Introduction In an article titled, Competitive Advantage , which was published in 1985, Porter dismissed the role of procurement/purchasing and articulated that it played a supportive role in an organization. While that was the case then, the role of procurement in contemporary business environment has changed. Indeed, Porter agrees with the assertion by saying that procurement process is one of the areas where companies can create value for the shareholders and the society. According to Porter & Kramer (2011, p. 62), companies have possessed a narrow perspective of increasing the profitability of their organizations at the expense of the society. To rectify these imbalances, a myriad of companies have embarked on corporate social responsibility (CSR) as a way of taking care of the stakeholders in the periphery. Porter & Kramer (2011, p. 66) introduce the concept shared value within the value chain. Particularly, they point out that companies could create value through the procurement process where all stakeholders stand to benefit. This paper seeks to agree with Porter’s assertion that procurement is vital for businesses and is one of the pillars for improved performance. Procurement: Pillar in the Success of a Project Previously, procurement served a diminutive function in an organization. Although it used to be a common aspect of many companies, it entailed simple buying of common goods and raw materials especially those that the production department recommended. Chadwick & Rojogopal (1995, p. 234) explain that the procurement skills were still in their bookkeeping stages and were applicable in all operations of organizations. For instance, after the manager received a list of requisitions, his or her main role entailed looking out whether the information presented was accurate and sufficient to allow the purchasing process to begin. Ideally, many companies had pre-established their respective suppliers and agreed on prices. However, these terms would be renegotiable to allow for further bargains in prices and the dates of delivery. In large organizations, buyers were so much engrossed in making numerous purchasing orders and bargaining for supplies of virtually all organizational departments (Dobler 1994, p. 45). To that end, purchasing department was perceived to belong to skilled and dexterous employees due to the high number of orders, complexities in delivery dates and resolving misunderstandings and queries. However, these activities did not allow an organization the required time to strategize on the most efficient way to procure goods and supplies. Porter & Kramer (2011, p. 71) say that different firms across the world have begun to perceive procurement as major driver of success. Despite previous failure to notice the importance of the process, many firms have begun to source for supplies in competitive areas. Countless companies have become global organizations. As such, they have begun to shift and change their procurement processes to suit their new stature. Companies have also recognized that locating their activities and operations in areas perceived to have low wages for workers is not enough for a company that seeks to create share