Department for work with suppliers. Course, seminar, training Supply department: effective work with suppliers. Strategic goals of interaction with suppliers

Andrianov Alexander

consultant trainer

Education

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

Professional experience: Progressed from a sales manager to a CEO.

Main specialization: organizational and management consulting, conducting strategic sessions, group and individual coaching, making 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, Rusdragmet, 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 Power Engineering Institute, (Faculty of Economics) Financial Academy under the Government of the Russian Federation, (enterprise finance) Russian ...

Zuikova Elena

consultant trainer

Education:

• MGTA them. A.N. Kosygin, Faculty of Chemistry.
• PhD in Engineering Science
• Erickson College, Managerial Coaching course.
• Stockholm, Sweden. Company "SLGInt", Training for trainers.
• Training at the corporate university of the AIG Life company.
• "Company" SLGInt ", Thomas System Training
• International Leadership Academy. Course: "Personnel Training and Development Manager", "Training for Trainers", "Art of Sales", etc.
• Periodic training at professional courses, master classes, at corporate universities.

Professional experience: Professional experience: Research experience over 10 years, Management experience over 15 years, Training experience over 20 years, Since 2002 - certified trainer-consultant Personal Profile Analysis (PPA) and Human Job Analysis (HJA) - Thomas International Course (based on DISC), recruitment, selection and assessment of personnel.

Author's programs: Sales standards and processes (B2B and B2C sector), Formation of needs using the SPIN method, Negotiation, Negotiation: advanced level, Strategic sales management, Sales department management, Telephone communication standards, Cold call sales, Customer Serves, Working with difficult clients, Communicative skills; Skills of an effective leader, Subordinate management, Time management, Stress management, Team building, Personnel motivation, Effective work at the exhibition, Conflict management and many others.

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

Trukhmanov Vyacheslav

business trainer

Education

• Higher medical, pediatrician,

Physician - neurologist

Additional education:

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

Expertise:

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

Has over 6 years of experience as a business trainer and manager for personnel development and training in the Pharma and commercial medicine segment. Conducted over 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 the result, due to the coaching approach in training. There are no ready-made solutions, everything is individual, based on the internal specifics of the customer.

Main practice in areas:

• Successful experience personal sales... At Krka, as a medical representative and later as a key account manager, he performed tasks to implement sales plans, working with doctors, pharmacists and prescription drug procurement managers. Carried out work with key clients of the company.
• Personnel Management. It has successful experience in the formation of a strategy, goals and objectives for a team of medical representatives, and managers in IPSEN, Rompharm Company, DANONE. Building and implementing a strategy for promoting a product on the pharmaceutical market. Organization of effective work of teams, a total of up to fifty people. Fulfillment of the sales plan. Creation of personnel motivation systems, implementation of regular reporting systems. Has successful experience in the development and implementation of a system for the selection, adaptation and assessment of personnel. Including remotely through the E - Learning system
• In the sphere corporate training since 2011. Started as National HR Development Manager at Danone. While working at Danone, he developed and implemented a step-by-step training system for representatives and managers. Created a competency system for the medical department of the company. Organized and conducted trainings. Carried out the selection and assessment of personnel. At Berlin Chemie / A. Menarini, carried out the process of assessment and training of personnel, contributed to the growth of their professional and personal competencies. He assessed the skills of employees and developed individual development programs for them. Conducted training for medical representatives, territorial and regional managers, heads of regions, employees of the HR department. Conducted developmental coaching sessions for regional managers. He developed new, unique approaches to an effective visit to a doctor and a pharmacy, as well as public speaking, allowing clients to engage in the dialogue process and realize the benefits of the company's drugs.

The main programs and areas of training:

Sales and negotiation

• "Successful sales"
• "Working with key clients"
• "Negotiation"
• "Social types of clients"
• "Customer service"
• "System communications with the client"
• "Dealing with customer objections and doubts"
• "Public speaking and sales in business"

Control

• "Management cycle"
• "Typology of leaders"
• "Situational Leadership"
• "Time - management and reverse 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

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

Work experience:

• Wilson Learning leading business coach of the Pharma direction
• 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, Obolenskoe, Nativa, Segedim, Danone, « Nearmedic, MEDSI, Rehab Family, Dad, Mom and Baby, Glowbyte, Mayoly Spindler, Elamed, Karat, Farmalliance +, Vista and others.

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

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

STRATEGIC OBJECTIVES FOR SUPPLIER INTERACTION

To prevent suppliers from making the company highly dependent on themselves, not imposing unfavorable conditions, they develop a strategy for relationships with suppliers. Let us present a strategy that is widely applied in practice, which is based on the selection of reliable suppliers for long-term cooperation. Main strategic goals- stimulating favorable terms of partnership and limiting the market power of suppliers (Fig. 1).

The implementation of strategic goals will provide the company with a stable profit, fulfillment of obligations to business partners and employees, minimize losses from production downtime, freezing Money in prepayments or overstated purchases.

To realize the goals set, to build relationships with suppliers on the principles of partnership and cooperation, you need to complete several stages of work. Let's consider them.

STEP 1: INTRODUCTION TO THE STRATEGY AND TRAINING EMPLOYEES

Introduce procurement employees to the supplier relationship strategy. It is important to make sure that they are ready to implement the strategic goals and objectives. We are talking not only about the supply department, but also related services (the company's treasury, production shops, warehouse, accounting).

STEP 2. CHOOSING INDICATORS FOR CONTROL

We select target indicators that will allow us 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, exclude manipulation in order to wind up bonuses and bonuses for departments.

Strategic indicators need to be monitored on a quarterly and annually basis, to record the facts of reaching / not reaching the established level, and to take corrective measures.

Consider the individual indicators in the table. one:

• the volume of purchases per one specialist in procurement - insignificant growth is forecasted for the future. It is necessary to link it with other indicators (growth in production volumes for the same period and the number of staff in the department). It is important to achieve effective work of staff even with high volumes of purchases (for example, automate the procurement process, use electronic bidding);
• reducing the cost of transporting products. Relevant if it is planned to change one type of transport to another, and for rail transportation. As an indicator, you can take all the costs associated with transportation, or the cost of transporting a unit of a strategic raw material;
• the indicator of the volume of defective (rejected) supplies should tend to zero. Achieved through the implementation of a set of measures:

Ordering only quality products from the appropriate supplier;

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

Efficient handover 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 the supplier's dependence on the company;
• Automation of ordering products from a supplier makes purchases transparent, allows for control and analysis. Many retail chains follow this path. Advanced analytical capabilities, tools for the rational management of the supplier base, tools for electronic interaction with suppliers of many software solutions can improve the quality of supply and reduce the risk of supply disruption.
• suppliers are divided into groups depending on the volume of purchases and other expert assessments by the quality of work. Group A- reliable partners, therefore, the strategic plan provides for an increase in the number of suppliers of this group.

STEP 3. WE ANALYZE THE VOLUMES OF PROCUREMENT BY SUPPLIER

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

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

For simplicity of the example (Table 2), all suppliers are divided into two groups:

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

An important detail: other groupings can be used depending on the specifics:

• 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:

• OOO Kristall - purchases in the reporting year amounted to 5800 thousand rubles, which is above the average (3336 thousand rubles). The volume of supplies amounted to 128.89% of the last year, an increase of 1,300 thousand rubles. This is an example of partnership. Companies can help each other: provide an extension or make an advance payment, jointly implement long-term strategy;
• LLC Galaktika - the volume of purchases is above average, within two years at the same level (3600 thousand rubles);
• LLC "Agregat" - purchases are 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 supplier relationship usually looks like. The main plus working with such suppliers:

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

Prompt urgent delivery of inexpensive materials.

E. S. Panchenko, business consultant

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

Having entrusted the specialists with the management of the trade assortment and commodity flows, the management determines the necessary powers and areas of their responsibility, which should be recorded in job descriptions and in the system of motivating buyers.

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

The most complex models of organizing procurement activities are typical for large store chains. Analysis of domestic and foreign experience makes it possible to distinguish the following models of procurement logistics of retail chains.

Model 1. Direct from supplier

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

Model 2. Through the distribution center

The retail trade network creates its own distribution (distribution) center. Note positive sides of this option: decrease commodity stocks in store warehouses, increasing the turnover and manageability of inventory, ensuring the availability of goods at peak sales, ensuring the quality of goods by organizing a centralized quality service, simplifying interaction with suppliers.

Despite the obvious advantages of the second model, experts recommend, first of all, small retail chains to 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 heavily in the construction of a distribution center (taking into account the development of the network), which is far from always profitable.
• Long payback period of the 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 rather complex warehouse information system.
• When renting a distribution warehouse, it may not be adapted to the profile of the trading network (for example, not to meet the requirements temperature regime, humidity, fire safety).
• The need to purchase and use your own transport, which is not always economically justified.

If the retail network is small and there is no provision for an increase in the number of stores, then the issue of working with a good wholesale trade enterprise (distributor) can be considered. Relying on efficient distributor logistics, the network can significantly reduce the cost of purchasing and maintaining its own logistics resources.

Thus, the decision on which model of organization of procurement logistics 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 the retail network management and increasing the number of chain stores (taking advantage of economies of scale).

Retail chain management models

Experts identify the following models of retail chain management and its procurement logistics:

Investment model

It assumes the presence of an investment and consolidation center with independent shopping facilities. This model is more often used by trading companies that are not networked in the full sense of the word. They are united either by common investors or by a common trademark.

The advantages of this model: management tasks in the central office are simplified, and local initiative is possible.

Disadvantages: inability to use the advantages of the network structure, dependence on the qualifications of store managers, lack of consolidation of purchases.

Holding model

The center determines the purchasing policy (suppliers, nomenclature and purchase prices), but the stores are independent in operational management... For the center, high efficiency of information about the state of retail facilities is not too important. This model is used by a significant part of Russian retail companies, and it successfully implements one of the main tasks of the network retail - the consolidation of the procurement policy. Most often, this management model is chosen by retailers who delegate the functions of operational interaction with suppliers to store managers.

The advantages of this model: flexibility in the management of a particular store by local managers.

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

Centralized model

This is the most efficient 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 chain may include stores of the same format or different ones.

The advantages of this model: cost reduction, effective use of the management apparatus when it is concentrated in a single center. In fact it is remote control shopping facilities, which allows to intensify all business processes of a trading company, and, consequently, to gain a significant competitive advantage.

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

Tray model

This model assumes full 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 keeps track of the movement of goods, and the entire network management apparatus is also concentrated there.

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

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

Hybrid model

Some of the chain's retail facilities are managed centrally, while some stores can operate on a holding or, for example, a lottery principle. A similar management method is found in retail companies building large national networks... At the same time, regional bushes can act as units working on centralized model management. Within these structures, either a centralized or a hybrid governance model is applied.

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

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

Functions of the purchasing department

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

The importance of this subdivision in the structure of a trading company can hardly be overestimated, just as it is difficult to overestimate the importance of properly organized procurement logistics for the operation of the entire enterprise.

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

However, there are many more advantages to centralized purchasing, which is why almost all but the smallest companies use this approach to purchasing. When purchasing in a centralized way, 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 trade enterprise.

The company's purchasing department specialists are responsible for purchasing products in accordance with requests received from internal consumers, or they independently monitor the emergence of a need for resources. Within the purchasing department itself, the operations that make up the Purchase business process often undergo further specialization in order to develop the professionalism of purchasing managers.

Shopping centers of large retail chains usually consist of departments responsible for the procurement of some part of the product range. Assortment distribution between departments is often based on the similarity of product characteristics. This distribution of labor allows buyers to accumulate maximum knowledge about their product. The larger the retailer, the narrower the specialization of employees in its purchasing center.

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

Objectives of the procurement department

Objectives of the purchasing department (service) of any manufacturing or trading company:

• Purchase goods and services at the most favorable price.
• Maintain high inventory turnover.
• Ensure the delivery of goods on time.
• Purchase goods with guaranteed high quality.
• Maintain friendly partnerships with reliable suppliers.
• Maximize business value.
• Collaborate and effectively interact with other divisions 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 purchasing managers.

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

Let us consider in more detail the main goals of activities in the field of organizing and managing procurement.

Estimated delivery time

Delay in purchases can disrupt the production schedule, which will entail large overhead costs, and the goods purchased earlier than the planned date place an additional burden on working capital and warehouses enterprises.

Batch size

The optimal size of the delivery lot, that is, compliance with an exact correspondence between the volume of supplies and the needs for them. An excess or insufficient volume of supplied resources negatively affects the balance of working capital, the stability of production or the stability of sales of a trading enterprise.

Product quality

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

Finding Lowest Prices

Search and purchase of goods and services at the lowest prices. This task is especially relevant for trade enterprises, since purchasing activity requires a large amount of working capital, and the lack of working capital, as experience shows, is one of the main problems of Russian business. The profits generated by purchasing at lower prices, and especially by lowering overall logistics costs, can be very significant.

Market research

Research of the procurement market. The procurement department should regularly collect and evaluate information in order to determine best sources purchases and optimization of the range of purchased goods.

When organizing the work of the procurement department, one should take into account the level of development of procurement logistics in the company. Experts identify four main stages in the evolution of procurement logistics, the characteristics of which are shown in the table below:

The procurement department (service) is functionally stand-alone unit a company that has close contacts with other structures. Thus, employees of the purchasing department carry out purchases, ordering goods from suppliers and transmitting information about orders to the transport department. Transportation Department takes over the function of physically moving the cargo from the supplier to the company's warehouses, where upon arrival transfers the cargo to the warehouse employees. The warehouse carries out storage of goods. Operations Division
accounting is engaged in information logistics. Due to such close ties for rational organization procurement logistics, it is necessary to pay constant attention to maintaining effective working relationships of the procurement department with other structural units enterprises.

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

Procurement 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;
• defect rate of purchased products;
• share of purchases made on time;
• the number of situations when the necessary resources were not in the warehouse, which led to disruptions in the production schedule or the fulfillment of a customer's order;
• the number and reasons for changes made to orders due to the fault of the procurement service;
• the number of applications received and completed;
• the share of transport costs in the structure of total procurement costs, etc.

Purchasing manager functions

Each stage of the procurement process is an opportunity to generate more profit for the company. This includes choosing the best supplier, getting the best prices, ordering the correct amount goods, effective method transportation, minimization of losses from defective goods - in short, everything where the company can reduce the cost of procurement 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 the purchasing manager may vary from company to company. Researchers identify the following models of buyers (A. Klimenko, Motivation or imitation? - http://www.iteam.ru/publications/logistics/section_89/article_2843):

The performer model

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

Genius model

The task of the "genius" is to find a seller who is ready to provide the highest quality goods at the lowest prices and to offer huge payment delays, and best of all - payment by
the fact of sale and with the right to return unsold copies.

Logistic model

Sometimes, due to the peculiarities of some markets, as well as the size and age of the company, the tasks of finding suppliers, finding the lowest prices are not the main ones for the department
purchases. All suppliers are known, conditions are agreed and not subject to major changes. In such a situation, the main task of the purchasing manager becomes optimization, that is, ensuring the flow of resources in accordance with the logistics rule "Seven H".

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

The main goal of a purchasing manager is to provide the production or trade process of the company with resources (goods and services).

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

• Ensures the availability of goods in optimal amount and assortment.
• Provides targets for the turnover of product groups.
• Draws up orders to suppliers.
• Tracks the progress of the order.
• Regularly monitors the availability and sales of goods in high demand in order to prevent their shortage.
• Studying new offers from suppliers, market conditions.
• Summarizes and communicates the information received to the management.

Timely informs the divisions of the company about new offers and arrivals of goods, ensures the availability of the necessary information about the goods in the information and accounting system of the company.

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

The purchasing manager needs to know:

• methods of managing financial flows in logistics;
• all components of the supply agreement;
• 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 carried out by various intermediaries in the process of fulfilling orders;
• the procedure for drawing up a contract;
• sanctions applied in case of non-fulfillment of the terms of the contract;
• ethics of business communication.

A purchasing manager should be able to:

• reasonably choose Better conditions supplies;
• correctly draw up the necessary documents;
• to establish interaction of the purchasing department with 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 the terms of delivery offered by suppliers;
• negotiate with suppliers (in terms of determining prices, terms of delivery, etc.);
• compare offers received from different suppliers;
• analyze and draw up contracts;
• build solid business relationship with suppliers, strengthening the image and reputation of their company;
• timely fulfill all agreements with suppliers, not leave any issue unresolved;
• take measures to pay off debts in settlements with suppliers.

For the successful fulfillment of professional duties, it is important for a buyer to have an analytical mindset, systematic thinking, be attentive, able to act effectively in stressful situations, control their activities, be able to plan and prioritize, have a great active vocabulary and be able to clearly convey your message 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, ability to achieve one's goal, responsibility and decency, resistance to stress, endurance and patience in conflict situations.

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

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

Conflicts with the sales department ( production department), problems of interaction with difficult suppliers (for example, with monopolists in the market).

Areas of professional development of 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 types and types of products, customer demand and sales technologies, legal aspects of procurement.

Evaluation and motivation of the purchasing manager

An important aspect of organizing the work of a procurement manager is the development and implementation of a system of motivation for his work. During development, the company determines which indicators will affect the salaries of purchasing managers, sets quantitative indicators and calculation mechanisms wages based on the adopted indicators. After that, the company must communicate its remuneration policy to buyers and put in place an incentive system.

The buyer's motivation should flow from his functional responsibilities and powers. The purchasing manager's motivation system, as a rule, is based on the following indicators:

• fulfillment of the procurement plan;
• dynamics of the price level for purchased goods;
• turnover of purchased goods;
• percentage of completion of requests 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 defective products in the supplied products, the percentage of incompletely completed requests for resources, the percentage of complaints, etc.

All indicators of the buyer's motivation system should be associated with those results of procurement activities that he can really influence (i.e., which depend on his work).

In addition, these indicators should be important for a particular enterprise (for example, a decrease in the receipt of scrap, an increase in inventory turnover). As practice shows, the salary of a purchasing manager is at least 50% of the total remuneration. The bonus part is calculated according to pre-established performance evaluation indicators.
The table below shows the assessment indicators of the purchasing manager of a retail trading company (44 - Buzukova E. Purchases and suppliers. Assortment management course in retail. Pp. 218–219).

An important indicator of the purchasing manager's assessment is his adherence to professional ethical standards.

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

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

There are the following opinions on the acceptability of gifts from suppliers:

1. Buyers are not allowed to accept gifts, gifts received must be returned.
2. Buyers can keep promotional gifts, for example, pens, calendars, notebooks, 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 options chosen in the company, it is advisable to hold conversations with buyers, during which remind them of the existence of ethical standards in the company, explain the need to comply with them.

As an illustration of the importance of the ethical side of procurement logistics, we cite the procurement standards formulated by the Institute for Supply Management (USA) (Lysons K., Gillingham M. Procurement and Supply Chain Management. P. 797.):

1. First of all, to comply with the interests of your company.
2. Be open to advice and advice from colleagues.
3. Make purchases considering only the interests of your company and spending every dollar wisely.
4. Actively acquire knowledge of purchased materials and manufacturing processes.
5. Work honestly and openly, rejecting any form of bribery.
   Demonstrate a benevolent attitude towards everyone who deserves it.
6. Respect and demand respect from others for their duties.
7. Avoid conflicts.
8. Help and advise colleagues as the need arises.
9. Cooperate with all organizations and specific people who are called upon to raise the status of this profession.

Information support of the procurement department

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

Significant assistance in analyzing the process of supplying the company with resources, forming orders to suppliers can be obtained using the correctly selected software. At the same time, it is necessary to pay attention to the possibilities of the program to form analytical reports... Each enterprise, using a computer information system, forms its own complex of procurement reporting based on the goals and objectives formulated by top management.

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

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

The above indicators of control and evaluation of procurement logistics are a necessary part information support supply chain management.

The analytical capabilities of information and computer systems should provide purchasing managers with a complete and clear picture of all indicators related to procurement activities. Thus, the minimum stock standards are used to control stock 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 the time spent, since he does not need to view the balances of goods.

With the help of software for procurement logistics processes, a systematic analysis of the market conditions and the work of suppliers of goods is carried out. This provides the buying company complete information on the terms of purchasing the necessary goods and makes it possible to make optimal purchasing decisions

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

Modern computer systems should enhance the information integration of the company with its suppliers, increase the level of cooperation between the parties entering the product supply chain, and reduce transaction costs.

Majority software products, automating procurement management and included, as a rule, in a computer information system, contain the Purchasing module, which performs the following main functions:

• Monitoring of contractual relationships with suppliers and carriers. Monitoring the fulfillment of obligations to pay for deliveries.
• Tracking the implementation of the delivery schedule with predicting the time of goods arrival at the warehouse.
• Generation of documents required for acceptance of goods at the warehouse, with automatic distribution to financially responsible persons.
• Bringing claims to the supplier (carrier, freight forwarder) on the range, quantity and quality of supplied products.
• Automation of all operations for receipts, payments and internal transfers material values in warehouses.
• Accounting for all transactions using inventory control cards filled in automatically based on primary documents.
• Accounting for material values ​​in various units of measurement.
• Conducting warehouse operations in accordance with the current accounting rules.
• Maintaining a list of financially responsible persons with assignment to warehouses and groups of material values.
• Accounting for inventory acts and generating an inventory list.
• Full operational information about the quantity, quality, shelf life, storage address, supplier and carrier (forwarder) of each item of the purchased goods at any time.
• Providing information on excess and deficit stocks.

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

To form a base of suppliers of goods necessary condition is constant monitoring of their performance indicators. The company's information system should allow for 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 work with another supplier.

In the supplier database, in addition to the name of each supplier, the following should be stored:

• contact details of specific employees of the supplier's company;
• Bank details;
• working conditions, discounts, bonuses and other agreements, with the history of their development;
• price lists according to which purchases were made;
• history of all orders from the supplier with available returns, defects, delays and underdelivery;
• current and maximum commodity credits, payment terms;
• the names of the supplied goods;
• price or price range depending on the discounts provided for the volume of purchases, terms of payment, etc .;
• packaging or other data important for the transportation of goods.

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

• an order journal, which keeps records of all orders by number and displays the status of each order (completed, not fully 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 showing all purchases made from him.

An equally important aspect information support procurement logistics is the management of internal flows of information circulating between the divisions of the enterprise.

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

Note that in trade enterprises information exchange becomes more complicated due to wide assortment goods, their fast updating and a complex structure of the description of each product name. In this regard, the main features of the acceptance of goods in trading companies are:

• the presence of a large number of suppliers;
• different packaging conditions;
• loading Vehicle in bulk (in boxes, without the use of mechanized unloading equipment) and on pallets;
• acceptance of products with recalculation not only of the number of places, but also of units of products in packages;
• variety of vehicles delivering goods;
• failure to comply with delivery times;
• various requirements of suppliers to the procedure for accepting 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 creating a single technology for working with all suppliers, creating a single information space and achieving a single workflow, which reduces the quality of procurement logistics.

Thus, an important area is to improve the information support of procurement logistics, which will allow companies to create integrated supply chains that minimize costs, form a single information space and a single document flow procedure.

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The Group of Companies includes:
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