
-
recommendations without approval
-
influence without mandate
-
responsibility without control
Without visible sponsorship from senior leadership, even the strongest interim will struggle to gain traction.
4. Transformation Is Expected Almost Immediately
Interims are brought in because organisations want momentum — and quickly. That’s understandable.
However, procurement and supply chain environments are complex, political, and data-heavy. Expecting meaningful transformation without time to understand systems, suppliers, and stakeholders can create unrealistic pressure and diluted outcomes.
Fast impact still requires proper foundations.
5. There Is No Clear Exit Plan (And IR35 Adds Complexity)
UK organisations often focus heavily on how interim support will start, and far less on how it will finish.
IR35 and compliance considerations can add further complexity, making organisations cautious about scope and contract structure. Without a clear exit plan — including knowledge transfer, handover, or transition to permanent leadership — even successful assignments can feel unfinished.
What good interim procurement looks like in practice
High-performing interim procurement and supply chain assignments share common characteristics:
- Clearly defined outcomes
- Explicit authority and governance
- Time-bound objectives, often structured around 30 / 60 / 90 days
- Ongoing stakeholder alignment
- Planned knowledge transfer and exit
When these elements are in place, interim procurement work becomes a controlled, low-risk intervention rather than a leap of faith.
Rethinking how interim procurement is used in the UK
This article is Part 1 of the series: The Interim Procurement Reality Check
Interim procurement and supply chain professionals are not a last resort. When used well, they are a strategic tool.
The problem is not interim capability. The problem is how interim roles are designed, briefed, and supported.
Our work sits between organisations that need urgent, senior procurement or supply chain capability and experienced interim professionals who know how to deliver impact quickly and responsibly.
If you are considering an interim procurement or supply chain hire — or if you are an experienced interim professional who values clearly defined, outcome-led assignments — getting the structure right at the start changes everything.
To discover more about our Procurement and Purchasing & Supply Chain recruitment capabilities click here or if you have an immediate need to recruit an interim within the procurement, purchaing supply chain contact Dan Plimmer:
dan.plimmer@jonlee.co.uk
01384 446174
Share this blog post
