Job description of the head of the procurement department sample form. Job Description Head of Network Procurement Department Job Description
The deputy head of procurement in his activities is guided by: 1) Federal Law dated 04/05/2013 N 44-FZ “On the contract system in the field of procurement of goods, works, services to meet state and municipal needs”, Federal Law dated 07/18/2011 N 223- Federal Law “On the procurement of goods, works, services by certain types of legal entities”, Federal Law dated December 2, 1994 N 53-FZ “On the procurement and supply of agricultural products, raw materials and food for state needs”; 2) ……… (name of the constituent document) 3) Regulations on ……… (name of the structural unit) 4) this job description; 5) ……… (names of local regulations regulating labor functions by position) 1.6.
Job description of the head of the procurement department
Appointment to the position of head of the procurement department and dismissal from it is carried out on the basis of an order from the general director of the enterprise on the recommendation of the commercial director. 1.5. The head of the purchasing department reports directly to the commercial director or his deputy and carries out the instructions of the general director. 1.6. If the head of the purchasing department is absent, then his duties are temporarily performed by the purchasing manager, who is responsible for the proper performance of his official duties and is appointed by the commercial director.
1.7. The head of the purchasing department is a member of the extended board of directors of the company; on behalf of the board of directors, he prepares materials for discussing issues on the board’s agenda. 1.8.
Job Descriptions
Attention
This job description has been developed on the basis of the Professional Standard “Procurement Specialist”, approved by Order of the Ministry of Labor and Social Protection of the Russian Federation dated September 10, 2015 N 625n, taking into account ……… (details of local regulations of the organization) 6.2. The employee is familiarized with this job description upon hiring (before signing the employment contract). The fact that the employee has familiarized himself with this job description is confirmed by ……… (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; in another way) 6.3.
Job description of the head of the procurement department
Federal Law). 5. Contract manager according to 44-FZ: job description The Customer has 3 possible options for appointing a contract manager: Option No. 1 - Hire a new employee for the position of contract manager with the conclusion of an employment contract. Or you can hire an employee for a different position, but with similar responsibilities and powers; Option No. 2 - Transfer a full-time employee to the position of contract manager (or similar position) with the conclusion of an agreement to change the terms of the employment contract; Option No. 3 - Agree with the full-time employee on the possibility of combining positions according to the rules of Article 60.2 of the Labor Code of the Russian Federation (in this case, in accordance with Article 151 of the Labor Code of the Russian Federation, the employee is paid additionally, and appropriate changes are made to his job description).
Job description of the head of the procurement department sample form
Interacting with the financial service, organizes mutual settlements with suppliers, monitors the status of the company's accounts payable arising in connection with the purchase of goods. 3.15. Prepares reporting forms and estimates as established for the department. 3.16. Monitors the correctness of information in reports and estimates, confirms (endorses) their accuracy, and monitors the execution of estimates.
3.17. Monitors and ensures the preparation of contracts with manufacturers and suppliers, coordination of delivery terms and conditions, studies the possibility and feasibility of the company’s cooperation with other enterprises and organizations to obtain more favorable purchasing conditions. 3.18. Monitors the provision of the company with the most profitable and favorable payment terms. 3.19.
Knoll & Walters LLC
A large enterprise daily requires a large number of different goods and items necessary for the normal labor process. Industrial enterprises need to have a sufficient supply of raw materials in warehouses, periodically replenishing them. The head of the purchasing department, whose job description we will look at in this article, is responsible for the company’s purchasing of everything necessary for everyday needs.
Organization of procurement In the typical job description of the head of the purchasing department, one of the main responsibilities of the head of the department indicates the organization of purchases for the needs of the company from third-party suppliers and sellers. Procurement organization is a fairly broad concept, including many individual actions leading to a single result - the enterprise receiving everything it needs at any given time.
Job description
Responsibility 4.1. The head of the procurement department is responsible for: - failure to perform (improper performance) of his job duties provided for in 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 labor, criminal and civil legislation of the Russian Federation. The job description has been developed in accordance with [name, number and date of document].
Job descriptions for the head of the procurement department
If an offense is committed in the course of carrying out its activities, within the limits determined by the criminal, civil, administrative legislation of the Russian Federation. 5.3. In case of failure to perform or improper performance of their official duties, which are provided for in this job description, within the limits determined by the labor legislation of the Russian Federation. 5.4. In case of errors in the procurement process, which led to low sales of goods, within the variable part of the salary.
Head of the structural unit: (signature) (surname, initials) 00.00.201_g.
Job description of the head of the procurement department 44-FZ
Work in the field of procurement is unthinkable without knowledge of the rules and regulations of legislation in those areas of business that the head of the procurement department has to deal with every day. In particular, the rules for concluding sales and purchase agreements and supply agreements. Methods for resolving disagreements under such agreements, labor law norms, since the activities of a manager are related to interaction with subordinate employees, the general procedure for internal document flow - this is the minimum legal knowledge that the specialist we are considering should have.
Finally, the costs incurred by the enterprise as a whole directly depend on how the pricing policy and conditions with partners during procurement are structured.
Job description of the head of the procurement department 44-FZ
Contract manager job requirements5. Contract manager according to 44-FZ: job description6. Responsibility of the contract manager under 44-FZ: fines7. Contract manager: training and professional standards8. Search for a contract manager vacancy 1.
Who is a contract manager? Contract manager is an official responsible for the implementation of a purchase or several purchases, including the execution of each contract. A contract manager is appointed in the case when the total annual volume of purchases (abbreviated as SGZ) of the Customer does not exceed 100 million rubles and the Customer does not have a contract service (Part 2 of Article 38 of 44-FZ). One Customer may simultaneously have several contract managers responsible for individual sectors of procurement activities.
Job Description Head of Purchasing Department 44 ap
Provides a regime for maintaining trade secrets by Department employees. 26. Carry out official assignments from his immediate supervisor and direct superiors. IV. Rights The Head of the Procurement Department has the right to: 1. Act on behalf of the Enterprise, represent the interests of the Enterprise in relations with other organizations, government bodies on procurement issues.
Info
Get acquainted with the draft decisions of the Enterprise Management regarding the procurement and sales of products. 3. Submit proposals to improve the activities of the Procurement Department for consideration by the Enterprise Management. 4. Interact with the heads of all structural divisions of the Enterprise.
5. Request personally or on behalf of the Enterprise Management from the heads of departments and specialists information and documents necessary to fulfill their official duties. 6.
Job Description Head of the Procurement Department 44 Federal Laws
Important point! According to Part 3 of Article 38 of 44-FZ, the contract service operates in accordance with the regulations (regulations) developed and approved on the basis of the standard regulations (regulations) approved by the federal executive body for regulating the contract system in the field of procurement. Article 38 of 44-FZ does not provide for the Customer’s obligations to develop and approve regulations for the contract manager. 4. Contract manager requirements for the position According to Part 6 of Article 38 of 44-FZ, the contract manager must have a higher education or additional professional education in the field of procurement.
Job descriptions taking into account professional standards 2016-2017
Sample job description for head of procurement department
A sample job description is compiled taking into account the professional standard Procurement Specialist
1. General Provisions
1.1. A person who has:
1) higher education (specialist’s degree, master’s degree), additional professional education in advanced training programs or professional retraining programs in the field of procurement;
2) work experience in procurement for at least 4 years.
1.2. The head of the purchasing department must know:
1) requirements of the legislation of the Russian Federation and regulations governing activities in the field of procurement;
2) the basics of civil, budget, land, labor and administrative legislation as they apply to procurement;
3) basics of antimonopoly legislation;
4) economic principles of pricing;
5) the basics of accounting as applied to procurement;
6) basic statistics as they apply to procurement;
7) features of pricing in the market (by area);
8) features of drawing up procurement documentation;
9) the procedure for establishing price-forming factors and identifying quality characteristics that affect the cost of goods, works, services (by area);
10) law enforcement practice in the field of logistics and procurement activities;
11) methodology for conducting:
Checking (examination) of the procurement procedure and documentation;
Examination of the compliance of the results provided for in the contract with the terms of the contract;
12) the procedure for drawing up a document in the form of a conclusion based on the results of an inspection (examination) of the procurement procedure and documentation;
13) features of preparing documents for claims work;
14) ethics of business communication and rules of negotiation;
15) labor discipline;
16) Internal labor regulations;
17) labor protection requirements and fire safety rules;
18) ……… (other documents, materials, etc.)
1.3. The head of the purchasing department must be able to:
1) use computer and other auxiliary equipment, communications and communications equipment;
2) negotiate, analyze data on the progress of fulfillment of obligations;
3) organize and conduct procedures for attracting experts and expert organizations;
4) check the compliance of facts and data when providing (presenting) the results stipulated by the contract with the terms of the contract;
5) apply liability measures and take other actions in case of violation by the supplier (contractor, performer) of the terms of the contract;
6) involve third-party experts or expert organizations to examine (check) the compliance of the results provided for in the contract with the terms of the contract;
7) draw up and execute documents based on the results of the inspection;
8) ……… (other skills and abilities)
1.4. The head of the purchasing department is guided in his activities by:
1) Federal Law of 04/05/2013 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 07/18/2011 N 223-FZ "On the procurement of goods, works, services certain types of legal entities", Federal Law of December 2, 1994 N 53-FZ "On the purchase and supply of agricultural products, raw materials and food for state needs";
2) ……… (name of the constituent document)
3) Regulations on ……… (name of structural unit)
4) this job description;
5) ……… (names of local regulations regulating labor functions by position)
1.5. The head of the procurement department reports directly to ……… (name of the manager’s position)
1.6. The head of the procurement unit manages ……… (name of the structural unit or area of activity within which the group of subordinate employees is organized)
1.7. ……… (other general provisions)
2. Labor functions
2.1. Examination of procurement results, contract acceptance:
1) checking compliance with the terms of the contract;
2) checking the quality of the goods, works, and services presented.
2.2. Management of subordinate employees.
2.3. ……… (other functions)
3. Job responsibilities
3.1. The head of the purchasing department performs the following duties:
3.1.1. As part of the labor function, checking compliance with the terms of the contract:
1) receives information about the progress of fulfillment of the obligations of the supplier (contractor, performer), including about difficulties arising during the execution of the contract;
2) checks the accuracy of the information received on the progress of fulfilling the obligations of the supplier (contractor, performer), including difficulties arising during the execution of the contract;
3) organizes the acceptance procedure for individual stages of contract execution and creates an acceptance commission;
4) attracts experts and expert organizations to conduct an examination of the goods supplied, work performed or services rendered;
5) interacts with the supplier (contractor, performer) when changing or terminating the contract;
6) applies liability measures and takes other actions in the event of a violation by the supplier (contractor, performer) of the terms of the contract, including organizing inclusion in the register of unscrupulous suppliers.
3.1.2. As part of the labor function, checking the quality of goods, works, and services presented:
1) checks the compliance of the results provided for in the contract with the terms of the contract;
2) checks the compliance of facts and data when providing (presenting) the results stipulated by the contract with the terms of the contract;
3) organizes procedures for acceptance of delivered goods, work performed (its results), services provided and creates an acceptance committee;
4) attracts third-party experts or expert organizations to examine (check) the compliance of the results provided for in the contract with the terms of the contract;
5) prepares materials for the consideration of cases of appealing the actions (inaction) of the customer and for performing claim work;
6) draws up and executes documents based on the results of the inspection.
3.1.3. As part of the labor function, management of subordinate employees:
1) distributes labor functions and official tasks among subordinate employees and exercises control over their implementation;
2) provides subordinate employees with advisory support, gives explanations and instructions within the framework of the performance of labor functions by subordinate employees;
3) ensures compliance with labor legislation and labor protection legislation in relation to subordinate employees, creation of working conditions that meet established requirements;
4) resolves conflict situations between subordinate employees;
5) ……… (other duties)
3.1.4. As part of the performance of his job functions, he carries out instructions from his immediate supervisor.
3.1.5. ……… (other duties)
3.2. When performing his duties, the leading procurement specialist must comply with the following ethical standards:
1) maintain confidentiality of information;
2) comply with the ethics of business communication;
3) take an active position in the fight against professional dishonesty;
4) not to disclose materials of working research;
5) not create conflict situations in the workplace;
6) do not commit actions that discredit the profession and reputation of colleagues;
7) prevent slander and dissemination of information discrediting other organizations and colleagues.
3.3. ……… (other provisions on job responsibilities)
4. Rights
The head of the procurement department has the right:
4.1. Participate in discussions of draft decisions of the organization’s management, in meetings on their preparation and implementation.
4.2. Request clarifications and clarifications from your immediate supervisor regarding these instructions and assigned tasks.
4.3. Request, on behalf of the immediate supervisor, and receive from other employees of the organization the necessary information and documents necessary to carry out the assignment.
4.4. Familiarize yourself with draft management decisions relating to the function he performs, with documents defining his rights and responsibilities for his position, and criteria for assessing the quality of performance of his labor functions.
4.5. Submit proposals for the organization of work within the framework of their labor functions for consideration by their immediate supervisor.
4.6. Participate in discussions of issues related to the duties performed.
4.7. ……… (other rights)
5. Responsibility
5.1. The head of the procurement department is held accountable:
For improper performance or failure to fulfill one’s official duties provided for in 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 work activities - in the manner established by the current administrative and criminal legislation of the Russian Federation;
For causing damage to the organization - in the manner established by the current labor legislation of the Russian Federation.
5.2. ……… (other liability provisions)
6. Final provisions
6.1. This job description has been developed on the basis of the Professional Standard “Procurement Specialist”, approved by Order of the Ministry of Labor and Social Protection of the Russian Federation dated September 10, 2015 N 625n, taking into account ……… (details of local regulations of the organization)
6.2. The employee is familiarized with this job description upon hiring (before signing the employment contract).
The fact that the employee has familiarized himself with this job description is confirmed by ……… (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; in another way)
6.3. ……… (other final provisions).
Having entrusted the management of the trade assortment and commodity flows to specialists, management determines the necessary powers and areas of their responsibility, which should be recorded in job descriptions and in the buyer motivation system.
The work of the purchasing department influences all company activities: sales, efficient use of working capital, consumer satisfaction with prices and assortment, warehouse fullness and the efficiency of the internal supply chain. It is associated with the work of employees of almost all departments - from accounting to transport services. In this regard, it is necessary to carefully consider the organizational aspects of procurement logistics.
The most complex models for organizing purchasing activities are typical for large chain stores. Analysis of domestic and foreign experience makes it possible to identify the following models of purchasing logistics of retail chains.
Model 1. Direct from the supplier
Suppliers directly supply all chain stores with goods. Obviously, this is the most ineffective scheme from the point of view of transport logistics, which is also characterized by a high level of costs.
Model 2. Through a distribution center
A retail chain creates its own distribution center. Let us note the positive aspects of this option: reducing inventory in store warehouses, increasing the turnover and manageability of inventory, ensuring the availability of goods during 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 that small retail chains, first of all, 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 large amounts of money in the construction of a distribution center (taking into account the development of the network), which is not always profitable.
- Long payback period for a distribution center.
- The distribution center may not be fully loaded, and the costs of its maintenance must be borne in full.
- Maintenance and modification of a modern and fairly complex warehouse information system.
- When renting a distribution warehouse, it may not be adapted to the profile of the retail chain (for example, it may 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 there is no provision for increasing the number of stores, then you can consider working with a good wholesale trading company (distributor). Based on the efficient logistics of distributors, the network can significantly reduce the cost of purchasing and maintaining its own logistics resources.
Thus, the decision on which purchasing 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
Experts identify the following models for managing a retail trade network and its purchasing logistics:
Investment model
It assumes the presence of an investing and consolidating center with independent retail 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 brand.
The advantages of this model: management tasks at the central office are simplified, and initiative can be taken locally.
Disadvantages: inability to take advantage of the advantages of the network structure, dependence on the qualifications of store managers, lack of procurement consolidation.
Holding model
The center determines the purchasing policy (suppliers, product range and purchasing prices), but the stores are independent in operational management. High efficiency of information about the condition of retail facilities is not very important for the center. This model is used by a significant part of Russian retail companies, and it successfully implements one of the main tasks of chain retail - consolidation of 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 managing a specific store by local managers.
Disadvantages: excessive growth of the management apparatus and, as a result, high costs.
Centralized model
This is the most effective organization of a network trading company. The unified control center delegates to stores the functions that are minimally necessary to participate in logistics operations (ordering goods, inventory, revaluation). At the same time, the network may include stores of the same format or different ones.
The advantages of this model: cost reduction, effective use of the management apparatus with its concentration in a single center. In fact, this is remote management of retail facilities, which allows you to intensify all business processes of a trading company, and therefore gain a significant competitive advantage.
Disadvantages: dependence on the uninterrupted and efficient operation of the information and computer system.
Tray model
This model assumes complete concentration of management in the center and minimization of management functions in the store (except for the sale of goods to customers). The central office houses an information system and records the movement of goods, and the entire network management apparatus is concentrated there.
Advantages of this model: great savings in technical and labor resources.
Disadvantages: direct delivery of goods to the store is excluded, poor consideration of the local characteristics of the stores’ activities.
Hybrid model
Some of the chain's retail facilities are managed centrally, while some stores may operate on a holding or, for example, tray principle. A similar management method is found in retail companies building large national chains. At the same time, regional bushes can act as divisions operating according to a centralized management model. Within these structures, either a centralized or a hybrid management model is used.
Advantages of this model: practically the only possible management method for national and international chain retailers, ensuring a unified product policy.
The disadvantages are similar to those of the holding management model, but they can be significantly reduced if territorial bushes are managed using a centralized or tray method.
Functions of the purchasing department
The purchasing department is a department 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 activities of the purchasing service are other functional divisions of the enterprise that require purchased products.
The importance of this division in the structure of a trading company is difficult to overestimate, just as it is difficult to overestimate the importance of properly organized purchasing logistics for the operation of the entire enterprise.
In principle, the procurement of resources in a company can be structured centrally or decentralized. If a company approaches the process from a decentralized position, employees of 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 benefits to centralized purchasing, which is why almost all but the smallest companies use this approach to purchasing. When purchasing centrally, a specific person is appointed or a purchasing department is created with the authority to acquire resources in the interests of all divisions of the trading enterprise.
Specialists in the purchasing department of an enterprise are responsible for purchasing products in accordance with requests received from internal consumers, or independently monitor the need for resources. Within the purchasing department itself, the activities that make up the Purchasing business process are often subject to further specialization in order to develop the professionalism of purchasing managers.
Purchasing centers of large retail chains usually consist of departments responsible for purchasing some part of the product range. The distribution of assortment between departments often occurs on the principle of similarity of product characteristics. This distribution of labor allows buyers to accumulate maximum knowledge about their product. The larger the retail company, the narrower the specialization of employees in its purchasing center.
In a small company where the purchasing department is represented by one person, naturally, there will be no division of functions.
Goals of the purchasing department
The goals of the procurement 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.
- Reap maximum benefits for the enterprise.
- Collaborate and effectively interact 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 accounting of purchased goods and support other information flows arising in the course of procurement activities.
- Develop and stimulate activities, improve the qualifications of goods purchasing managers.
The priorities for achieving each goal are determined by a specific company depending on the adopted business strategy. For example, for a company pursuing a cost reduction strategy, achieving the first goal from the list above will be a priority. In conditions of a shortage of some type of resources, the priority will be to ensure their uninterrupted supply so that the normal course of the production or trade process is not disrupted, and during periods of saturation of the commodity market, it is especially important
It becomes necessary 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 goals of activities in the field of organization and procurement management.
Delivery time
Late purchases can disrupt the production schedule, which will entail large overhead costs, and goods purchased earlier than scheduled place an additional burden on the company's working capital and warehouse space.
Batch size
The optimal size of the delivery lot, i.e. maintaining an exact correspondence between the volume of supplies and the needs for them. Excess or insufficient volume of supplied resources negatively affects the balance of working capital, the sustainability of product 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 final product produced by the enterprise will not meet accepted standards. It is necessary to constantly improve the quality of procurement 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 purchasing 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. The profit gained from purchasing at lower prices and especially from reducing overall logistics costs can be very significant.
Market research
Procurement market research. The purchasing department should regularly collect and evaluate information to determine the best sources of purchases and optimize the range of purchased goods.
When organizing the work of the purchasing department, the level of development of purchasing logistics in the company should be taken into account. Experts identify four main stages in the evolution of purchasing 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. Thus, employees of the purchasing department carry out purchases by ordering goods from suppliers and transmitting information about orders to the transport department. The transport department takes on the function of physically moving cargo from the supplier to the company's warehouses, where upon arrival it hands over the cargo to the warehouse workers. The warehouse stores goods. Operations department
accounting deals with information logistics. In connection with such close ties, for the rational organization of purchasing 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 effective procurement organization for any enterprise, it is necessary to systematically monitor and analyze procurement logistics.
Purchasing Department Performance Indicators
Guided by the functions of the purchasing department, the effectiveness of its work is usually assessed by the following indicators:
- reduction of procurement costs in the structure of general logistics costs;
- level of defects of purchased products;
- share of purchases completed on time;
- the number of situations when the necessary resources were not in stock, which resulted in disruptions in the production schedule or fulfillment of a customer order;
- the number and reasons for changes made to orders due to the fault of the procurement service;
- number of applications received and completed;
- share of transport costs in the structure of total procurement costs, etc.
Functions of a purchasing manager
Each stage of the purchasing process is an opportunity to generate greater profits for the company. This includes choosing the best supplier, obtaining optimal prices, ordering the correct quantity of goods, an effective method of transportation, minimizing losses from defective goods - in a word, everything where a company can reduce the costs of purchasing logistics and thereby achieve greater profits. And all the tools that a 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 identify the following purchasing models (Klimenko A. Motivation or imitation? - http://www.iteam.ru/publications/logistics/section_89/article_2843):
Performer model
When the production volume or future sales volume for each product item is known with a high degree of reliability, the key task of the purchasing manager is reduced solely to the strict implementation of the purchasing plan.
Expert model
The expert's task is to find products that will be sold within a short period of time.
Model "genius"
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 deferred payments, and best of all - payment by
fact of sale and with the right to return unsold copies.
Logistician model
Sometimes, due to the characteristics of some markets, as well as the scale and age of the company, the tasks of finding suppliers and finding the lowest prices are not the main ones for the department
procurement All suppliers are known, the conditions are agreed upon and are not subject to major changes. In such a situation, the main task of the purchasing manager becomes optimization, i.e., ensuring the receipt of resources in accordance with the “Seven H” logistics rule.
Before introducing a system of motivation for purchasing managers, the company must develop a clear purchasing policy. Depending on the purchasing model preferred for implementing this policy (“expert”, “performer”, etc.), it is necessary to select personnel, create a system for their control and use indicators of the motivation system.
The main goal of a purchasing manager consists of providing the company’s production or trading process with resources (goods and services).
To achieve this goal, the purchasing manager performs the following functions:
- Ensures the availability of goods in optimal quantities and assortment.
- Provides planned indicators for turnover of product groups.
- Places orders for suppliers.
- Monitors order fulfillment.
- Regularly monitors availability and sales of high-demand products in order to prevent shortages.
- Studying new offers from suppliers and market conditions.
- Summarizes and communicates received information to management.
Timely informs company departments about new offers and receipts of goods, ensures the availability of the necessary information about goods in the company’s information and accounting system.
Depending on the tasks performed, areas of professional knowledge and skills are determined.
The purchasing manager must know:
- methods of managing financial flows in logistics;
- all components of the supply contract;
- factors taken into account when choosing a supplier and carrier;
- ways to improve the efficiency of procurement management using information technology;
- 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 order fulfillment process;
- procedure for drawing up a contract;
- sanctions applied in case of non-compliance with the terms of the contract;
- ethics of business communication.
A purchasing manager must be able to:
- reasonably choose the best delivery conditions;
- correctly complete the necessary documents;
- establish interaction between the purchasing department and other departments;
- evaluate and select a supplier;
- receive and analyze information about the range of goods offered by suppliers;
- review the supplier market;
- analyze the reliability of the supplier;
- analyze delivery terms offered by suppliers;
- negotiate with suppliers (in terms of determining prices, delivery conditions, etc.);
- compare offers received from different suppliers;
- analyze and draw up 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 and do not leave any issue unresolved;
- take measures to repay debts in settlements with suppliers.
To successfully perform professional duties, it is important for a buyer to have an analytical mind, systematic thinking, to be attentive, able to act effectively in stressful situations, to control his activities, to be able to plan and prioritize, to have a large active vocabulary and to be able to clearly convey his thoughts to people with different backgrounds. 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.
A purchasing manager works with large amounts of information. This is information about suppliers, the order of delivery, transportation and payment. The analytical activity of the purchasing manager consists of comparing price, quality, delivery time and selecting the optimal option; in product market analysis. At the same time, a special place is occupied by the process of decision-making in a short time.
A purchasing manager works in an office. Basically, his activities are carried out using such means as telephone, fax, Internet, computer (working with professional programs, databases, the Internet; writing reports, etc.).
Difficult for most professionals in the field of purchasing logistics are conflicts with the sales department (production department), problems of interaction with difficult suppliers (for example, with monopolists in the market).
The areas of advanced training for a purchasing manager are: improving professional communication methods; training in negotiation skills; mastering the skills of planning a working day and organizing the procurement process; development of teamwork; improving knowledge in the field of production, studying the types and types of products, customer demand and sales technologies, legal aspects of purchasing activities.
Evaluation and motivation of the purchasing manager
An important aspect of organizing the work of a purchasing manager is the development and implementation of a system for motivating his work. During development, the company determines which indicators will affect the salaries of purchasing managers, establishes quantitative indicators and mechanisms for calculating wages based on accepted indicators. After this, the company must communicate its wage policy to buyers and put in place an incentive system.
The buyer's motivation should stem from his functional responsibilities and powers. The motivation system for a purchasing manager is usually 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 orders 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 supplied products, the percentage of incompletely fulfilled requests for resources, the percentage of complaints, etc.
All indicators of the buyer’s motivation system must be related to those results of procurement activities that he can really influence (i.e., which depend specifically on his work).
In addition, these indicators must 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 purchasing manager is at least 50% of the total remuneration. The bonus portion is calculated based on pre-established performance evaluation indicators.
The table below shows the assessment indicators for the purchasing manager of a retail trading company (44 - Buzukova E. Purchasing and suppliers. Course of assortment management in retail. P. 218–219).
An important indicator for evaluating a purchasing manager is his compliance with professional ethical standards.
Professional ethics of buyers includes such aspects of relationships with suppliers as:
- respecting the interests of your company;
- confidentiality of information;
- fair competition;
- attitude towards business gifts from suppliers.
The following opinions exist regarding the permissibility of gifts from suppliers:
- Buyers are not allowed to accept gifts; gifts received must be returned.
- Buyers can keep promotional gifts, such as pens, calendars, notepads, 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 chosen options, it is advisable for the company to hold conversations with buyers, during which you remind them of the existence of ethical standards in the company and explain the need to comply with them.
To illustrate the importance of the ethical side of purchasing logistics, here are the standards for purchasing activities formulated by the Institute of Supply Management (USA) (Lysons K., Gillingham M. Purchasing and Supply Chain Management. P. 797):
- First of all, respect the interests of your company.
- Be open to advice and consultation from colleagues.
- Make purchases with your company's interests in mind and every dollar spent wisely.
- Actively acquire knowledge of purchased materials and production processes.
- Work honestly and openly, rejecting any form of bribery.
Demonstrate a friendly attitude towards everyone who deserves it. - Respect and demand respect from others for your responsibilities.
- Avoid conflicts.
- Help and advise colleagues as the need arises.
- Collaborate with all organizations and specific people who are designed to improve the status of this profession.
Information support for the purchasing department
To manage purchasing logistics, an enterprise must have information systems for managing its performance indicators. They must provide the ability to thoroughly analyze and monitor the execution of the Purchasing business process.
Significant assistance in analyzing the process of supplying a company with resources and generating orders to suppliers can be obtained using the right software. In this case, it is necessary to pay attention to the program’s ability to generate analytical reports. Each enterprise, using a computer information system, generates its own set of procurement reports based on the goals and objectives formulated by top management.
As practice shows, reports and indicators are common that reflect the following aspects of procurement activities:
- Market purchasing conditions:
- changes in prices for purchased goods;
- changes in the supply-demand ratio in the market;
- forecasts of market dynamics for purchased goods.
- Inventory cost analysis:
- investment in inventory;
- daily (ten-day, monthly) deliveries and ordered volume of supplies for main product groups;
- turnover by groups of purchased goods;
- analysis of discounts received;
- 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 lack of necessary goods in the warehouse;
- number of changes made to orders;
- delivery time of purchased goods;
- labor productivity of purchasing department employees;
- price changes resulting from negotiations, analytical work, improved packaging, rationalization of transportation, etc.;
- transport costs.
- Supplier reliability:
- share of late deliveries and delivery refusals;
- losses from lost sales;
- share of incomplete deliveries;
- quality of transport services provided by suppliers and carriers.
The above indicators for monitoring and evaluating purchasing 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 purchasing activities. Thus, minimum inventory standards are used to control inventory levels and are the basis for generating automatic orders to suppliers. When using automatic orders, the purchasing manager spends time only on adjusting the generated orders, which significantly reduces time costs, since he does not need to view remaining goods.
With the help of procurement logistics process software, a systematic analysis of market conditions and the work of goods suppliers is carried out. This provides the purchasing 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 likely shortages of goods, which can lead to disruptions in the trading process, lost sales, and, consequently, increased costs and decreased profits. Information received in advance from suppliers about possible supply disruptions allows you to prepare for them in advance and minimize possible losses.
Modern computer systems should strengthen the company's information integration with its suppliers, increase the level of cooperation between 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 a “Purchasing” module, which performs the following main functions:
- Monitoring of contractual relations with suppliers and carriers. Monitoring the fulfillment of obligations to pay for supplies.
- Monitoring the implementation of the delivery schedule with forecasting the time of receipt of goods at the warehouse.
- Generation of documents necessary for acceptance of goods into the warehouse, with automatic distribution to financially responsible persons.
- Making claims to the supplier (carrier, forwarder) regarding the range, quantity and quality of supplied products.
- Automation of all operations on receipt, consumption and internal movement of material assets in warehouses.
- Accounting for all transactions using warehouse cards filled out automatically based on primary documents.
- Accounting for material assets in various units of measurement.
- Conducting warehouse operations in accordance with current accounting rules.
- Maintaining a list of financially responsible persons with assignment to warehouses and groups of material assets.
- Accounting for inventory acts and generating an inventory list.
- Complete operational information about the quantity, quality, expiration date, storage address, supplier and carrier (forwarder) of each item of purchased product at any time.
- Providing information on excess and deficit stocks.
Computer information systems ensure the storage and use of information about existing contracts with suppliers, in accordance with which orders are placed, the product classification of purchased brands, and the register of suppliers.
To form a base of goods suppliers, a necessary condition is constant monitoring of their performance indicators. The company's information system must allow for the history of each supplier and data reflecting the dynamics of performance indicators. This database accumulates information about potential suppliers to implement the selection procedure and switch to working with another supplier.
In addition to the name of each supplier, the supplier database should contain:
- contact details of specific employees of the supplier company;
- Bank details;
- working conditions, discounts, bonuses and other agreements, with the history of their development;
- price lists according to which purchases were made;
- the history of all orders from the supplier with any returns, defects, delays and short deliveries;
- current and maximum trade credits, payment terms;
- names of supplied goods;
- price or price range depending on discounts provided for volume of purchases, payment terms, etc.;
- packaging or other data important for the transport of goods.
Once a purchase order has been sent to a supplier, the purchasing manager must be able to monitor its progress through the information system. At the same time, all deviations in the fulfillment of obligations by suppliers are recorded so that the manager can assess the quality of their work. After the enterprise receives the ordered goods, new information is entered into the purchasing department information system. This operation includes maintaining a document database:
- an order log, which keeps track of all orders by number and displays the status of each order (completed, partially completed, not completed);
- a purchase order register containing copies of all purchase orders;
- a commodity register showing all purchases of each product (date, supplier, quantity, price, purchase order number);
- a supplier register displaying all purchases made from him.
An equally important aspect of information support for purchasing logistics is the management of internal information flows circulating 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. Course of assortment management in retail. P. 386.)
Note that in trading 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 product item. In this regard, the main features of goods acceptance in trading companies are:
- presence of a large number of suppliers;
- different packaging conditions;
- loading vehicles in bulk (in boxes, without the use of mechanized unloading means) and on pallets;
- acceptance of products with recalculation not only of the number of places, but also by product units in packages;
- variety of vehicles delivering goods;
- failure to meet delivery deadlines;
- different requirements of suppliers for the procedure for receiving products, identifying defective products and the procedure for filing complaints;
- different composition of the package of documents accompanying the goods.
These features still do not allow us to create a unified technology for working with all suppliers, create a unified information space and achieve a unified document flow, which reduces the quality of procurement logistics.
Thus, an important direction is to improve the information support of purchasing logistics, which will allow companies to create integrated supply chains that minimize costs, create a unified information space and a unified document flow procedure.
Sample job description for purchasing manager
The sample job description is compiled taking into account the professional standard
1. General Provisions
1.1. The purchasing manager belongs to the category of managers.
1.2. A person who has:
1) higher education (specialist’s degree, master’s degree), additional professional education in advanced training programs or professional retraining programs in the field of procurement;
2) work experience in procurement for at least 5 years, including at least 2 years in management positions.
1.3. The purchasing manager must know:
1) requirements of the legislation of the Russian Federation and regulations governing activities in the field of procurement;
2) the basics of civil, budget, land, labor and administrative legislation as they apply to procurement;
3) basics of antimonopoly legislation;
4) regulatory legal acts regulating the production, economic and financial and economic activities of the organization;
5) legislative and regulatory legal acts on taxation;
6) economic fundamentals and features of pricing in the market by area;
7) analysis and methods for assessing the degree of achievement of procurement goals 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 as applied to procurement;
11) basic statistics as they apply to procurement;
12) features of drawing up procurement documentation;
13) the procedure for establishing price-forming factors and identifying quality characteristics that affect the cost of goods, works, services (by area);
14) the procedure for preparing and processing reports, regulatory documents, and making changes;
15) law enforcement practice in the field of procurement activities;
16) rules of administrative document flow;
17) qualification requirements for specialists, levels (sublevels) of qualifications;
18) regulations and procedures for conducting certification (certification) or assessing the qualifications of employees;
19) 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 the examination of the procurement procedure and documentation;
21) methodology for conducting an examination of the compliance of the results provided for in 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 computer and other auxiliary equipment, communications and communications equipment;
2) formulate proposals for improving the legislation of the Russian Federation and other regulatory legal acts on the contract system in the field of procurement;
3) analyze and evaluate the results of procurement and the achievement of procurement goals;
4) carry out verification, analysis and assessment of information on the legality, feasibility, validity, timeliness, efficiency and effectiveness of procurement costs for contracts planned for conclusion, concluded and executed;
5) summarize the results of expert-analytical and information activities;
6) conduct scheduled and unscheduled inspections of subjects of control during procurement;
7) use a unified information system and the information contained in it;
8) ……… (other skills and abilities)
1.5. The purchasing manager is guided in his activities by:
1) Federal Law of 04/05/2013 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 07/18/2011 N 223-FZ "On the procurement of goods, works, services certain types of legal entities", Federal Law of December 2, 1994 N 53-FZ "On the purchase and supply of agricultural products, raw materials and food for state needs";
2) ……… (name of the constituent document)
3) Regulations on ……… (name of structural unit)
4) this job description;
5) ……… (names of local regulations regulating labor functions by position)
1.6. During the absence of the procurement manager (vacation, temporary
disability, etc.) his duties are performed by a deputy or another
an employee appointed in accordance with the established procedure who acquires
relevant rights and bears responsibility for non-fulfillment or
improper performance of duties assigned to him in connection with
substitution.
1.7. The purchasing manager reports directly to ……… (name of the manager’s position)
1.8. The head of procurement manages ……… (name of 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 Purchasing Manager performs the following responsibilities:
3.1.1. As part of the labor function, monitoring in the field of procurement:
1) carries out an assessment:
Degree of achievement of procurement objectives;
Reasonability of procurement;
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) uses a unified information system and the information contained in it;
4) assesses the effectiveness of meeting state, municipal and corporate needs;
5) draws up a summary analytical report.
3.1.2. As part of the labor function, audit and control in the field of procurement:
1) carries out analysis and assessment of procurement results, achievement of procurement goals;
2) carries out verification, analysis and assessment of information on the legality, feasibility, validity, timeliness, efficiency and effectiveness of procurement costs for contracts planned for conclusion, concluded and executed;
3) summarizes the results 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 of subjects of control during procurement;
6) conducts unscheduled inspections of subjects of control during procurement;
7) compiles and prepares reports based on the results of document checks.
3.1.3. As part of the labor function, management of subordinate employees:
1) organizes the development and approval of plans of the headed structural unit;
2) distributes labor functions and official tasks among subordinate employees and exercises control over their implementation;
3) ensures compliance with labor legislation and labor protection legislation in relation to subordinate employees, creation of working conditions that meet established requirements;
4) organizes training of subordinate employees and improvement of their qualifications;
5) resolves conflict situations between subordinate employees;
6) submits for consideration by the management of the organization:
Representations regarding the appointment, transfer and dismissal of subordinate employees;
Proposals to encourage subordinate employees;
Proposals for 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 job functions, he carries out instructions from his immediate supervisor.
3.1.5. ……… (other duties)
3.2. In the performance of his duties, the Procurement Advisor must comply with the following ethical standards:
1) maintain confidentiality of information;
2) comply with the ethics of business communication;
3) take an active position in the fight against professional dishonesty;
4) not to disclose materials of working research;
5) not create conflict situations in the workplace;
6) do not commit actions that discredit the profession and reputation of colleagues;
7) prevent slander and dissemination of information discrediting other organizations and colleagues.
3.3. ……… (other provisions on job responsibilities)
4. Rights
The purchasing manager has the right:
4.1. Participate in discussions 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 necessary information and documents from structural units and specialists.
4.5. Conduct quality checks and timely execution of orders.
4.6. Demand cessation (suspension) of work (in case of violations, non-compliance with established requirements, etc.), compliance with established standards; give instructions to correct deficiencies and eliminate violations.
4.7. Participate in discussions of issues related to the duties performed by him.
4.8. Require the management of the organization to provide assistance in the performance of its official duties and rights.
4.9. ……… (other rights)
5. Responsibility
5.1. The purchasing manager is held accountable for:
For improper performance or failure to fulfill one’s official duties provided for in 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 work activities - in the manner established by the current administrative and criminal legislation of the Russian Federation;
For causing damage to the organization - in the manner established by the current labor legislation of the Russian Federation.
5.2. ……… (other liability provisions)
6. Final provisions
6.1. This job description has been developed on the basis of the Professional Standard "", approved by Order of the Ministry of Labor and Social Protection of the Russian Federation dated September 10, 2015 N 625n, taking into account ……… (details of local regulations of the organization)
6.2. The employee is familiarized with this job description upon hiring (before signing the employment contract).
The fact that the employee has familiarized himself with this job description is confirmed by ……… (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; in another way)
6.3. ……… (other final provisions).
I approve
_____________________________ (Last name, initials)
(name of organization, its ________________________________
organizational and legal form) (director; other person authorized
approve job description)
JOB DESCRIPTION FOR THE HEAD OF PURCHASING DEPARTMENT
——————————————————————-
(name of institution)
00.00.201_g. №00
I. General provisions
1.1. This job description establishes the rights, responsibilities and job responsibilities of the head of the procurement department _____________________________________________ (hereinafter referred to as the “company”). Name of institution
1.2. The head of the purchasing department belongs to the category of managers.
1.3. A person appointed to the position of head of the procurement department must have a higher education and work experience in the field of procurement for at least 3 years.
1.4. Appointment to the position of head of the procurement department and dismissal from it is carried out on the basis of an order from the general director of the enterprise upon presentation.
1.5. The head of the procurement department reports directly or to the person replacing him and carries out assignments.
1.6. If the head of the procurement department is absent, then his duties are temporarily performed by a procurement manager, who is responsible for the proper performance of his official duties, and he is appointed.
1.7. The head of the purchasing department is a member of the extended board of directors of the company; on behalf of the board of directors, he prepares materials for discussing issues on the board’s agenda.
1.8. The head of the purchasing department must know:
— the company’s requirements for the quality of goods;
— financial and business practices established in the field of procurement;
— methods and procedures for purchasing food products;
— the procedure for concluding contracts with suppliers and monitoring their implementation;
— procedure for settlements under contracts;
— database, as well as other software used by the company to support the trading process;
— wholesale and retail prices for product groups from the company’s assortment, including prices of major manufacturers, suppliers, as well as competing companies;
— the main legislative and regulatory acts regulating the activities of companies in the wholesale and retail trade of food products;
— organization of the company’s warehouse operations, methods of planning, control and management of warehouse inventory.
1.9. Performance evaluation criteria:
— organization of constant and uninterrupted operation of the purchasing department;
— fulfillment of the enterprise’s plans for margin;
- saving costs wasted in departments;
— absence of negative assessments from the company’s management and the management of the commercial service and unfounded claims from structural divisions;
— the ratio of popular items of goods and slow-moving ones (optimization of assortment);
— compliance with the procurement budget;
— implementation of a plan that determines cost savings for the purchase and storage of goods;
— setting an effective purchasing policy for the company.
II. Functions
The head of the procurement department is assigned the following functions:
2.1. Ensuring maximum competitiveness of prices and conditions for purchased products.
2.2. Organization and management of purchases for the entire range of goods presented by the company.
2.3. Ensuring margin targets are met while maintaining the company's output prices competitive.
2.4. Forms an assortment.
2.5. Sets purchase volumes.
2.6. Participates in pricing.
III. Job responsibilities
The head of the procurement department performs the following job responsibilities:
3.1. Provides leadership to the purchasing department by maintaining good working relationships among employees.
3.2. Distributes responsibility for certain product groups and additional areas of work among department managers.
3.3. Carry out work assignments issued by company management.
3.4. Performs operations for the purchase of goods, namely:
— determines the procedure and procedure for purchasing food products, criteria and standards for conducting procurement transactions;
— determines and coordinates the procedure for settlements with suppliers.
3.5. Ensures proper accounting, maintenance and storage of documentation in his department (databases, contracts, powers of attorney, etc.).
3.6. Exercises control over warehouse stocks for all product groups.
3.7. Optimizes purchasing policy (frequency of orders, order size, time of order, minimum balance in warehouse), taking into account changes in consumer demand, seasonal fluctuations, deadlines for sales, the situation in the production of specific food products, as well as other necessary factors.
3.8. Conducts a study of marketing information, commercial offers and advertising materials in order to identify stable demand for new product groups and/or changes in demand for products from the company’s existing range.
3.9. Systematically analyzes statistics on product groups and individual product items, identifies profitable, low-profit and unprofitable product groups, and based on the results of the analysis ensures adjustments to the purchasing policy.
3.10. Organizes the interaction of his department with other departments of the commercial service, general, financial and.
3.11. Makes decisions on changes necessary for the company in terms of working with specific suppliers (necessary discounts, changes in input prices, terms of payment, delivery, packaging, and so on).
3.12. Makes decisions on the size of further purchases or their possible termination.
3.13. Coordinates its decisions, if necessary, with.
3.14. Interacting with the financial service, organizes mutual settlements with suppliers, monitors the status of the company's accounts payable arising in connection with the purchase of goods.
3.15. Prepares reporting forms and estimates as established for the department.
3.16. Monitors the correctness of information in reports and estimates, confirms (endorses) their accuracy, and monitors the execution of estimates.
3.17. Monitors and ensures the preparation of contracts with manufacturers and suppliers, coordination of delivery terms and conditions, studies the possibility and feasibility of the company’s cooperation with other enterprises and organizations to obtain more favorable purchasing conditions.
3.18. Monitors the provision of the company with the most profitable and favorable payment terms.
3.19. Reviews and, based on the economic interests of the company, approves proposals from department managers for the purchase of commodity items assigned to them.
3.20. Together with the financial service, he develops a weekly payment schedule to the company’s suppliers, together keeps records of the company’s costs for the purchase of food products, and regulates costs within the allocated limit (purchase budget).
3.21. Regularly prepares alternative options for less costly and more profitable purchases.
3.22. Organizes claims work with manufacturers and suppliers if they have violated contractual obligations, controls the settlement of these claims, and agrees with them on changes to the terms of concluded contracts.
3.23. Ensures the timely execution by all department employees, without exception, of orders, orders, instructions, etc. issued to the company, and also ensures a regime for maintaining trade secrets by department employees.
3.24. Engaged in the development of proposals for improving the organizational and personnel structure of the department, as well as developing measures for the professional development of employees and increasing their motivation.
The head of the procurement department has the right:
3.1. Contact the company management with proposals for improving the activities of the purchasing department.
3.2. Contact the commercial director with your ideas:
— on the appointment, relocation and dismissal of procurement department employees;
- on rewarding or imposing penalties on employees.
3.3. Sign and endorse documents within your competence.
3.4. 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 and government bodies on procurement issues.
3.6. Contact personally or on behalf of the company management to heads of departments and specialists with requests for information and documents that are necessary to perform their official duties.
3.7. Get acquainted with draft decisions of the company's management that relate to the purchase and sale 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, and labor legislation of the Russian Federation.
5.2. If an offense is committed in the course of carrying out its activities, within the limits determined by the criminal, civil, administrative legislation of the Russian Federation.
5.3. In case of failure to perform or improper performance of their official duties, which are provided for in this job description, within the limits determined by the labor legislation of the Russian Federation.
5.4. In case of errors in the procurement process, which led to low sales of goods, within the variable part of the salary.
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