Purchasing Organization

Purchasing organization

Bad organizations act like bad skiers. If the trail gets harder, the skier panics and falls to the ground. Therefore, it is necessary to question whether the organization carried out is implemented in the most appropriate way for current and future challenges.:

* "Do I need a distinction between operational and strategic purchasing?"
* "Do I need permission for central purchasing?"
* "Should I work with a different project supplier for each business unit?"
* "Who is responsible about the quality and development of the supplier ?"
* "How do we position ourselves on Procurement 4.0?"
* "Should it be controlled as a purchasing center or from a single source?"

In this way, many questions and only one answer can be given in advance: "There is no general purchasing organization!" What is most suitable for one company will not be applicable to another company.


So let's first talk about how we can help you in terms of structure and process organization, before making quick suggestions.

Task and
interface analysis.

Recording the general situation with the purchasing manager.
Face-to-face meetings with all employees on purchasing.
Providing "customer" meetings with management, engineering, production, service, etc.

Process and
quantity analysisi

To integrate the product development period with the order processing period, the inquiry period and the complaint period.
Determining the product quantity structure (number of orders / order items, number of inquiries, number of suppliers, purchasing volume, etc.)

Meeting with

Discussing organizational models, determining the common weight of advantages and disadvantages.
Determining personnel competence for the preferred concept.
Optional: Providing implementation and support with necessary qualifications