The Dutch market for interim procurement is changing. In conversations with clients and procurement professionals, we are noticing that organisations are becoming more cautious about hiring self-employed professionals (ZZP’ers / freelancers) for long-term roles within procurement.
Not because the need for expertise has decreased. On the contrary. The complexity of supply chains, geopolitical uncertainty, import tariffs, and price volatility make strong procurement teams more important than ever. However, the way organisations structure interim capacity is increasingly being questioned.
For many companies, using independent professionals has for years been a logical solution for adding temporary capacity. Due to the growing focus on employment relationships and the enforcement surrounding false self-employment, we see organisations reassessing how they deploy interim procurement professionals.
What we see in the procurement labour market
As a recruitment partner in procurement, we speak daily with both organisations and procurement professionals. From these conversations, several clear developments are emerging.
First, we notice that organisations are becoming more reluctant to engage in long-term freelancer arrangements. Roles that were previously relatively easy to fill through a freelancer are now more often filled internally from a compliance and risk perspective, or through secondment / contract staffing.
As a result, we frequently see interim professionals trying to return to permanent positions.
The outcome is a market that is less naturally flexible than it was a few years ago. For companies, this mainly means that the availability of experienced interim procurement professionals is decreasing, while the demand for expertise remains consistently high.
Why procurement is particularly dependent on interim capacity
Within many organisations, interim procurement plays an important role — not only for temporary replacement, but especially to bring in specific expertise exactly when it is needed.
Think, for example, of situations such as:
- Large CAPEX projects (construction, energy, IT)
- Professionalisation of the procurement function
- Supply chain disruptions leading to production slowdowns
It is precisely in these moments that interim support can make the difference.
The impact on organisations
When interim procurement professionals become harder to access, organisations often face indirect risks:
- supply chain risks increase
- costs rise due to insufficient attention and oversight
In the short term, this may seem manageable, but in the longer term it can directly affect costs, supply reliability, project planning, customer satisfaction, and ultimately the profitability of the business.
For many organisations, it is clear that knowledge and workforce capacity have become a strategic issue.
How to respond
In practice, we see different ways in which companies are adapting their procurement teams to this new reality.
One key development is that organisations are increasingly looking at secondment or temporary employment contracts instead of freelancer constructions. This preserves flexibility, but with more stability around employment relationships.
In addition, we see companies taking a more critical look at the structure of their procurement organisation. Which roles need to be permanently in place, and where is flexibility required?
We also see the importance of a strong network of procurement professionals – and of agencies that can provide them – becoming greater. Organisations that have quick access to the right knowledge and experience can move faster when needed.
Scarcity of experienced procurement professionals
A factor that further reinforces this development is the structural scarcity of procurement professionals with the right (and often highly specific) experience. Senior buyers with experience in technical sectors, international supply chains, or complex projects have been difficult to find for years.
For organisations, this means it becomes even more important to anticipate future developments in time. Filling a permanent vacancy is a time-consuming process, which means waiting until a vacancy actually arises often leads to acute problems.
Organising future-proof procurement teams
Organisations that want to future-proof their procurement function are therefore taking a broader view of their people strategy.
This includes, among other things:
- Strong people policies to maintain high employee satisfaction
- Early planning based on contract calendars and project pipelines
- Building a strong core team of permanent procurement professionals
- Scaling flexibly through secondment or interim support where needed
- Investing in specialist knowledge within the team
Procurement is now widely recognised as a strategic function. This also requires a thoughtful approach when it comes to capacity and expertise.
Insight into the procurement labour market
At xentys, we specialise in recruitment for procurement and supply chain roles in technical sectors such as industry, construction, and offshore. Through our continuous activity in this part of the labour market and our close contact with both clients and candidates, we identify labour market developments at an early stage. This knowledge helps us advise organisations on how to structure their procurement teams.
Sometimes this means finding an experienced interim buyer for a project. In other situations, it is about building a strong team for the long term.
Whatever the solution may be, having the right procurement professional at the right moment often makes all the difference.
