For companies who strive to achieve an improvement in their purchasing performance, we design a program for improvement customized to each individual client’s needs on the basis of a tried and tested system.
In order to determine a path of growth for successful improvement a good understanding of the current and the desired situation needs to be gained. In a short period of time we create this understanding by testing the (operational) management at 10 predefined aspects, quantitative as well as qualitative. Orange Orca calls this a quick scan of the purchasing function.
Part of the quick scan consists of:
- Conducting interviews with employees involved with the purchasing function
- Executing document analyses
- Substantiate and improve numerical data
A comparison of the current and the desired situation allows an action plan to be generated, in which concrete actions to be taken are placed within a phased structure, including priorities.
Below the 10 predefined aspects of our quick scan are amplified:
Context of the purchasing function (1)
The context consists of all aspects and developments that affect the purchasing function. The total organization structure and the branch in which the company is operating are important aspects. Also company strategy, governance and culture are subject to the research.
Organization of the purchasing function (2 till 6)
This part of the quick scan creates a total picture of the organization of the purchasing function. Subjects are strategic and financial management, HRM, tho organization structure of the purchasing department and ICT systems at the disposal of the purchasing function. These aspects are conditional for the effective abd efficient execution of the purchasing processes.
Purchasing processes (7 till 9)
We disitinguish strategic, tactical and operational purchasing processes. These are all outlined in the aspects 7 till 9. Special attention is paid to the way in which these processes are desgined and evaluated.
Results (10)
Finally, we examine the results of the purchasing department. To what extent does the department contribute to the organization? What improvements are initiated, and to what extent are results measurable and measured? | 
