How Pedlar reduces operational complexity and makes unstructured demands manageable
Unstructured one-time requirements are among the underestimated challenges in purchasing. They can rarely be planned, often urgent and usually not covered by existing catalogues or framework agreements. This is precisely why they incur disproportionately high process costs, tie up capacities and shake established procurement processes. In many companies, there is a clear pattern. The more unstructured the demand, the higher the operational costs in purchasing.
At Pedlar, we know from practice that, in addition to high process costs and time expenditure, this is primarily about the type of processing. The following five points show which typical challenges arise again and again and how companies can avoid them in a targeted manner.
Many purchasing organizations have clearly defined standard processes. But it is precisely these that often do not apply when it comes to one-time requirements. Instead of automated processes, special manual channels are created with emails, Excel lists, telephone calls and individual approvals. Each of these breaks increases the time required, the incidence of errors and the lack of transparency.
This can only be avoided if there is also a clear, consistent process for unstructured requirements. A central processing channel ensures that one-time requirements do not have to be reinvented every time, but can be processed in a fixed, comprehensible process.
When processes are too complicated or too slow, specialist departments find their own way. Orders are triggered directly by the supplier, invoices end up unplanned in the accounting department and purchasing often only finds out about them afterwards. This so-called maverick buying is rarely ill-intentioned, but almost always a reaction to time pressure and a lack of alternatives.
A simple, accepted procurement channel, such as with a 1-creditor model for one-time requirements, is the most effective lever to reduce Maverick Buying. When spontaneous demands can be handled quickly, reliably and in compliance with regulations, the motivation to avoid processes decreases significantly.
A central problem with one-off requirements is the large number of new suppliers. Every new requirement potentially entails a new creditor. Creating in ERP, maintaining master data, payment terms and tax information costs time and ties up resources in purchasing and accounting.
This is exactly where Pedlar's 1-Creditor Model comes in. Companies add Pedlar once as a supplier in the system. All one-time demands then go through this one vendor. There is no need to create new suppliers on a recurring basis without losing transparency or control.
One-off requirements are often handled decentrally. As a result, information about costs, suppliers and order volumes is distributed across various systems and people. A consolidated evaluation is hardly possible. This not only makes controlling difficult, but also the strategic development of purchasing.
Centralized processing automatically creates transparency. Orders, invoices and volumes can be clearly assigned and evaluated. This turns one-off requirements from a blind spot to a controllable category.
Time pressure and manual processes often result in incomplete documentation for one-off requirements. Offers are missing, order confirmations are incomplete or invoices do not meet the formal requirements. The result is inquiries, delays and additional expenses in accounting.
A structured processing process ensures that every order is fully documented and meets internal and external requirements. This not only reduces risks, but also relieves all areas involved in the long term.
Perhaps the biggest challenge lies not in the individual process step, but in the overall impact. One-off requirements take up a disproportionate amount of time in purchasing. Time that is then missing for strategic topics such as product group development, supplier management or sustainability initiatives.
Operational tasks are important, but they don't necessarily have to be completed by the same people who should strategically develop purchasing at the same time. With Pedlar, an external partner handles the operational processing of one-off requirements, while purchasing maintains control, budget and control.
One-off requirements are not a side issue, but a central efficiency factor in purchasing. Process breaks, maverick buying and high administrative costs do not arise because these requirements are unavoidably complex, but because they are often dealt with without a clear structure.
A 1-Creditor Model Like that from Pedlar creates exactly this structure. It reduces operational complexity, lowers process costs and creates freedom where they provide the greatest added value. In this way, a supposed problem area becomes a lever for more efficient, strategic purchasing.
