buying management

There are quite some prejudices about buyers. For example: they are often seen as not very communicative, “only pass on orders”, are difficult about details and squeeze suppliers down to the last cent. However, the buyer's role is a lot more versatile.

​

I would be happy to explain how I see the profession as a purchasing professional. Important before we can get started on a project, operational or interim basis, right?

​

Many commercial parties compete for the buyer's favour. He/she must be able to continuously estimate the added value and priority of a potential supplier. This requires a good overview of the relevant market parties and a critical attitude towards the need to work with a new supplier. A half-hearted collaboration is not a collaboration and the cake can only be divided once.

​

Vendor Rating gives the buyer objective insight into the performance of suppliers. This can be used to determine whether alternative sources should be sought, a development plan defined with a supplier or even a far-reaching strategic partnership.

​

Purchase decisions can often have far-reaching consequences and as a buyer you bear internal responsibility for these decisions. That is why it is very important to consider exactly what you buy, when, for what reason and from which supplier. Especially under time pressure.

​

Decisiveness, product knowledge, commercial insight and the ability to oversee the financial consequences are indispensable for every buyer. As a purchasing professional I know what I'm doing and why I make my decisions.

​

Negotiation is a profession in itself. Whether it concerns annual agreements or individual deals, a buyer also depends on the cooperation of the selling party. Long-term cooperation requires a constructive attitude from all parties. Despite different (often) financial interests, I get the best out of negotiations by also looking creatively at other benefits, even if that takes a little more time. This improves my deal and builds respect for future negotiations. I love doing business, but always fair and professional. Hard on the business, soft on the man.

​

Obviously one supplier is not the other. For example, A-brands often attach great importance to their strategic market position, stock lot suppliers want a quick decision and it is important for Chinese imports to realize that a Chinese "yes" is not always a European "yes". All these elements make the purchasing profession very interesting and versatile. I can count on one hand the times that I have closed a door for good during my entire career. I have no hindrance to do business with any serious company.