Working with suppliers: strategy, control, requirements. Course, seminar, training Purchasing department: effective work with suppliers Information support for the purchasing department

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CHUDPO "MOSCOW BUSINESS SCHOOL - SEMINARS", legal address: 119334, Moscow, Leninsky Prospekt, 38 A.

Andrianov Alexander

trainer-consultant

Education

• Moscow Energy Institute, (Faculty of Economics)
• Financial Academy under the Government of the Russian Federation, (enterprise finance)
• Russian School of Coaching
• Additional education in business, psychology, consulting, personnel selection and training

Professional experience: Worked his way up from sales manager to general director.

Main specialization: organizational and management consulting, conducting strategic sessions, group and individual coaching, leading changes in organizations.

Among the clients: RAO UES, TNK BP, Sibur, Gazpromneft, TNK, Russian Railways, Public Chamber, Hewlett-Packard, Media Markt, Vostok-Service, Renault, Nissan, Home Credit and FB, Rosneft, Russdragmet, Kelly Services, Forex Club, VimpelCom, English First, Vitek Vuokatti, Kazenka, Ilim Pulp, Danfoss, GAZ Trading house, Martinex and many others (about 200 clients in total).

Education Moscow Energy Institute, (Faculty of Economics) Financial Academy under the Government of the Russian Federation, (enterprise finance) Russian...

Zuykova Elena

trainer-consultant

Education:

• MGTA im. A.N. Kosygina, Faculty of Chemistry.
• Candidate of Technical Sciences
• Erickson College, “Managerial Coaching” course.
• Stockholm, Sweden. Company "SLGInt", Training for trainers.
• Training at the corporate university of the AIG Life company.
• "SLGInt Company", Training according to the Thomas system
• International Academy of Leadership. Course: “Training and Personnel Development Manager”, “Training for Trainers”, “The Art of Sales”, etc.
• Periodic training at professional courses, master classes, at corporate universities.

Professional experience: Professional experience: More than 10 years of research experience, Experience leadership work more than 15 years, experience in conducting trainings for more than 20 years, since 2002 - certified trainer-consultant of Personal Profile Analysis (PPA) and Human Job Analysis (HJA) - Thomas International Course (based on DISC), selection, selection and assessment of personnel.

Author's programs: Sales standards and processes (B2B and B2C sector), Formation of needs using the SPIN method, Negotiations, Negotiations: advanced level, Strategic management sales, Sales department management, Telephone communication standards, Cold calling sales, Customer Services, Dealing with difficult clients, Communication skills; Skills of an effective leader, Managing subordinates, Time management, Stress management, Team building, Staff motivation, Effective work at an exhibition, Conflict management and many others.

Among the company's clients:“SLG Thomas International”, “ELG International”, “Wolters-Kluwer”, “MCFER”, National Legal Service, project “Amulex”, “Workle.ru”, “Home Credit Bank”, “ROLF”, “Avtomir”, “Independence”, “CountryCom”, “Euroset”, “Svyaznoy”, “Ion”, “Altelecom”, “SLG International”, “MEGA” shopping center, “AUCHAN”, “IKEA”. Certified trainer-consultant Personal Profile Analysis (PPA) and Human Job Analysis (HJA) – Thomas International Course (personnel selection and assessment), “AIG Life”, “Alphastrakhovanie”. Chain of pharmacies "POS-HOLDING". Chain stores “TVOE”, “Lady Collection”, “Soft House”, in total more than 500 other companies.

Trukhmanov Vyacheslav

business coach

Education

• Higher medical degree, pediatrician,

Doctor - neurologist

Additional education:

• Training for trainers "Mercuri International"
• Modular course for trainers “From task to result”, teacher B. Masterov “Masterov’s Workshop”
• Gamification in the training "Higher School of Economics" Teacher V. Shapovalenko
• Certified under Wilson Learning Russia programs"
  • The art of being a boss
  • Social styles
  • Negotiation
  • Persuasion through presentation

Expertise:

Before becoming a business coach, he worked his way up from a medical representative to the head of the promotion department in pharmaceutical companies. Has 10 years of experience in sales and employee management pharmaceutical market, top 10 companies.

She has more than 6 years of experience as a business coach and manager for personnel development and training in the Pharma and commercial medicine segment. Conducted more than 300 trainings and coaching sessions in Moscow and Russian regions with medical representatives, supervisors and managers

Has unique developments in the field of medical visits and public speaking for clients of pharmaceutical companies. Achieves results through a coaching approach to training. No ready-made solutions, everything is individual, based on the internal specifics of the customer.

Main practice in the areas:

• Successful experience personal sales. In the KRKA company, as a medical representative, and subsequently as a service manager key clients, performed tasks to implement sales plans by working with physicians, pharmacists, and prescription drug purchasing managers. Worked with key clients of the company.
• Personnel management. Has successful experience in the formation of strategy, goals and objectives for a team of medical representatives and managers in the companies IPSEN, Rompharm Company, DANONE. Construction and implementation of a product promotion strategy in the pharmaceutical market. Organization of effective work of teams, up to fifty people in total. Fulfillment of the sales plan. Building staff motivation systems, introducing regular reporting systems. Has successful experience in developing and implementing a system for recruiting, adapting and evaluating personnel. Including remotely through the E - Learning system
• In the field corporate training since 2011. Started his career as a national HR development manager at Danone. While working at Danone, he developed and implemented a system of step-by-step training for representatives and managers. Created a competency system for medical department companies. Organized and conducted trainings. Carried out the selection and assessment of personnel. In the company Berlin Hemi/A. Menarini, carried out the process of assessing and training staff, contributed to the growth of their professional and personal competencies. Conducted employee skills assessments and developed individual development programs for them. Conducted training for medical representatives, territorial and regional managers, regional heads, and HR department employees. Conducted developmental coaching sessions for regional managers. Developed new, unique approaches to effective visits to the doctor and pharmacy, as well as public speaking, allowing clients to be involved in the dialogue process and realize the benefits of the company’s drugs.

Main programs and areas of training:

Sales and negotiations

• "Successful sales"
• "Working with key clients"
• "Negotiation"
• "Social types of clients"
• "Customer service"
• "System communications with the client"
• “Working with client objections and doubts”
• "Public Speaking and Selling in Business"

Control

• "Management cycle"
• "Typology of leaders"
• "Situational Leadership"
• "Time management and backward planning"
• "Coaching, delegation and mentoring in personnel management"
• “Selection, adaptation and dismissal of personnel”
• “Development of managerial competencies”
• “Managing an employee through his values ​​and social type”

Communication and personal effectiveness

• "Successful Communication Skills"
• "Conflict Management"
• "Emotional management and stress resistance"
• “Professional burnout in business”

Experience:

• Wilson Learning Leading Business Trainer for Pharma
• Berlin-Chemie/A. menarini- Personnel Training Manager
• Rompharm Company- Territorial manager Moscow and Moscow Region
• Danone- National Manager for Medical Development and Training
• IPSEN- KAM, regional manager Moscow
• KRKA- Medical representative, hospital manager

Clients: " Nutricia", "Berlin-Chemie/A. Menarini", "Merck", "Geropharm", "J&J", "Obolenskoye", "Nativa", "Segedim", "Danone", « Nearmedic", "MEDSI", "Rehab Family", "Dad, Mom and Baby", "Glowbyte", "Mayoly Spindler", "Elamed", "Karat", "Pharmalyans+", "Vista" and others.

Education: Higher medical education, pediatrician, neurologist Additional education: Training for trainers "Mercuri International" Mod...

Purchased raw materials and materials make up a significant part in the structure of the cost of manufactured products. It is logical that issues of material and technical supply are under the constant control of economic services and top managers of any production company. To increase the efficiency of procurement and logistics, you need to find reliable suppliers and establish partnerships with them.

STRATEGIC GOALS OF INTERACTION WITH SUPPLIERS

To prevent suppliers from making the company highly dependent on themselves and from imposing unfavorable conditions, they develop a strategy for relationships with suppliers. Let's imagine a strategy that is widely used in practice, which is based on the selection of reliable suppliers for long-term cooperation. Main strategic goals- stimulation favorable conditions partnerships and limiting the market power of suppliers (Fig. 1).

The implementation of strategic goals will provide the company with stable profits and fulfillment of obligations to business partners and employees, minimizes losses from production downtime, freezing cash in advance payments or inflated purchase quantities.

To achieve your goals and build relationships with suppliers on the principles of partnership and cooperation, you need to complete several stages of work. Let's look at them.

STAGE 1. INTRODUCTION TO THE STRATEGY AND TRAINING OF EMPLOYEES

Introduce purchasing staff to the strategy for relationships with suppliers. It is important to ensure their readiness to implement strategic goals and objectives. We are talking not only about the procurement department, but also related services (company treasury, production workshops, warehouse, accounting).

STAGE 2. SELECT INDICATORS FOR CONTROL

Choose targets, which will allow you to control the dynamics of following the strategy (Table 1). There should be no more than 10. This will allow you to clearly understand the goals and eliminate manipulation with the aim of increasing bonuses for departments.

Strategic indicators need to be monitored quarterly and annually, facts of achievement/non-achievement of the established level must be recorded, and corrective measures must be taken.

Let's look at some of the indicators in the table. 1:

• volume of purchases per supply specialist—slight growth is predicted for the future. It is necessary to link it with other indicators (growth in production volumes for the same period and staffing levels of the department). It is important to achieve efficient staff performance even with high procurement volumes (for example, automate the procurement process, use electronic tendering);
• reducing costs for transporting products. This is relevant if you plan to change from one type of transport to another, and for rail transport. As an indicator, you can take all costs associated with transportation, or the costs of transporting a unit of a strategic type of raw material;
• the indicator of the volume of defective (rejected) supplies should tend to zero. Achieved through the implementation of a set of measures:

Order only high-quality products from the relevant supplier;

Detailed reflection in the contract of quality characteristics, warranty conditions, procedure for replacing defective products, penalties;

Effective acceptance and transfer procedures;

Working regulations for incoming control, etc.;

• the presence of a large number of long-term contracts - a guarantee of favorable payment terms and the formation of dependence of the supplier on the company;
• automation of ordering products from a supplier makes procurement transparent and allows for control and analysis. Many retail chains follow this path. Advanced analytical capabilities, tools for rational management of the supplier base, and tools for electronic interaction with suppliers of many software solutions make it possible to improve the quality of supplies and reduce the risk of supply disruptions.
• suppliers are divided into groups depending on purchase volumes and other expert assessments on the quality of work. Group A are reliable partners, therefore the strategic plan provides for an increase in the number of suppliers of this group.

STAGE 3. ANALYZING VOLUME OF PURCHASES BY SUPPLIERS

Such an analysis allows you to see the main suppliers, the contribution of each supplier, changes in purchasing dynamics over a given period of time (important for classifying suppliers).

The cost of materials is not always the full cost. Often the customer pays the carrier for delivery separately, which must be taken into account.

To simplify the example (Table 2), all suppliers are divided into two groups:

• purchases above average (cells are highlighted green);
• purchases from this supplier are below average (gray cells).

Important detail: Depending on the specifics, other groupings can be used:

• up to 100 thousand rubles;
• up to 1 million rubles etc.

Analysis of the volume of purchases made, presented in table. 2 allows us to draw the following conclusions:

• Kristall LLC - purchases in the reporting year amounted to 5,800 thousand rubles, which is above average (3,336 thousand rubles). The volume of supplies amounted to 128.89% of last year, an increase of 1,300 thousand rubles. This is an example of partnership interaction. Companies can help each other: provide a deferment or make an advance payment, jointly implement long-term strategy;
• LLC "Galaktika" - the volume of purchases is above average, for two years at the same level (3,600 thousand rubles);
• LLC "Agregat" - purchases below average, decreased from 503 thousand rubles. last year up to 20 thousand rubles. in the reporting year. This is what an opportunistic type of relationship with a supplier usually looks like. Main plus in working with the following suppliers:

Ease of changing suppliers if the company is no longer satisfied with the quality, price or product itself;

Prompt urgent deliveries of inexpensive materials.

E. S. Panchenko, business consultant

The material is published partially. You can read it in full in the magazine

Entrusting management to specialists trade assortment and commodity flows, management determines the necessary powers and areas of their responsibility, which must be recorded in job descriptions and in the purchasing motivation system.

The work of the purchasing department influences all company activities: sales, efficient use working capital, consumer satisfaction with prices and assortment, warehouse fullness and efficiency of the internal supply chain. It is associated with the work of employees of almost all departments - from accounting to transport services. In this regard, it is necessary to carefully consider the organizational aspects of procurement logistics.

The most complex models for organizing purchasing activities are typical for large chain stores. Analysis of domestic and foreign experience makes it possible to highlight the following models of purchasing logistics of retail chains.

Model 1. Direct from the supplier

Suppliers directly supply all chain stores with goods. Obviously, this is the most ineffective scheme from the point of view transport logistics, which is also characterized high level costs.

Model 2. Through a distribution center

A retail chain creates its own distribution center. Note positive aspects of this option: reduction inventory in store warehouses, increasing the turnover and management of inventory, ensuring the availability of goods during sales peaks, ensuring the quality of goods through the organization of a centralized quality service, simplifying interaction with suppliers.

Despite the obvious advantages of the second model, experts recommend that small retail chains, first of all, conduct a thorough analysis of the profitability of creating a distribution center.

When using a distribution center in a small retail network The following difficulties may arise:

• The company must invest large amounts of money in the construction of a distribution center (taking into account the development of the network), which is not always profitable.
• Long payback period for a distribution center.
• The distribution center may not be fully loaded, and the costs of its maintenance must be borne in full.
• Maintenance and modification of a modern and fairly complex warehouse information system.
• When renting a distribution warehouse, it may not be adapted to the profile of the retail chain (for example, it may not meet the requirements temperature regime, humidity, fire safety).
• Necessity of purchase and use own transport, which is not always economically justified.

If the distribution network is small and there is no provision for increasing the number of stores, then you can consider working with a good wholesale trading company (distributor). Based on efficient logistics distributors, the network can significantly reduce the cost of purchasing and maintaining its own logistics resources.

Thus, the decision on which purchasing logistics organization model to choose is made by a trading company primarily based on its own development strategy and economic feasibility.

Modern retail chains are developing in two directions: increasing the efficiency of retail chain management and increasing the number of chain stores (taking advantage of economies of scale).

Retail network management models

Experts identify the following models for managing a retail trade network and its purchasing logistics:

Investment model

It assumes the presence of an investing and consolidating center with independent retail facilities. This model is more often used by trading companies that are not network companies in the full sense of the word. They are united either by common investors or by a common brand.

The advantages of this model: management tasks at the central office are simplified, and initiative can be taken locally.

Disadvantages: inability to take advantage of the advantages of the network structure, dependence on the qualifications of store managers, lack of procurement consolidation.

Holding model

The center determines the purchasing policy (suppliers, product range and purchasing prices), but stores are independent in operational management. High efficiency of status information is not very important for the center shopping facilities. This model is used by a significant part of Russian retail companies, and it successfully implements one of the main tasks of chain retail - consolidation of purchasing policy. Most often, this management model is chosen by retail operators who delegate the functions of operational interaction with suppliers to store managers.

Advantages of this model: flexibility in managing a specific store by local managers.

Disadvantages: excessive growth of the management apparatus and, as a consequence, high costs.

Centralized model

This is the most effective organization of a network trading company. The unified control center delegates to stores the functions that are minimally necessary to participate in logistics operations (ordering goods, inventory, revaluation). At the same time, the network may include stores of the same format or different ones.

Advantages of this model: cost reduction, effective use of management apparatus with its concentration in one center. In fact it's remote control trading facilities, which allows you to intensify all business processes of a trading company, and therefore gain a significant competitive advantage.

Disadvantages: dependence on the uninterrupted and efficient operation of the information and computer system.

Tray model

This model assumes complete concentration of management in the center and minimization of management functions in the store (except for the sale of goods to customers). The central office houses an information system and records the movement of goods, and the entire network management apparatus is concentrated there.

Advantages of this model: great savings in technical and labor resources.

Disadvantages: direct delivery of goods to the store is excluded, poor consideration of the local characteristics of the stores’ activities.

Hybrid model

Some of the chain's retail facilities are managed centrally, while some stores may operate on a holding or, for example, tray basis. A similar management method is found in retail companies building large national chains. At the same time, regional bushes can act as divisions operating according to a centralized management model. Within these structures, either a centralized or a hybrid management model is used.

Advantages of this model: practically the only possible management method for national and international chain retailers, ensuring a unified product policy.

The disadvantages are similar to those of the holding management model, but they can be significantly reduced if territorial bushes are managed using a centralized or tray method.

Functions of the purchasing department

The purchasing department is a department where decisions are made on the purchase of goods, contracts for the supply of products are concluded, issues of choosing suppliers are resolved, requirements for product quality are established, etc. Internal consumers of the results of the activities of the purchasing service are other functional divisions of the enterprise that require purchased products.

The importance of this division in the structure of a trading company is difficult to overestimate, just as it is difficult to overestimate the importance of properly organized purchasing logistics for the operation of the entire enterprise.

In principle, the procurement of resources in a company can be structured centrally or decentralized. If a company approaches the process from a decentralized position, employees of different structural divisions will independently carry out purchases, each for their own department. The advantage of this approach is the fact that the user knows his needs better than anyone else. The procurement process can be faster with this approach.

However, there are many more benefits to centralized purchasing, which is why almost all but the smallest companies use this approach to purchasing. When purchasing centrally, a specific person is appointed or a purchasing department is created with the authority to acquire resources in the interests of all divisions of the trading enterprise.

Specialists in the purchasing department of an enterprise are responsible for purchasing products in accordance with requests received from internal consumers, or independently monitor the need for resources. Within the purchasing department itself, the activities that make up the Purchasing business process are often subject to further specialization in order to develop the professionalism of purchasing managers.

Purchasing centers of large retail chains usually consist of departments responsible for purchasing any part of the product range. The distribution of assortment between departments often occurs on the principle of similarity of product characteristics. This distribution of labor allows buyers to accumulate maximum knowledge about their product. The larger the retail company, the narrower the specialization of employees in its purchasing center.

IN small company, where the purchasing department is represented by one person, naturally, there will be no division of functions.

Goals of the purchasing department

The goals of the procurement department (service) of any manufacturing or trading company:

• Purchase goods and services at the best price.
• Maintain high inventory turnover.
• Ensure delivery of goods on time.
• Purchase goods with guaranteed high quality.
• Maintain friendly partnerships with reliable suppliers.
• Reap maximum benefits for the enterprise.
• Collaborate and interact effectively with other departments of the company.
• Contribute to the achievement of the company's strategic goals, including the implementation of its logistics strategy.
• Reduce the share of procurement costs in total logistics costs.
• Maintain effective automated accounting of purchased goods and support other information flows arising in the course of procurement activities.
• Develop and stimulate activities, improve the qualifications of goods purchasing managers.

Priorities for achieving each goal are determined specific company depending on the adopted business strategy. For example, for a company pursuing a cost reduction strategy, achieving the first goal from the list above will be a priority. In conditions of shortage of some type of resources, the priority will be to ensure their uninterrupted supply so that the normal course of the production or trade process is not disrupted, and during periods of saturation commodity market especially important
maintaining the trading company's turnover at required level while minimizing investment in inventory.

Let us consider in more detail the main goals of activities in the field of organization and procurement management.

Delivery times

Late procurement can disrupt production schedule, which will entail large overhead costs, and goods purchased earlier than scheduled place an additional burden on the working capital and warehouse space of the enterprise.

Batch size

The optimal size of the delivery lot, i.e. maintaining an exact correspondence between the volume of supplies and the needs for them. Excess or insufficient volume of supplied resources negatively affects the balance of working capital, the sustainability of product output or the stability of sales of a trading enterprise.

Product quality

Maintaining and improving the quality of purchased products. Purchased resources must be supplied of the required quality, otherwise the final product produced by the enterprise will not meet accepted standards. It is necessary to constantly improve the quality of procurement to ensure the competitiveness of purchased goods and services.

Search for minimum prices

Search and purchase of goods and services at minimum prices. This task is especially relevant for trading enterprises, since purchasing activities require a large amount of working capital, and the lack of working capital, as experience shows, is one of the main problems Russian business. The profit gained from purchasing at lower prices and especially from reducing overall logistics costs can be very significant.

Market research

Procurement market research. The purchasing department should regularly collect and evaluate information to determine the best sources of purchases and optimize the range of purchased goods.

When organizing the work of the purchasing department, the level of development of purchasing logistics in the company should be taken into account. Experts identify four main stages in the evolution of purchasing logistics, the characteristics of which are given in the table below:

The procurement department (service) is functionally a separate division company, which has close contacts with other structures. Thus, employees of the purchasing department carry out purchases by ordering goods from suppliers and transmitting information about orders to the transport department. Transport department takes on the function of physically moving cargo from the supplier to the company’s warehouses, where upon arrival it transfers the cargo to the disposal of warehouse workers. The warehouse stores goods. Operations department
accounting deals with information logistics. In connection with such close ties For rational organization Purchasing logistics must pay constant attention to maintaining effective working relationships between the purchasing department and other structural divisions enterprises.

Based on importance effective organization procurement for any enterprise, it is necessary to systematically monitor and analyze procurement logistics.

Purchasing Department Performance Indicators

Guided by the functions of the procurement department, the effectiveness of its work is usually assessed by the following indicators:

• reduction of procurement costs in the structure of general logistics costs;
• level of defects of purchased products;
• share of purchases completed on time;
• number of situations when necessary resources was not in stock, which resulted in disruptions in the production schedule or fulfillment of the customer’s order;
• the number and reasons for changes made to orders due to the fault of the procurement service;
• number of applications received and completed;
• share of transport costs in the structure of total procurement costs, etc.

Functions of a purchasing manager

Each stage of the purchasing process is an opportunity to generate greater profits for the company. This includes choosing the best supplier, getting the best prices, ordering the right quantity of goods, effective way transportation, minimizing losses from defective goods - in a word, everything where a company can reduce the costs of purchasing logistics and thereby achieve greater profits. And all the tools that a purchasing manager uses in his work exist precisely to help him make the right decisions and control the process of goods movement.

The roles and responsibilities of a purchasing manager may vary from company to company. Researchers identify the following purchasing models (Klimenko A. Motivation or imitation? - http://www.iteam.ru/publications/logistics/section_89/article_2843):

Performer model

When the volume of production or the volume of future sales for each item of goods is known with high degree reliability, the key task of the purchasing manager is reduced solely to the strict implementation of the purchasing plan.

Expert model

The expert's task is to find products that will be sold within a short period of time.

Model "genius"

The task of the “genius” is to find a seller who is ready to provide the goods himself high quality at the lowest prices and offer huge deferred payments, and best of all - payment at
fact of sale and with the right to return unsold copies.

Logistician model

Sometimes, due to the characteristics of some markets, as well as the scale and age of the company, the task of finding suppliers, searching for the most low prices are not core to the department
procurement All suppliers are known, the conditions are agreed upon and are not subject to major changes. In such a situation, the main task of the purchasing manager becomes optimization, i.e., ensuring the receipt of resources in accordance with the “Seven H” logistics rule.

Before introducing a system of motivation for purchasing managers, the company must develop a clear purchasing policy. Depending on the purchasing model preferred for implementing this policy (“expert”, “performer”, etc.), it is necessary to select personnel, create a system for their control and use indicators of the motivation system.

The main goal of a purchasing manager consists of providing the company’s production or trading process with resources (goods and services).

To achieve this goal, the purchasing manager performs the following functions:

• Ensures the availability of goods in optimal quantities and assortment.
• Provides planned indicators for turnover of product groups.
• Places orders for suppliers.
• Monitors order fulfillment.
• Regularly monitors availability and sales of high-demand products in order to prevent shortages.
• Studying new offers from suppliers and market conditions.
• Summarizes and communicates received information to management.

Timely informs company departments about new offers and receipts of goods, ensures the availability of the necessary information about goods in the company’s information and accounting system.

Depending on the tasks performed, areas are determined professional knowledge and skills.

The purchasing manager must know:

• management methods financial flows in logistics;
• all components of the supply contract;
• factors taken into account when choosing a supplier and carrier;
• ways to improve the efficiency of procurement management using information technology;
• application electronic exchange data when interacting with suppliers;
• procurement methods;
• operations that make up the “Purchase” business process;
• functions performed by various intermediaries in the order fulfillment process;
• procedure for drawing up a contract;
• sanctions applied in case of non-compliance with the terms of the contract;
• ethics of business communication.

A purchasing manager must be able to:

• choose wisely best conditions supplies;
• correctly prepare the necessary documents;
• establish interaction between the purchasing department and other departments;
• evaluate and select a supplier;
• receive and analyze information about the range of goods offered by suppliers;
• review the supplier market;
• analyze the reliability of the supplier;
• analyze delivery terms offered by suppliers;
• negotiate with suppliers (in terms of determining prices, delivery conditions, etc.);
• compare offers received from different suppliers;
• analyze and draw up contracts;
• build strong business relations with suppliers, strengthening the image and reputation of their company;
• fulfill all agreements with suppliers in a timely manner and do not leave any issue unresolved;
• take measures to repay debts in settlements with suppliers.

For successful execution professional responsibilities It is important for a buyer to have an analytical mind, systems thinking, to be attentive, and able to act effectively in stressful situations, control your activities, be able to plan and prioritize, have a large active vocabulary and be able to clearly convey your thoughts to people with different levels of education.

A special place is occupied by communication skills such as persuasion, negotiation, mastery of basic communication techniques, the ability to compromise (with suppliers and other departments of the company), activity, perseverance, the ability to achieve one’s goal, responsibility and decency, stress resistance, endurance and patience in conflict situations.

A purchasing manager works with large amounts of information. This is information about suppliers, the order of delivery, transportation and payment. The analytical activity of the purchasing manager consists of comparing price, quality, delivery time and selection optimal option; in product market analysis. At the same time, a special place is occupied by the process of decision-making in a short time.

A purchasing manager works in an office. Basically, his activities are carried out using such means as telephone, fax, Internet, computer (working with professional programs, databases, the Internet; writing reports, etc.).

Difficult for most professionals in the field of purchasing logistics are conflicts with the sales department (production department), problems of interaction with difficult suppliers (for example, with monopolists in the market).

The areas of advanced training for a purchasing manager are: improving methods professional communication; training in negotiation skills; mastering the skills of planning a working day and organizing the procurement process; development teamwork; improving knowledge in the field of production, studying the types and types of products, customer demand and sales technologies, legal aspects procurement activities.

Evaluation and motivation of the purchasing manager

An important aspect of organizing the work of a purchasing manager is the development and implementation of a system for motivating his work. During development, the company determines which indicators will influence the salaries of purchasing managers, establishes quantitative indicators and calculation mechanisms wages based on accepted indicators. After this, the company must communicate its wage policy to buyers and put in place an incentive system.

The buyer's motivation should stem from his functional responsibilities and powers. The motivation system for a purchasing manager is usually based on the following indicators:

• implementation of the procurement plan;
• dynamics of the price level for purchased goods;
• turnover of purchased goods;
• percentage of fulfillment of orders for the purchase of goods.

Depending on the specifics of the business, the following indicators can be added to those listed above: the percentage of defects in supplied products, the percentage of incompletely fulfilled requests for resources, the percentage of complaints, etc.

All indicators of the buyer’s motivation system must be related to those results of procurement activities that he can really influence (i.e., which depend specifically on his work).

In addition, these indicators must be important for a particular enterprise (for example, a decrease in the receipt of defects, an increase in inventory turnover). As practice shows, the salary of a purchasing manager is at least 50% of the total remuneration. The bonus portion is calculated based on pre-established performance evaluation indicators.
The table below shows the assessment indicators for the purchasing manager of a retail trading company (44 - Buzukova E. Purchasing and suppliers. Course of assortment management in retail. P. 218–219).

An important indicator for assessing a purchasing manager is his compliance with professional ethical standards.

Professional ethics of buyers includes such aspects of relationships with suppliers as:

• respecting the interests of your company;
• confidentiality of information;
• fair competition;
• attitude towards business gifts from suppliers.

The following opinions exist regarding the permissibility of gifts from suppliers:

1. Buyers are not allowed to accept gifts; gifts received must be returned.
2. Buyers can keep promotional gifts, such as pens, calendars, notepads, etc.
3. Buyers must decide for themselves whether the gift is a sign of attention, goodwill, or an attempt at commercial bribery.

With any of the chosen options, it is advisable for the company to hold conversations with buyers, during which you remind them of the existence of ethical standards in the company and explain the need to comply with them.

To illustrate the importance of the ethical side of purchasing logistics, here are the standards for purchasing activities formulated by the Institute of Supply Management (USA) (Lysons K., Gillingham M. Purchasing and Supply Chain Management. P. 797):

1. First of all, respect the interests of your company.
2. Be open to advice and consultation from colleagues.
3. Make purchases with your company's interests in mind and every dollar spent wisely.
4. Actively acquire knowledge of purchased materials and production processes.
5. Work honestly and openly, rejecting any form of bribery.
   Demonstrate a friendly attitude towards everyone who deserves it.
6. Respect and demand respect from others for your responsibilities.
7. Avoid conflicts.
8. Help and advise colleagues as the need arises.
9. Cooperate with all organizations and specific people, which are designed to improve the status of this profession.

Information support for the purchasing department

To manage procurement logistics, an enterprise must have information systems for managing its performance indicators. They must provide the ability to thoroughly analyze and monitor the execution of the Purchasing business process.

Significant assistance in analyzing the process of supplying a company with resources and generating orders to suppliers can be obtained using the right software. In this case, it is necessary to pay attention to the program’s ability to form analytical reports. Each enterprise, using a computer information system, generates its own set of procurement reports based on the goals and objectives formulated by top management.

As practice shows, reports and indicators are common that reflect the following aspects of procurement activities:

1. Market purchasing conditions:
   • changes in prices for purchased goods;
   • changes in the supply-demand ratio in the market;
   • forecasts of market dynamics for purchased goods.
2. Inventory cost analysis:
   • investment in inventory;
   • daily (ten-day, monthly) deliveries and ordered volume of supplies for main product groups;
   • turnover by groups of purchased goods;
   • analysis of discounts received;
   • analysis of excess reserves.
3. Efficiency of procurement operations:
   • analysis of the quality of purchased goods;
   • share of deliveries completed on time;
   • analysis of absence cases necessary goods in stock;
   • number of changes made to orders;
   • delivery time of purchased goods;
   • labor productivity of purchasing department employees;
   • price changes resulting from negotiations, analytical work, improved packaging, rationalization of transportation, etc.;
   • transport costs.
4. Supplier reliability:
   • share of late deliveries and delivery refusals;
   • losses from lost sales;
   • share of incomplete deliveries;
   • quality transport services provided by suppliers and carriers.

The above indicators for monitoring and evaluating purchasing logistics are a necessary part of information support for supply chain management.

The analytical capabilities of information and computer systems should give purchasing managers a complete and clear picture of all indicators related to purchasing activities. Yes, the standards minimum reserves are used to control inventory levels and are the basis for generating automatic orders to suppliers. When using automatic orders, the purchasing manager spends time only on adjusting the generated orders, which significantly reduces time costs, since he does not need to view remaining goods.

By using software procurement logistics processes, a systematic analysis of market conditions and the work of goods suppliers is carried out. This provides the purchasing company with complete information about the conditions for purchasing the necessary goods and makes it possible to make optimal purchasing decisions.

Computer systems must provide the ability to predict likely shortages of goods, which can lead to disruptions in the trading process, lost sales, and, consequently, increased costs and decreased profits. Information received in advance from suppliers about possible supply disruptions allows you to prepare for them in advance and minimize possible losses.

Modern computer systems should strengthen the company's information integration with its suppliers, increase the level of cooperation between parties included in the product supply chain, and reduce transaction costs.

Majority software products, which automate procurement management and are usually part of a computer information system, contain the “Purchasing” module, which performs the following main functions:

• Monitoring of contractual relations with suppliers and carriers. Monitoring the fulfillment of obligations to pay for supplies.
• Monitoring the implementation of the delivery schedule with forecasting the time of receipt of goods at the warehouse.
• Generation of documents necessary for acceptance of goods into the warehouse, with automatic distribution to financially responsible persons.
• Making claims to the supplier (carrier, forwarder) regarding the range, quantity and quality of supplied products.
• Automation of all operations on receipt, expenditure and internal movement material assets in warehouses.
• Accounting for all transactions using cards warehouse accounting, filled out automatically based on primary documents.
• Accounting for material assets in different units measurements.
• Conducting warehouse operations in accordance with current accounting rules.
• Maintaining a list of financially responsible persons with assignment to warehouses and groups of material assets.
• Accounting for inventory acts and generating an inventory list.
• Complete operational information about the quantity, quality, expiration date, storage address, supplier and carrier (forwarder) of each item of purchased product at any time.
• Providing information on excess and shortage stocks.

Computer information systems provide storage and use of information about existing agreements with suppliers, in accordance with which orders are placed, product classification of purchased brands, and a register of suppliers.

To form a base of goods suppliers a necessary condition is constant monitoring of their performance indicators. The company's information system should allow for maintaining the history of each supplier and data reflecting the dynamics of performance indicators. This database accumulates information about potential suppliers to implement the selection procedure and switch to working with another supplier.

In addition to the name of each supplier, the supplier database should contain:

• contact details of specific employees of the supplier company;
• bank details;
• working conditions, discounts, bonuses and other agreements, with the history of their development;
• price lists used for purchases;
• history of all orders from the supplier with any returns, defects, delays and short deliveries;
• current and maximum trade credits, payment terms;
• names of supplied goods;
• price or price range depending on discounts provided for volume of purchases, payment terms, etc.;
• packaging or other data important for the transport of goods.

Once a purchase order has been sent to a supplier, the purchasing manager must be able to monitor its progress through the information system. At the same time, all deviations in the fulfillment of obligations by suppliers are recorded so that the manager can evaluate the quality of their work. After the enterprise receives the ordered goods, new information is entered into the purchasing department information system. This operation includes maintaining a document database:

• order log, which records all orders by number and displays the status of each order (completed, partially completed, not completed);
• a purchase order register containing copies of all purchase orders;
• a commodity register showing all purchases of each product (date, supplier, quantity, price, purchase order number);
• a supplier register displaying all purchases made from him.

An equally important aspect of information support for purchasing logistics is the management of internal information flows circulating between departments of the enterprise.

As an example, the table below shows the information flows that exist between the purchasing department and the warehouse (receiving department) (Buzukova E. Purchasing and suppliers. Course of assortment management in retail. P. 386.)

Note that in trading enterprises information exchange becomes more complicated due to the wide range of products, their rapid updating and the complex structure of the description of each product item. In this regard, the main features of the acceptance of goods in trading companies are:

• presence of a large number of suppliers;
• different packaging conditions;
• loading vehicles in bulk (in boxes, without the use of mechanized means of unloading) and on pallets;
• acceptance of products with recalculation not only of the number of places, but also by product units in packages;
• variety of vehicles delivering goods;
• failure to meet delivery deadlines;
• different requirements of suppliers for the procedure for receiving products, identifying defective products and the procedure for filing complaints;
• different composition of the package of documents accompanying the goods.

These features still do not allow us to create a unified technology for working with all suppliers, create a unified information space and achieve a unified document flow, which reduces the quality of procurement logistics.

Thus, an important direction is to improve the information support of purchasing logistics, which will allow companies to create integrated supply chains that minimize costs, create a unified information space and uniform order document flow.