Functions of the head of the purchasing department. Job description of the head of the procurement department

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Job description

Purchasing Manager [name of organization]

This job description has been developed and approved in accordance with the provisions of the Labor Code of the Russian Federation and other legal acts governing labor relations.

1. General Provisions

1.1. The head of the procurement department [name of organization] belongs to the category of managers and reports directly to [insert the appropriate one] or to the person replacing him, carries out the instructions of the general director of [name of organization].

1.2. A person with a higher professional education and at least [value] years of experience in the field of procurement is appointed to the position of head of the procurement department.

1.3. Appointment to the position of head of the procurement department and dismissal from it is carried out by order of the general director of [name of organization] on the proposal of [insert the required one].

1.4. The Purchasing Manager must:

Key legislative and regulatory acts regulating the activities of [name of organization];

The current financial and economic practice in this area;

Requirements for the quality of goods;

Wholesale and retail prices for product groups from the range of [name of organization], including prices of major manufacturers, suppliers, as well as competing organizations;

Procurement methods and procedures;

The procedure for concluding contracts with suppliers and monitoring their implementation;

The procedure for settlements under contracts;

Organization of warehouse work [name of organization], methods of planning, control and management of warehouse stock;

Database, as well as other software used by the organization to support the trading process;

Internal labor regulations;

Rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

1.5. The Purchasing Manager is responsible for the following tasks:

Organization and personal management of the procurement of goods for the entire product range of [indicate the name of the organization];

Formation of the assortment, determination of the volume of purchases and participation in pricing;

Ensuring maximum competitiveness of prices and conditions for purchased products.

2. Job responsibilities

2.1. The Purchasing Manager has the following responsibilities:

Management of the work of the purchasing department, distribution among the managers of the department of responsibility for certain product groups and for additional areas of work;

Determining the order and procedure for the purchase of food products, the criteria and norms for conducting purchase transactions, determining and agreeing on the procedure for settlements with suppliers;

Monitoring the state of warehouse stocks for all product groups;

Purchasing policy optimization (order frequency, order size, order time, minimum stock balance) taking into account changes in consumer demand, seasonal fluctuations, deadlines for implementation, the situation in the production of specific food products, as well as other necessary factors;

Carrying out regular analysis of statistics on commodity groups and individual commodity items, determining profitable, unprofitable and unprofitable groups of goods, ensuring the adjustment of the procurement policy based on the results of such an analysis;

Checking the quantity and quality of domestic supplies;

Implementation of timely selection of suppliers;

Organization and holding of tenders, analysis of tender documentation;

Participation in negotiations with functional divisions in order to achieve the best prices and reduce costs during purchases and deliveries;

Evaluation of the quality and effectiveness of existing suppliers and providers;

Cost-effectiveness management by selecting the most suitable suppliers;

Monitoring the market of goods and services purchased by the company;

Statistics on commodity groups and individual commodity items;

Warehouse analysis, planning the pace of purchases;

Negotiating, preparing and concluding contracts with suppliers and customers;

Making decisions on the necessary changes in the conditions of work with suppliers, achieving optimal conditions for deliveries;

Control over the process of budgeting purchases, pricing, external logistics;

Organization of interaction of the procurement department with other departments of [indicate the name of the organization];

Control of purchasing managers (correspondence of purchase prices to the market situation);

Distribution of responsibilities for certain groups of goods among department managers;

Supervision of subordinate employees

3. Rights

3.1. The head of the purchasing department has the right to:

Act on behalf of [indicate the name of the organization], represent the interests of the organization in relations with other organizations, public authorities on procurement issues;

Get acquainted with the draft decisions of the management of [indicate the name of the organization] related to the procurement and marketing of products;

Make proposals to the management of [indicate the name of the organization] to improve the activities of the procurement department;

Interact with the heads of all structural divisions of [indicate the name of the organization];

Request personally or on behalf of the management of the organization from the heads of departments and specialists the necessary information and documents to complete the tasks;

Sign and endorse documents within their competence;

Take part in negotiations with representatives of enterprises and organizations on issues related to the performance of functional duties;

Establish job responsibilities for employees subordinate to him;

Having entrusted 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 motivation of buyers.

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

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

Model 1. Direct from the supplier

Suppliers directly supply all stores in the network with goods. Obviously, this is the most inefficient scheme in terms of transport logistics, which is also characterized by a high level of costs.

Model 2. Through the distribution center

The retail trade network creates its own distribution (distribution) center. We note the positive aspects of this option: reducing inventory in store warehouses, increasing the turnover and manageability of inventory, ensuring the availability of goods at peak sales, 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, 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 chain, 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 cost 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, it does not meet the requirements of temperature, humidity, fire safety).
The need to purchase and use your own transport, which is not always economically justified.

If the distribution network is small and it is not planned to increase the number of stores, then you can consider working with a good wholesaler (distributor). Relying on the efficient logistics of distributors, the network can significantly reduce the cost of acquiring and maintaining its own logistics resources.

Thus, the decision on which procurement 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

Specialists identify the following models for managing a retail trade network and its procurement logistics:

Investment model

Assumes the presence of an investing and consolidating center with independent trading 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 trademark.

Advantages of this model: management tasks at the central office are simplified, local initiative is possible.

Disadvantages: inability to take advantage 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, the high efficiency of information about the state of retail facilities is not very important. This model is used by a significant part of Russian retail companies, and one of the main tasks of network retail is successfully implemented in it - the consolidation of the 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 the management of a particular store by local managers.

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

Centralized Model

This is the most effective organization of a network trading company. A single control center delegates to stores the functions that are minimally necessary to participate in logistics operations (ordering goods, inventory, repricing). At the same time, the network can include stores of both the same format and different ones.

Advantages of this model: cost reduction, effective use of the management apparatus with its concentration in a single center. In fact, this is a remote control of retail facilities, which allows intensifying all business processes of a trading company, and, consequently, gaining a significant competitive advantage.

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

tray model

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

Advantages of this model: big economy of technical and labor resources.

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

hybrid model

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

Advantages of this model: practically the only possible method of management for national and international network retailers, providing a single product policy.

The disadvantages are similar to the disadvantages of the holding management model, however, they can be significantly reduced if the territorial clusters are managed according to a centralized or tray method.

Functions of the Purchasing Department

The purchasing department is a subdivision 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 procurement service are other functional divisions of the enterprise that require purchased products.

It is difficult to overestimate the importance of this division in the structure of a trading company, 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 a company approaches the process from a decentralized perspective, employees from 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 advantages to centralized purchasing, which is why almost all but the smallest companies use this approach to making purchases. 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 departments of the trading enterprise.

The company's purchasing department is responsible for purchasing products in accordance with requests received from internal customers, or independently monitors the emergence of resource requirements. Within the purchasing department itself, the activities that make up the Purchasing business process often undergo further specialization in order to develop the professionalism of purchasing managers.

Buying centers of large retail chains usually consist of departments responsible for the purchase of any part of the product range. The distribution of the assortment between divisions often occurs on the basis of the similarity of the characteristics of goods. This division of labor allows buyers to accumulate maximum knowledge about their product. The larger the retailer, the narrower the specialization of workers in its purchasing center.

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

Goals of the Purchasing Department

The objectives of the purchasing 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.
Get the maximum benefit for the enterprise.
Collaborate and communicate 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 records of purchased goods and maintain other information flows that arise in the course of procurement activities.
Develop and stimulate activities, improve the skills of managers for the purchase of goods.

The priorities for achieving each goal are determined by a particular company, depending on the adopted strategy of activity. For example, for a company pursuing a strategy to reduce costs, the first goal from the above list will be a priority. In conditions of a shortage of some kind of resources, it will be a priority to ensure their uninterrupted supply so that the normal course of the production or trade process is not disturbed, and during periods of saturation of the commodity market, it is especially important
is to maintain the turnover of a trading company at the required level while minimizing investments in inventory.

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

Delivery time

Delays in purchases can disrupt the production schedule, resulting in high overhead costs, and goods purchased ahead of schedule place an additional burden on the working capital and storage facilities of the enterprise.

Lot size

The optimal size of the supply lot, i.e., compliance with the 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 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 end product produced by the enterprise will not meet accepted standards. It is necessary to constantly improve the quality of procurement in order 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 procurement activities require a large amount of working capital, and the lack of working capital, as experience shows, is one of the main problems of Russian business. Profits generated by purchasing at lower prices, and especially by reducing overall logistics costs, can be very significant.

Market research

Procurement market research. The Purchasing Department should conduct regular collection and evaluation of information in order to determine the best sources of purchases and optimize 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. Specialists identify four main stages in the evolution of procurement logistics, the characteristics of which are given in the table below:

The procurement department (service) is a functionally separate division of the company, which has close contacts with other structures. So, employees of the purchasing department carry out purchases by ordering goods from suppliers and transferring information about orders to the transport department. The transport department undertakes the function of physically moving the cargo from the supplier to the company's warehouses, where, upon arrival, it transfers the cargo to the warehouse employees. Warehouse stores goods. Department of operational
accounting is engaged in information logistics. In connection with such close ties, for the rational organization of procurement logistics, it is necessary to pay constant attention to maintaining effective working relationships between the purchasing department and other structural divisions of the enterprise.

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

Purchasing performance indicators

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

reduction of purchase costs in the structure of general logistics costs;
the level of defective products purchased;
share of purchases made on time;
the number of situations where the required resources were not in stock, which caused disruptions in the production schedule or the fulfillment of a customer order;
the number and reasons for changes made to orders due to the fault of the purchasing service;
the number of applications received and completed;
the share of transportation costs in the structure of total procurement costs, etc.

Functions of a Purchasing Manager

Each stage of the procurement process is an opportunity for more profit for the company. This includes choosing the best supplier, getting the best prices, ordering the right amount of goods, an efficient method of transportation, minimizing losses from defective goods - in short, everything where a company can reduce the cost of purchasing logistics and thereby achieve greater profits. And all the tools that the 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 distinguish the following models of buyers (Klimenko A. Motivation or imitation? - http://www.iteam.ru/publications/logistics/section_89/article_2843):

Model "performer"

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

Model "expert"

The expert's task is to find goods 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 offer huge payment deferrals, and best of all - payment by
the fact of sale and with the right to return unsold copies.

Model "logist"

Sometimes, due to the characteristics of some markets, as well as the scale and age of the company, the tasks of finding suppliers, finding the lowest prices are not the main ones for the department
procurement. All suppliers are known, the conditions are agreed and are not subject to major changes. In such a situation, the main task of the purchasing manager becomes optimization, i.e. ensuring the flow of resources in accordance with the logistical rule "Seven N".

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

The Purpose of a Purchasing Manager is to provide the production or trading 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 the optimal quantity and assortment.
Provides planned indicators for the turnover of product groups.
Prepares orders for suppliers.
Tracks order fulfillment.
Regularly monitors the availability and sales of high-demand goods in order to prevent their shortage.
Studying new proposals of suppliers, market conditions.
Summarizes and brings the received information to the management.

Timely informs the company's divisions about new offers and receipts 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, 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 contract;
factors to consider when choosing a supplier and carrier;
ways to improve the efficiency of procurement management using information technology;
the use of electronic data interchange when interacting with suppliers;
procurement methods;
operations that make up the "Purchase" business process;
functions performed by various intermediaries in the process of order fulfillment;
the procedure for drawing up the contract;
sanctions applied in case of failure to comply with the terms of the contract;
ethics of business communication.

The Purchasing Manager must be able to:

reasonably choose the best delivery terms;
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;
make an overview of the supplier market;
analyze supplier reliability;
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 draft contracts;
build strong business relationships with suppliers that strengthen the image and reputation of your company;
fulfill all agreements with suppliers in a timely manner, do not leave any issue unresolved;
take measures to pay off debts in settlements with suppliers.

For the successful performance of professional duties, it is important for a buyer to have an analytical mindset, systems thinking, be attentive, able to act effectively in stressful situations, control their activities, be able to plan and prioritize, have a large active vocabulary and be able to clearly convey their thoughts to people with different level 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.

The purchasing manager works with large volumes of information. This is information about suppliers, about the order of delivery, transportation and payment. The analytical activity of the purchasing manager is to compare prices, quality, delivery times and choose the best option; in product market analysis. At the same time, a special place is occupied by the decision-making process in a short time.

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

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

Directions for advanced training of a procurement manager are: improving the methods of professional communication; training in negotiation skills; mastering the skills of planning the working day and organizing the procurement process; development of teamwork; improvement of knowledge in the field of production, study of 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 salary of purchasing managers, establishes quantitative indicators and payroll mechanisms based on the adopted indicators. After that, the company must bring its wage policy to the buyers and put in place a motivation system.

The motivation of the purchaser should follow from his functional duties and powers. The system of motivation of the purchasing manager, as a rule, is 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 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 defects in the delivered products, the percentage of incomplete requests for resources, the percentage of complaints, etc.

All indicators of the buyer's motivation system should be related to the results of procurement activities that he can really influence (that is, which depend specifically on his work).

In addition, these indicators should 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 procurement 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 evaluation indicators of the purchasing manager of a retail trading company (44 - Buzukova E. Procurement and suppliers. Assortment management course in retail. P. 218–219).

An important indicator of the evaluation of a purchasing manager is his compliance with professional ethical standards.

The professional ethics of buyers includes such aspects of relationships with suppliers as:

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

There are the following opinions about the permissibility of gifts from suppliers:

Buyers are not allowed to accept gifts, received gifts must be returned.
Buyers may keep promotional gifts, such as pens, calendars, notebooks, etc.
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 conduct conversations with buyers, during which to 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 present the procurement standards formulated by the Institute of Supply Management (USA) (Lysons K., Gillingham M. Procurement and supply chain management. P. 797.):

First of all, look after the interests of your company.
Be open to advice and consultation from colleagues.
Purchasing with your company in mind and spending every dollar wisely.
Actively acquire knowledge about purchased materials and production processes.
Work honestly and openly, rejecting any form of bribery.
Demonstrate a benevolent attitude towards all who deserve it.
Respect and demand respect from others for their duties.
Avoid conflict.
Help and advise colleagues as needed.
Collaborate with all organizations and specific people who are called upon to raise the status of this profession.

Information support of the purchasing department

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

Significant assistance in the analysis of the process of supplying the company with resources, the formation of orders to suppliers can be obtained using the right software. At the same time, it is necessary to pay attention to the program's capabilities to generate analytical reports. Each enterprise, using a computer information system, forms its own set 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 activities:

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

The above indicators of control and evaluation of procurement 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 procurement activities. Thus, minimum inventory standards are used to control the level of inventory and are the basis for the formation of automatic orders to suppliers. When using automatic orders, the purchasing manager spends time only on adjusting the formed orders, which significantly reduces the time spent, since he does not need to view the remaining goods.

With the help of software for procurement logistics processes, a systematic analysis of the market situation and the work of suppliers of goods is carried out. This provides the buying 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 the likely shortage of goods, which can lead to disruptions in the trading process, to lost sales, and consequently to increased costs and reduced profits. Information received in advance from suppliers about possible interruptions in supplies allows you to prepare for them in advance and minimize possible losses.

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

Most software products that automate procurement management and are usually included in a computer information system contain the "Purchases" module, which performs the following main functions:

Monitoring of contractual relations with suppliers and carriers. Monitoring the fulfillment of obligations to pay for deliveries.
Tracking the implementation of the delivery schedule with forecasting the time of receipt of goods at the warehouse.
Generation of documents required for the acceptance of goods to the warehouse, with automatic distribution to financially responsible persons.
Making claims to the supplier (carrier, freight forwarder) on the range, quantity and quality of the products supplied.
Automation of all operations for the receipt, consumption and internal movement of material assets in warehouses.
Accounting for all transactions with the help of warehouse accounting cards, filled in automatically on the basis of primary documents.
Accounting for material assets in various units of measurement.
Conducting warehouse operations in accordance with current accounting rules.
Maintaining a list of materially responsible persons with assignment to warehouses and groups of material values.
Accounting for inventory acts and generation of an inventory list.
Complete operational information about the quantity, quality, expiration date, storage address, supplier and carrier (forwarder) of each item of purchased goods at any time.
Providing information on excess and deficit stocks.

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

To form a base of suppliers of goods, a necessary condition is the constant monitoring of their performance indicators. The information system of the company should allow keeping the history of each supplier and data reflecting the dynamics of performance indicators. This database accumulates information about potential suppliers for the implementation of the procedure for selecting and switching to work with another supplier.

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

contact details of specific employees of the supplier's company;
Bank details;
working conditions, discounts, bonuses and other agreements, and with the history of their development;
price lists, according to which purchases were made;
the history of all orders from the supplier with the available returns, defects, delays and short deliveries;
current and maximum trade credits, payment terms;
names of the supplied goods;
price or price range depending on volume discounts, payment terms, etc.;
packaging or other data important for the transport 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 evaluate the quality of their work. After the enterprise receives the ordered goods, new information is entered into the information system of the purchasing department. This operation includes maintaining a database of documents:

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

An equally important aspect of information support for procurement logistics is the management of internal information flows that circulate 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. Assortment management course in retail. P. 386.)

It should be noted that in trade enterprises information exchange becomes more complicated due to the wide range of goods, their rapid updating and the complex structure of the description of each item of goods. 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 vehicles 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 by units of products in packages;
variety of vehicles delivering goods;
non-observance of delivery terms;
various requirements of suppliers to the procedure for receiving products, determining defective products and the procedure for filing claims;
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 document flow, which reduces the quality of procurement logistics.

Thus, an important direction 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 workflow procedure.

Responsibility 4.1. The head of the procurement department is responsible for: - non-fulfillment (improper performance) of his official duties provided for by this job description, to the extent determined by the labor legislation of the Russian Federation; - offenses committed in the course of carrying out their activities - within the limits determined by the administrative, criminal and civil legislation of the Russian Federation; - infliction of material damage - within the limits determined by the labor, criminal and civil legislation of the Russian Federation. The job description was developed in accordance with [name, number and date of the document].

Job description of the head of the procurement department

Wholesale and retail prices for product groups from the Company's assortment, including the prices of major manufacturers, Suppliers, as well as Competing Companies. 4.5. Methods and procedure for purchasing food products. 4.6. The procedure for concluding contracts with Suppliers and monitoring their implementation.

4.7. The procedure for settlements under contracts. 4.8. Organization of warehouse work Enterprises, methods of planning, control and management of warehouse stock. 4.9. Database "XXX", as well as other software used by the Company to support the trading process.

The Head of the Purchasing Department reports to the Commercial Director or the person replacing him, carries out the instructions of the General Director. 6. The Head of the Procurement Department is a member of the extended membership of the Board of Directors of the Company, on behalf of the Board of Directors prepares materials for discussion of the issues on the agenda of the Board.

Job Descriptions

Important

Controls the fulfillment of obligations to suppliers.2.8. Provides documentary registration of transactions.2.9. Tracks sales for each product and, in case of deterioration in sales, together with the marketing department, develops and takes measures to reduce the inventory balance. 2.10.

Determines the types of goods that need to be included in the assortment or removed from the assortment due to the futility.2.11. Determines the minimum stock balance of goods and ensures the availability of the required quantity of goods in the company's warehouse.2.12.

Attention

Ensures the constant availability of high-demand goods, regularly monitors the availability and sales of high-demand goods in order to prevent their shortage.2.13. Provides departments and services of the company with all the necessary information about the goods.2.14.

Advises sellers, and, if necessary, buyers on their product group.2.15.

Jobs and Responsibilities of a Purchasing Manager

Interact with the heads of all structural divisions of the company. 3.5. Act on behalf of the company, represent the interests of the company in relations with other organizations, public authorities on procurement issues.

3.6. Apply personally or on behalf of the company's management to the heads of departments and specialists with requests for the provision of information and documents that are necessary for the performance of their duties. 3.7. Get acquainted with the draft decisions of the company's management that relate to the procurement and marketing of products.

V. Responsibility The head of the purchasing department is responsible for: 5.1. In case of causing material damage, within the limits determined by the criminal, civil, labor legislation of the Russian Federation.
5.2.

Goals and responsibilities of the purchasing department

If the employees of the company (production department) work directly with suppliers without notifying the purchasing department, this will facilitate backdoor sales, when a potential supplier will influence the specification of finished products in such a way that he will become the only source of supply. If the supplier's technical staff needs to meet directly with the buyer's engineers, the purchasing department arranges for such meetings.

The above list of tasks is one of the options for recruiting employees of the purchasing department of a manufacturing enterprise. In each company, the purchasing / supply department will have its own scope of authority, which will depend on the organizational structure of the company and the logistics system as a whole.

Job description of the head of the procurement department

Manages the work of the Purchasing Department, distributes responsibility among the managers of the Department for certain product groups and for additional areas of work. 2. Determines the order and procedure for the purchase of food products, criteria and norms for conducting purchase transactions, determines and agrees on the procedure for settlements with Suppliers.

3. Controls the state of warehouse stocks for all product groups. 4. Optimizes the purchasing policy (order frequency, order size, order time, minimum stock balance) taking into account changes in customer demand, seasonal fluctuations, deadlines for implementation, the situation in the production of specific food products, as well as other necessary factors.
5.

Purchasing department

General Provisions 1. Appointment to the position of a procurement manager or dismissal from it is carried out by order of the director of the organization on the proposal of the head of the procurement department. 2. A person with at least secondary professional education and at least one year of experience in a similar position is appointed to the position of a procurement manager. 3. The purchasing manager reports directly to the head of the purchasing department. 4. During the absence of the procurement manager, functional duties, responsibility, rights, are transferred to another official, which is recorded in the order for the organization. 5.

Purchasing manager job description

Places orders with suppliers. 6. Carries out documentary registration of transactions. 7. Tracks the stages of order fulfillment. 8. Controls the fulfillment of the obligations of the parties.

Participates in the receipt of goods and execution of relevant documents. 10. Tracks the turnover of goods in the organization, together with other departments.

Sets the categories of goods that need to be purchased for the needs of the organization. 12. Sets the minimum inventory balance and promotes the availability of the required amount of goods in stock.

Implements measures to maintain the constant availability of goods in high demand. 14. Advises sellers and buyers on their product groups.

15. Provides departments of the organization with the necessary information about the goods. 16. Draws up and substantiates plans for the purchase of goods. 17. Performs official assignments of the immediate supervisor. III.

Purchasing department: goals, functions, evaluation and motivation

There should also be effective communication between the procurement department and the marketing and sales department. Without this, many efforts to create a purchasing department, improve its structure and motivation will remain without the proper result.

If a category management system is implemented in a holding or organization, then the buyer must work in conjunction with a category manager. At the same time, it is necessary to delimit the area of responsibility of each specialist so that the motivation system remains transparent and understandable to everyone. 11 Weird Signs That You're Good in Bed

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Sample job description for deputy head of procurement

A sample job description is drawn up taking into account the professional standard

1. General Provisions

1.1. The Deputy Head of Purchasing belongs to the category of managers.

1.2. A person who has:

1) higher education (specialist, magistracy), additional professional education in advanced training programs or professional retraining programs in the field of procurement;

2) at least 5 years of work experience in the field of procurement, including at least 2 years in managerial positions.

1.3. The Deputy Head of Purchasing should know:

1) the requirements of the legislation of the Russian Federation and regulatory legal acts regulating activities in the field of procurement;

2) the basics of civil, budgetary, land, labor and administrative legislation in terms of application to procurement;

3) fundamentals of antimonopoly legislation;

4) normative legal acts regulating the production and economic and financial and economic activities of the organization;

5) legislative and regulatory legal acts on taxation;

6) economic bases and peculiarities of pricing in the market by directions;

7) analysis and methods for assessing the degree of achievement of procurement objectives and their validity;

8) the procedure and methods for assessing the effectiveness of meeting state, municipal and corporate needs;

9) basics of management and personnel management;

10) basics of accounting in terms of application to procurement;

11) fundamentals of statistics in terms of application to procurement;

12) features of the preparation of procurement documentation;

13) the procedure for establishing pricing factors and identifying qualitative characteristics that affect the cost of goods, works, services (by directions);

14) the procedure for the preparation and execution of reports, regulatory documents, amendments;

15) law enforcement practice in the field of procurement;

16) rules of administrative document flow;

17) qualification requirements for specialists, levels (sublevels) of qualifications;

18) normative acts and the procedure for attestation (certification) or assessment of the qualifications of employees;

19) the methodology for conducting an examination of the procurement procedure and documentation;

20) the procedure for drawing up a document in the form of a conclusion based on the results of an examination of the procurement procedure and documentation;

21) the methodology for conducting an examination of the compliance of the results provided for by the contract with the terms of the contract;

22) ethics of business communication and rules of negotiation;

23) labor discipline;

24) Internal labor regulations;

25) labor protection requirements and fire safety rules;

26) ……… (other documents, materials, etc.)

1.4. The Purchasing Manager must be able to:

1) use computing and other auxiliary equipment, means of communication and communications;

2) to form proposals for improving the legislation of the Russian Federation and other regulatory legal acts on the contract system in the field of procurement;

3) to analyze and evaluate the results of procurement, the achievement of procurement goals;

4) carry out verification, analysis and evaluation of information on the legality, expediency, validity, timeliness, efficiency and effectiveness of procurement costs under planned for conclusion, concluded and executed contracts;

5) summarize the results of the implementation of expert-analytical and information activities;

6) conduct scheduled and unscheduled inspections in relation to the subjects of control in the course of procurement;

7) use a unified information system and the information contained therein;

8) ……… (other skills and abilities)

1.5. The Deputy Head of Procurement in his activities is guided by:

1) Federal Law of 05.04.2013 N 44-FZ "On the contract system in the field of procurement of goods, works, services to meet state and municipal needs", Federal Law of 18.07.2011 N 223-FZ "On the procurement of goods, works, services Certain Types of Legal Entities", Federal Law No. 53-FZ of 02.12.1994 "On Procurement and Supply of Agricultural Products, Raw Materials and Food for State Needs";

2) ……… (name of constituent document)

3) Regulations on ……… (name of the structural unit)

4) this job description;

5) ……… (names of local regulations governing labor functions by position)

1.6. During the absence of the Deputy Head of Procurement (holidays, temporary

disability, etc.) his duties are performed by a deputy or another

duly appointed employee who acquires

rights and is liable for failure to perform or

improper performance of the duties assigned to him in connection with

substitution.

1.7. The Deputy Head of Procurement reports directly to ……… (title of the position of the head)

1.8. The Deputy Head of Procurement manages ……… (name of the structural unit)

1.9. ……… (other general provisions)

2. Labor functions

2.1. Procurement control:

1) monitoring in the field of procurement;

2) audit and control in the field of procurement.

2.2. Management of subordinate employees.

2.3. ……… (other functions)

3. Job responsibilities

3.1. The Vice President of Purchasing has the following responsibilities:

3.1.1. As part of the labor function, monitoring in the field of procurement:

1) evaluates:

Degrees of achievement of the purposes of purchases;

justification of purchases;

2) forms proposals for improving the legislation of the Russian Federation and other regulatory legal acts on the contract system in the field of procurement;

3) use a unified information system and the information contained therein;

4) evaluates the efficiency of meeting state, municipal and corporate needs;

5) prepares a consolidated analytical report.

3.1.2. As part of the labor function, audit and control in the field of procurement:

1) analyzes and evaluates the results of procurement, achievement of procurement goals;

2) checks, analyzes and evaluates information on the legality, expediency, validity, timeliness, efficiency and effectiveness of procurement costs under planned for conclusion, concluded and executed contracts;

3) summarizes the results of the implementation of expert-analytical and information activities;

4) develops regulatory or local acts in the field of procurement, adapts and changes them in accordance with changes in the legislation of the Russian Federation in the field of procurement;

5) conducts scheduled inspections in relation to the subjects of control in the course of procurement;

6) conducts unscheduled inspections in relation to the subjects of control in the course of procurement;

7) draws up and draws up reports on the results of document checks.

3.1.3. As part of the labor function, the management of subordinate employees:

1) organize the development and approval of plans of the headed structural unit;

2) distributes labor functions, job assignments between subordinate employees and exercises control over their implementation;

3) ensures compliance with labor legislation and legislation on labor protection in relation to subordinate employees, creation of working conditions that meet the established requirements;

4) organize the training of subordinate employees, improve their skills;

5) resolve conflict situations between subordinate employees;

6) submits for consideration by the management of the organization:

Representations on the appointment, transfer and dismissal of subordinate employees;

Proposals to encourage subordinate employees;

Proposals on the involvement and disciplinary liability of subordinate employees who have committed disciplinary offenses;

7) ……… (other duties)

3.1.4. As part of the performance of his labor functions, he performs the instructions of his immediate supervisor.

3.1.5. ……… (other duties)

3.2. In the performance of their duties, the Procurement Adviser must comply with the following ethical standards:

1) respect the confidentiality of information;

2) observe the ethics of business communication;

3) take an active position in the fight against professional dishonesty;

4) not to disclose the materials of working studies;

5) not create conflict situations in the workplace;

6) not to take actions that discredit the profession and reputation of colleagues;

7) to prevent slander and dissemination of information discrediting other organizations and colleagues.

3.3. ……… (other job descriptions)

4. Rights

The Deputy Head of Purchasing has the right to:

4.1. Participate in the discussion of draft decisions of the organization's management, in meetings on their preparation and implementation.

4.2. Sign and endorse ……… (types of documents)

4.3. Initiate and conduct meetings on the organization and control of procurement.

4.4. Request and receive from structural divisions, specialists the necessary information, documents.

4.5. Conduct quality and timeliness checks on assignments.

4.6. Demand the termination (suspension) of work (in case of violations, non-compliance with established requirements, etc.), compliance with established standards; give instructions for correcting deficiencies and eliminating violations.

4.7. Participate in the discussion of issues related to their official duties.

4.8. Require the management of the organization to assist in the performance of his duties and rights.

4.9. ……… (other rights)

5. Responsibility

5.1. The Deputy Head of Procurement is responsible for:

For improper performance or non-performance of their official duties provided for by this job description - in the manner established by the current labor legislation of the Russian Federation, legislation in the field of procurement;

For offenses and crimes committed in the course of their employment - in the manner prescribed by the current administrative and criminal legislation of the Russian Federation;

For causing damage to the organization - in the manner prescribed by the current labor legislation of the Russian Federation.

5.2. ……… (other liability provisions)

6. Final provisions

6.1. This job description was developed on the basis of the Professional Standard "", approved by Order of the Ministry of Labor and Social Protection of the Russian Federation of September 10, 2015 N 625n, taking into account ... ... ... (details of the organization's local regulations)

6.2. Familiarization of the employee with this job description is carried out upon employment (before signing the employment contract).

The fact that the employee is familiarized with this job description is confirmed by ……… (signature on the familiarization sheet, which is an integral part of this instruction (in the journal of familiarization with job descriptions); in a copy of the job description kept by the employer; otherwise)

6.3. ……… (other final provisions).

Job description of the head of the procurement department[name of company]

This job description has been developed and approved in accordance with the provisions and other legal acts governing labor relations.

1. General Provisions

1.2. A person with a higher professional education and at least [value] years of experience in the field of procurement is appointed to the position of head of the procurement department.

1.4. The Purchasing Manager must:

Key legislative and regulatory acts regulating the activities of [name of organization];

The current financial and economic practice in this area;

Requirements for the quality of goods;

Wholesale and retail prices for product groups from the range of [name of organization], including prices of major manufacturers, suppliers, as well as competing organizations;

Procurement methods and procedures;

The procedure for concluding contracts with suppliers and monitoring their implementation;

The procedure for settlements under contracts;

Organization of warehouse work [name of organization], methods of planning, control and management of warehouse stock;

Database, as well as other software used by the organization to support the trading process;

Internal labor regulations;

Rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

1.5. The Purchasing Manager is responsible for the following tasks:

Organization and personal management of the procurement of goods for the entire product range of [indicate the name of the organization];

Formation of the assortment, determination of the volume of purchases and participation in pricing;

Ensuring maximum competitiveness of prices and conditions for purchased products.

2. Job responsibilities

2.1. The Purchasing Manager has the following responsibilities:

Management of the work of the purchasing department, distribution among the managers of the department of responsibility for certain product groups and for additional areas of work;

Monitoring the state of warehouse stocks for all product groups;

Checking the quantity and quality of domestic supplies;

Implementation of timely selection of suppliers;

Organization and holding of tenders, analysis of tender documentation;

Participation in negotiations with functional divisions in order to achieve the best prices and reduce costs during purchases and deliveries;

Evaluation of the quality and effectiveness of existing suppliers and providers;

Cost-effectiveness management by selecting the most suitable suppliers;

Monitoring the market of goods and services purchased by the company;

Statistics on commodity groups and individual commodity items;

Warehouse analysis, planning the pace of purchases;

Negotiating, preparing and concluding contracts with suppliers and customers;

Making decisions on the necessary changes in the conditions of work with suppliers, achieving optimal conditions for deliveries;

Control over the process of budgeting purchases, pricing, external logistics;

Organization of interaction of the procurement department with other departments of [indicate the name of the organization];

Control of purchasing managers (correspondence of purchase prices to the market situation);

Distribution of responsibilities for certain groups of goods among department managers;

Supervision of subordinate employees

3. Rights

3.1. The head of the purchasing department has the right to:

Act on behalf of [indicate the name of the organization], represent the interests of the organization in relations with other organizations, public authorities on procurement issues;

Get acquainted with the draft decisions of the management of [indicate the name of the organization] related to the procurement and marketing of products;

Make proposals to the management of [indicate the name of the organization] to improve the activities of the procurement department;

Interact with the heads of all structural divisions of [indicate the name of the organization];

Request personally or on behalf of the management of the organization from the heads of departments and specialists the necessary information and documents to complete the tasks;

Sign and endorse documents within their competence;

Take part in negotiations with representatives of enterprises and organizations on issues related to the performance of functional duties;

Establish job responsibilities for employees subordinate to him;

Make proposals to the management of [indicate the name of the organization] to improve the work of the procurement department and its interaction with departments;

Submit for consideration by the management of [indicate the name of the organization] proposals for the appointment, transfer and dismissal of employees of the procurement department, proposals for their encouragement or the imposition of penalties on them;

Improve your skills.

4. Responsibility

4.1. The Purchasing Manager is responsible for:

Failure to perform (improper performance) of their official duties provided for by this job description, within the limits determined by the labor legislation of the Russian Federation;

Offenses committed in the course of carrying out their activities - within the limits determined by the administrative, criminal and civil legislation of the Russian Federation;

Causing material damage - within the limits determined by the labor, criminal and civil legislation of the Russian Federation.

The job description was developed in accordance with [name, number and date of the document].

Head of Human Resources

[initials, last name]

[signature]

[day month Year]

Agreed:

[initials, last name]

[signature]

[day month Year]

Familiarized with the instructions:

[initials, last name]