6.3 SOME ADDITIONAL THOUGHTS ON PURCHASING
6.3.1 Resources
Thus
far, we have talked a lot about the consequences of buying spare parts before
they are needed. At the other extreme is the problem of purchasing too late and
having to expedite. The purchasing function is not a pure science; despite all
the advances in computers and software codes to optimize stocking, it remains
still pretty much a people-driven function. Certainly purchasing departments
have not been immune lately to cost cuts and personnel reductions seen throughout
industry. With fewer resources available to handle the same or increasing work
loads, things inevitably get delayed. The old saying that “time is money” is
certainly true when material and spares are being purchased.
6.3.2 Purchasing Procedures
People
have a bad habit of not following verbal instructions. Therefore, if you expect
consistent adherence to certain tasks, it better be in
writing. This is especially true for
purchasing procedures. Our work with clients has shown that the following
purchasing actions should be documented in the purchasing procedures:
•
When to call a supplier for a price update.
•
When to ask a supplier for a current lead time.
•
When to require justification from the requisitioning person.
•
Who can approval a vendor shipment delay.
•
What support information is required to accompany a requisition.
To
the extent possible, the above issues should be imbedded in the purchasing
procedures (electronic or hardcopy) to insure consistent compliance.
Copyright 2005, Industrial
Press Inc., New York, NY