If discrepancies regularly arise during invoice verification because there is once again no ERP-based order for the invoice, or the prices and payment terms deviate significantly from the framework agreements, then suspicion quickly arises that rogue purchasers are involved.
There can be a wide variety of reasons why individual employees or departments bypass the purchasing department. Often, there is no uniform policy for the procurement of indirect materials such as office supplies, services, or consulting services. However, purchasing processes are often too complicated, or there is simply a lack of knowledge about the right contact persons in the purchasing department.
Colleagues may be acting with the best of intentions and want to relieve the purchasing department by taking the initiative themselves. Or they may discover a special bargain on the Internet and want to act in the best interests of the company by placing a quick order.
Unfortunately, people are often unaware of the high costs incurred by maverick buying in purchasing, invoice verification, and the department that triggered the purchase. If purchasing is not involved at all or is involved too late, existing contracts cannot be used. Long-term bundling potential also remains undiscovered and therefore unused. This is because every need within the company can be used to optimize the basis for negotiation with suppliers. Anyone who considers maverick buying to be the fastest process forgets that suppliers need to obtain internal approval from purchasing and that there are mandatory and necessary contract documents—such as the terms and conditions of purchase—that are often unknown outside of purchasing and are therefore not applied.
For this reason, all purchasing processes should be consolidated and controlled within purchasing.
All purchasers are well advised to use WebCIS as a reliable system for tracking down such rogue purchasers. For example, the Maverick Buying Quote can be determined. If the proportion exceeds 20%, processes should be established as a matter of urgency to involve purchasers at an early stage. The aim should always be to increase the purchasing volume controlled and accounted for by the purchasing department. Clear rules that are transparent and comprehensible for all employees help to establish such processes.
