Don't wait for the post-mortem in procurement

Smart Procurement teams review while the work is still in motion

We've all been there.

• The project wraps up

• Some things worked

• Some things didn't

• Everyone's tired

• And there's a sense we should debrief

But often, by then, it's too late.

1. The budget's been spent

2. The suppliers have moved on

3. The lessons are buried in fatigue and hindsight

That's the flaw in the traditional "post-mortem" approach. It assumes the value comes from reflection at the end.

But what if we reviewed while there's still time to adapt?

The Case for After-Action Reviews (AARs)

The After Action Review (AAR) is a clear method to learn from a live process right after it ends.

It began in the military but now plays a big role in complex tasks like procurement. 

Here, projects involve many teams.

Timelines change, and inefficiency can build up fast.

AARs take place during the project, not just at the end. They happen after key milestones, not like retrospective or final reviews.

It's simple but powerful.

You gather the team. 

You focus on team performance, not individual blame.

And you ask:

1. What was supposed to happen?

2. What actually happened?

3. Why was there a gap?

4. What worked? What didn't?

5. What will we do differently next time?

It's a structured conversation designed to surface insight early enough that you can still apply it — not just "next time," but right now.

This matters a lot in Procurement.

Procurement leaders deal with dynamic environments: shifting priorities, cross-functional tension, supplier risk, budget pressure, and growing expectations around strategic value.

It's not enough to say, 

You need an in-flight course correction.

• Run an AAR after onboarding a new supplier, before it becomes business as usual.

• Check stakeholder alignment after a key negotiation, not once the contract is signed.

• Debrief after wave one of a new sourcing process — and apply those insights to wave two.

AARs give you the structure to do this without turning every project into a post-mortem autopsy.

Here's what separates useful AARs from just another meeting:

• It's not about blame. Set that tone from the start. You're diagnosing systems, not people.

• Use a facilitator. Someone to guide, keep it neutral and draw out insights that might otherwise stay quiet.

• Ask open, specific questions. 

"How did that go?" is too broad. 

Try asking, "How effective was our communication with legal on this step?"

• Do it quickly. Same day. If you wait too long, memory fades and the opportunity passes.

• Write down the takeaways. And more importantly, make sure someone's responsible for acting on them.

Beyond process., it's a cultural advantage

This isn't just a nice-to-have tool. It's a reflection of mindset.

Procurement teams who use AARs well tend to think differently. 

• They shift faster.

• They embed learning as they go. 

• They reduce friction between functions. 

• And they build more trust - internally and externally.

When reflection is part of your routine, your performance changes. 

It shifts from being reactive to becoming intentional.

Worth considering:

Are you learning fast enough while your projects are still in motion?

Until next time...