How companies with product group management and a singles supplier model are finally achieving implementation and impact
“We think strategically but act emotionally.” This statement by Manfred Schmid sums up a central problem in modern purchasing. Many companies today have sophisticated strategies, good data and, increasingly, the use of AI. Nevertheless, the desired effect often fails to materialize. The reason for this is rarely the strategy itself, but rather the lack of implementation in everyday life.
An efficient procurement organization needs functioning processes and a clean database. Both are necessary in order to be able to work in a structured way at all. But this is precisely where a common misconception lies. These factors are not competitive advantages, but basic requirements. Only when they are available can strategic purchasing be effective at all.
At the same time, it is clear that even perfect data and optimized processes are no guarantee of success. This is because purchasing is not only a rational system, but is also decisively shaped by people.
Product group management is a central lever for successful strategic purchasing. It forces companies to think across departmental boundaries and to expand the focus from pure costs to value creation. However, this cross-sectoral cooperation in particular is still too rarely consistently implemented in many organizations.
The greatest potential is created where purchasing, technology and other specialist areas work together. It is precisely at this point that it is decided whether a strategy actually becomes a competitive advantage or whether it remains a theoretical construct.
In many companies, strategies are analysed, discussed and documented. But the process often ends right there. There is no clear translation into concrete measures. The decisive factor is not how good an analysis is, but whether action results from it.
Only when it is determined who will take on which task and by when will there be real impact. Without this clarity, even the best strategy has no consequences. This is exactly where one of the biggest weaknesses in purchasing lies.
Another key point is the human factor. Strategies are implemented not because they are logically correct, but because they are understandable and tangible for the people involved. They must fit into everyday life and be clearly communicated.
If employees are unable to understand the strategy or see no connection to their daily work, it will not be implemented. Emotion and conviction therefore play a bigger role than pure logic. This is exactly what distinguishes human action from purely data-driven decisions.
Digitalization has already significantly changed purchasing. Operational processes have become more efficient and create space for strategic tasks. AI will further strengthen this trend by simplifying analyses and reducing administrative activities.
However, technology does not replace the actual challenge. It simply creates the conditions for strategic work to be possible. Responsibility for implementation remains with people.
At this point, it becomes clear where a single supplier model actually starts. The biggest challenge in purchasing is not just the strategy, but the operational reality behind it. Indirect and one-off requirements in particular tie up a disproportionate number of resources and divert purchasing from its actual strategic tasks.
Pedlar solves exactly this problem directly in the process. Using a single supplier model, all indirect purchases are bundled and processed centrally via a single supplier. This means that companies no longer have to create new suppliers, compare offers and check invoices for each individual order, but that all processes run via a uniform channel.
As a result, operational expenses are massively reduced, supplier structures streamlined and processes standardized. But above all, the decisive effect is created. Purchasing is once again gaining time for topics that really create value, such as product group strategies, supplier development or risk management.
Pedlar therefore does not replace a strategy, but creates the necessary basis for strategic purchasing to be implemented in everyday life at all.
An often underrated aspect of good strategies is the ability to consciously refrain. Successful purchasing does not mean working on as many topics as possible at the same time, but focusing on the really relevant levers.
Clear priorities and conscious decisions lead to more focus and therefore to better results. It is precisely this clarity that is missing in many organizations.
Strategic purchasing rarely fails due to a lack of knowledge or inadequate methods. Much more often, the reason lies in the lack of implementation. Processes, data and technology are important building blocks, but they do not replace the decisive human factor.
Only when strategies are understandable, translated into concrete measures and implemented in everyday life do they have a real impact. This is precisely where the greatest potential lies for companies that want to sustainably improve their purchasing.
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