“You really have to intimately understand what the organization needs out of you. And that happens through good discourse, good conversation, good communication.” - Jack Skerry, Vice President of Supply Chain, Moosehead Breweries
For procurement leaders, technical skills are no longer enough to deliver strategic impact. Procurement’s value is defined as much by its ability to influence, bridge silos, and build relationships as by its cost savings.
As businesses demand more agility, alignment, and trust from their procurement teams, communication is much more than a ‘nice to have’ soft skill – it’s a key lever of performance.
I recently sat down with Jack Skerry, Vice President of Supply Chain at Moosehead Breweries, for a conversation at Supply Chain Canada’s 2025 National Conference.
Jack shared how his more than twenty years of experience across roles from marketing to HR to procurement shape the approach he uses today, and why he believes the right kind of communication transforms everything from negotiations to supplier relationships.
Here, in Jack’s own words, are some stand-out moments from our conversation:
Becoming a ‘T-Shaped Leader’
“There’s this idea out there called a T-shaped leader…They can sort of see it a little bit more broadly and understand how the whole organization hooks together…So working through some different areas anchors some relationships…It becomes critical when you’re in a role like procurement…when you can say you’ve been there and done that, it sort of helps out immensely.”
For CPOs, drawing on varied business experience helps bridge internal gaps, gain empathy for stakeholders, and build essential credibility. The fact that most procurement leaders ended up in the field by a variety of unexpected professional paths only strengthens what their teams are capable of.
Active Communication Drives Real Alignment
“At the end of the day, you’re serving the organization. You really have to intimately understand what the organization needs out of you… good procurement folks are very curious.”
Curiosity and open discussions are not optional. They are central to aligning strategies that meet real business needs, not just savings targets. Procurement teams should be sure to foster their own creative spirit, regardless of the effort at hand, and encourage other stakeholders to do the same.
Always Err on the Side of Transparency
“One thing in our organization…it sort of stems down from our ownership…is ‘no surprises.’ It really sets the tone at the top that we’re willing to have some discourse about whatever it might be…My coaching and counsel to anyone I would interact with is get all the information on the table. Good, bad, and different.”
A transparent approach, one that includes regular sharing of both good news and challenges, makes for better decisions, less firefighting, and higher trust with stakeholders and suppliers. Procurement teams that perfect the art of delivering even unwanted messages with a level head will quickly find themselves relied upon as a critical internal partner in challenging situations.
Brand and Communication Shape Perception
“In our world, brand is the centerpiece of everything that we do. So we’re very protective of the brand…We need to make sure that there’s a ton of integrity in our supply base…to be able to deliver on that promise…So there’s an immense amount of trust that we put in with our suppliers. And we’re very cautious and selective.”
Clear, consistent, and brand-aligned communication, both internally and with suppliers, sets expectations and maintains procurement’s reputation.
Build Teams for Relational and Technical Strength
“I’m not a huge believer that you necessarily need to hire [within] procurement for procurement roles. You can pull from outside. And then I think it’s about the balance of teams…You may have someone who’s very strong qualitatively, but you may need someone who’s very good relationally.”
Procurement leaders should look beyond technical skills when building teams, emphasizing balanced capabilities, including strong communicators and relationship builders. Jack’s own experience stands as an example of the benefits to be grasped when moving proficient colleagues into procurement - even with minimal experience in the field.
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