Authors: 1Isaac Kofi Yornu | 1Makafui R. Agboyi
1Lecturers, Procurement Department, Accra Technical University
Email: firstname.lastname@example.org | email@example.com
By now it is beginning to be accepted both in theory and practice that purchasing is a factor of strategic importance for an organisation, rather than a merely administrative and operational activity (see e.g. Van Weele, 1997; Van Stekelenborg, 1997; Lonsdale and Cox, 1997; Telgen, 1997). In this chapter we discuss in detail how as a consequence of present and future developments, the increased importance and complexity of the purchasing function leads to purchasing decisions becoming more important and difficult. Next, we explain why in order to deal with these more important and complex decisions, it makes sense to consider supportive decision models for purchasing. As a result of many years of neglecting purchasing, such models are not yet sufficiently available. Therefore, we argue that it is useful and appropriate to invest research effort in supporting purchasing decision making through models.
Keywords: Supporting Decision Making, Purchasing Decisions, Differentiated Approach