Extract
[...] The Purchasing Manager appears, through his function, as the guarantor of the success but also the legitimacy of the responsible purchasing approach, both within his own teams and vis-à-vis external partnerships. Convinced of the interest of the approach undertaken here, for example, in the case of Responsible Purchasing, he has the mission of making the professionals who accompany him understand and adhere to the implementation and success of these missions. Valuing responsible purchasing, for example, is to defend the interest of all, consumers, distributors, manufacturers and producers, by promoting beneficial actions, in the long term, for all stakeholders. [...]
[...] Recent health scandals, as well as the numerous supply chain disruptions observed since 2020, have thus tarnished the image of a sector plagued by increasingly complex, often outsourced, and even globalized supply chains, resulting in a certain opacity of control and quality monitoring modes. Being a player in the procurement chain of a company in the sector therefore means, first and foremost, having an innovative strategic vision, guaranteeing the success of the company and the efficiency of its industrial process. [...]
[...] Similarly, due to its influence and numerous relationships, established both inside and outside the company, it is able to drive change, by showing through a series of good practices, how the establishment of a circle of sourcing virtuous can, if we support it usefully, establish itself durably at the heart of a giant of the industry where the function of lobbies and ultra-transformed has become the rule and where one often thinks that current practices are unmovable or inalienable. To generate new practices in order to hope to respond to specific objectives constitutes, in reality, one of the current challenges whose role of Purchasing manager aims to concretize and perpetuate the axes of action. [...]
[...] This approach offers many advantages. It is, in fact, both to consolidate a defined purchasing procedure, aiming to simplify operational processes on a daily basis, and to optimize their realization in the long term. To do this, the Purchasing Manager must, step by step, schematize the functioning of his supply chain, identifying, in the first place, - specific resource needs, in line with the expected outcomes. This step, aimed at quantifying the needs as accurately as possible, also allows for the rational projection of raw material acquisitions, with one or more suppliers, and the identification of possible partnerships. [...]
[...] It will also be a matter of highlighting the strategic interest of this from the point of view of both the supplier and the buyer, whether it is a matter of perpetuating the commercial agreement or of valuing virtuous industrial practices within a particularly sensitive sector. These different elements thus constitute essential thinking tools for the effective structuring of an efficient purchasing strategy. Beyond the simple economic interest, it is indeed a matter for the industrial company to establish a virtuous circle, capable of sustainably bringing out specific practices. As part of a chain made up of many interdependencies, the Purchasing manager strategically optimizes his needs, through clear statements and lines of action, articulating the entire organization of the supply chain. [...]
