Purchasing Manager, Buyer or Purchasing Agent

Purchasing managers, buyers, and purchasing agents typically do the following:

Evaluate suppliers based on price, quality, and delivery speed
Interview vendors and visit suppliers' plants and distribution centers to examine and learn about products, services, and prices
Attend meetings, trade shows, and conferences to learn about new industry trends and make contacts with suppliers
Analyze price proposals, financial reports, and other information to determine reasonable prices
Negotiate contracts on behalf of their organization
Work out agreements with suppliers, such as when products will be delivered
Meet with staff and vendors to discuss defective or unacceptable goods or services and determine corrective action
Evaluate and monitor contracts to be sure that vendors and supplies comply with the terms and conditions of the contract and to determine the need for changes
Maintain and review records of items bought, costs, deliveries, product performance, and inventories

Purchasing managers, buyers, and purchasing agents buy farm products, durable and non-durable goods, and services for organizations and institutions. They try to get the best deal for their organization—the highest quality goods and services at the lowest cost. They do this by studying sales records and inventory levels of current stock, identifying foreign and domestic suppliers, and keeping up to date with changes affecting both the supply of, and demand for, products and materials.

Purchasing agents and buyers consider price, quality, availability, reliability, and technical support when choosing suppliers and merchandise. To be effective, purchasing agents and buyers must have a working technical knowledge of the goods or services to be bought.

Evaluating suppliers is one of the most critical functions of a purchasing manager, buyer, or purchasing agent. Many organizations now run on a lean manufacturing schedule and use just-in-time inventories, so any delays in the supply chain can shut down production and potentially cause the organization to lose customers.

Purchasing managers, buyers, and purchasing agents use many resources to find out all they can about potential suppliers. They attend meetings, trade shows, and conferences to learn about new industry trends and make contacts with suppliers.

They often interview prospective suppliers and visit their plants and distribution centers to assess their capabilities. For example, they may discuss the design of products with design engineers, quality concerns with production supervisors, or shipping issues with managers in the receiving department.

Purchasing managers, buyers, and purchasing agents must make certain that the supplier can deliver the desired goods or services on time, in the correct quantities, and without sacrificing quality. Once they have gathered information on suppliers, they sign contracts with suppliers who meet the organization's needs, and they place orders.

Buyers who purchase items to resell to customers largely determine which products their organization will sell. They need to be able to predict what will appeal to their customers. If they are wrong, they could jeopardize the profits and reputation of their organization.

Wholesale and retail buyers purchase goods for resale to consumers. Examples of these goods are clothing and electronics. Purchasing specialists who buy finished goods for resale are commonly known as buyers or merchandise managers. Buyers who work for large organizations usually specialize in one or two lines of merchandise (for example, men's clothing or women's shoes or children's toys). Buyers who work for small stores may be responsible for buying everything the store sells.

Purchasing agents and buyers of farm products buy agricultural products for further processing or resale. Examples of these products include grain, cotton et cetera.

Purchasing agents, except wholesale, retail, and farm products buy items for the operation of an organization. Examples of these items include chemicals and industrial equipment needed for a manufacturing establishment, and office supplies.

Purchasing managers plan and coordinate the work of buyers and purchasing agents, and they usually handle purchases that are more complicated. Those employed by government agencies or manufacturing firms usually are called purchasing directors, managers, or agents; sometimes they are known as contract specialists.

Some purchasing managers, called contract, sourcing, or supply managers, specialize in negotiating and supervising contracts for supplies.

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Purchasing managers, buyers, and purchasing agents typically have an interest in the Persuader and Organiser interest areas, according to the Holland Code framework. The Persuader interest area indicates a focus on influencing, motivating, and selling to other people. The Organiser interest area indicates a focus on working with information and processes to keep things arranged in orderly systems.

If you are not sure whether you have a Persuader or Organiser interest which might fit with a career as a purchasing manager, buyer, and purchasing agent, you can take a career test to measure your interests.

Purchasing managers, buyers, and purchasing agents should also possess the following specific qualities:

Analytical skills. When evaluating suppliers, purchasing managers and agents must analyze their options and choose a supplier with the best combination of price and quality.

Decision-making skills. Purchasing managers and agents must have the ability to make informed and timely decisions by choosing products that they think will sell.

Math skills. Purchasing managers and agents must possess basic math skills. They must be able to compare prices from different suppliers to ensure that their organization is getting the best deal.

Negotiating skills. Purchasing managers and agents often must negotiate the terms of a contract with a supplier. Interpersonal skills and self-confidence, in addition to knowledge of the product, can help lead to successful negotiation.

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