These two earlier conditions unlock the door of opportunity, but purchasing leadership must fully open the door to create influence within the company. Purchasing leadership includes the strategic vision and implementation tactics for how purchasing can best add value to the business. Without appropriate purchasing leadership, top executive vision is not translated into proactive purchasing initiatives. However, strong executive leadership and purchasing leadership can create the other conditions whereas the reciprocal is not true. Accordingly, it may be said that strong executive leadership reacts to the competitive environment and creates opportunities for creative purchasing leadership to develop proactive purchasing initiatives.
Competent employees have a comprehensive understanding of the purchasing process.
In addition, these employees have a thorough knowledge of the business and know how they may add value, can conduct thorough analysis of products and processes, can build coalitions, and know how to develop and use metrics. Purchasing strategies and tactics must be congruent with organizational strategy and culture. If the organization fosters an entrepreneurial, risk-taking culture with minimal controls, purchasing must do likewise. However, if the organization supports hierarchical control with numerous policies, purchasing must be congruent with the balance of the organization. Similarly, purchasing must present initiatives and performance measures consistent with those of the organization.