Purchasing metric

Purchasing indicators serve as efficiency indicators for measuring the quality of purchasing in companies. They represent empirically observable and measurable values that describe the goal of the purchase as adequately as possible. Key figures are used to derive and specify objectives that can be formulated in quantitative terms.

Examples

A company's purchasing volume, for example, can be viewed as a purchasing key figure. Figures on realized savings ("Savings") can also be considered as purchasing key figures.

Further examples of purchasing metrics include a .:

Costs per order process
Complaint rates
Default rates
Number of suppliers

Features and goals

Purchasing indicators enable improved planning options and reveal potential for cost savings. As with any key figure, it is also important when implementing purchasing key figures to keep the amount of data as manageable as possible. In addition, the key figures must be geared towards the respective user group. It is not expedient to apply one system across the board to all areas. You shouldn't lose too much time collecting the data for the key figures; the effort must be in proportion to the benefit.

In procurement , key figures are used to generate transparency, which is a prerequisite for being able to control purchasing activities.

Shopping indicators allow the monitoring of the purchasing process and monitoring the results. The performance of purchasing can be better recorded and evaluated. It becomes possible to identify weak points. The identification of these weak points is necessary in order to achieve the goals of purchasing, e.g. B. to achieve security of supply, price-performance ratio and other strategic goals depending on the goods to be procured and the company-specific objectives. The risks in the supply chain become clear and the company can initiate suitable control measures to minimize these risks.

literature

Steffen Eschinger: Management of purchasing value creation through purchasing controlling . In: Journal for success-oriented corporate management . 26th year 2014, issue 1.

Web links

Bettina Steffen: Purchasing key figures: A thousand and one number ,wirtschaftswissen.de from October 15, 2014

Individual evidence

↑ See Pfohl, H.-C., Logistikmanagement, 1994. p. 211.
↑ See Dhavale, DG: Problems with Existing Manufacturing Performance Measures, in: Journal of Cost Management, 9 Jg., 1995/96, Issue 4, pp. 50-55.
↑ Cf. Bogaschewsky, R .: Global Sourcing - Competitive Strategic Significance and Methodical Support, in: Fröhlich-Glantschnig, E. (Ed.): Marketing im Perspektivenwechsel - Festschrift for Udo Koppelmann, Berlin et al., 2005, p. 31– 58.
↑ Cf. Knauer, C .: Development of an analysis grid to support the procurement market preselection, Norderstedt, 2008.

[1] See Pfohl, H.-C., Logistikmanagement, 1994. p. 211.

[2] See Dhavale, DG: Problems with Existing Manufacturing Performance Measures, in: Journal of Cost Management, 9 Jg., 1995/96, Issue 4, pp. 50-55.

[3] Cf. Bogaschewsky, R .: Global Sourcing - Competitive Strategic Significance and Methodical Support, in: Fröhlich-Glantschnig, E. (Ed.): Marketing im Perspektivenwechsel - Festschrift for Udo Koppelmann, Berlin et al., 2005, p. 31– 58.

[4] Cf. Knauer, C .: Development of an analysis grid to support the procurement market preselection, Norderstedt, 2008.