One-off purchases are often regarded as a necessary evil in purchasing. A spare part, a short-term service or a special item for a project, usually solved quickly in terms of expertise, but often underestimated from an organizational point of view. But costs are only one part of the problem. Many companies overlook that one off purchases carry significant operational risks that go well beyond inefficient processes and, in the worst case, can prove far more expensive than the procurement itself.
Precisely because special requirements are rarely standardized, they often arise outside of clearly defined processes. New suppliers are created under time pressure, master data remains incomplete or incorrect, and payment and contract terms are not clearly regulated. At the same time, necessary checks, such as those relating to creditworthiness, compliance, sanction lists or ESG requirements, are shortened or completely circumvented. In addition, responsibilities with one-time suppliers are often unclear. If delivery delays, poor performance or incorrect invoices occur, there is no reliable structure to react quickly and cleanly.
The effects on operational implementation are particularly critical. Unique supplier relationships are more susceptible to communication problems, lack of availability and late deliveries. What initially seems like a small special requirement can delay entire projects or severely disrupt operational processes. These risks often go unnoticed for a long time until they are reflected in audit findings, unplanned escalations or avoidable additional costs.
A key structural problem lies in the growing number of creditors. Each one-time requirement potentially entails a new supplier and thus increases the complexity of purchasing. More creditors mean more master data maintenance, more audit work, more interfaces and more sources of error. Purchasing is gradually losing transparency and ability to manage, even though these are often only small individual volumes. The actual burden is therefore only partly due to the value of the goods, but above all due to the lack of control over processes and risks.
Instead of setting up new supplier structures for each special requirement, one-time requirements are bundled via a central, certified creditor. Checks, compliance requirements and contract standards are clearly defined once and apply consistently to all one-time purchases. This results in compliance not as an additional effort, but as an integrated part of the process. At the same time, transparency across all special requirements is increasing, responsibilities are clearly defined and operational processes are becoming significantly more stable.
In addition to reducing process costs, a 1 creditor model above all, security of supply and sustainably reduces operational risks. Purchasing and specialist departments are relieved, as ad hoc expenses, escalations and unplanned disruptions are significantly reduced. One-off requirements lose their exceptional character and become a controlled, predictable part of procurement.
