‭ d Services‬ A ‭The impulses that lead to the purchase of services normally come from all those‬ ‭officials in the company who need to have these services in order to perform their‬ ‭duties. Naturally, the buyer must know from whom he may receive orders in this‬ ‭regard (competency table).‬ ‭The processing of the impulse in the purchasing process‬ I‭n order to avoid as much misunderstanding and mistakes as possible, it is of‬ ‭c ourse important‬‭internal order to prepare purchasing‬‭(written)‬‭to capture.‬ ‭ equesting quotes‬ R ‭Quotations are requested on the one hand to provide a basis for making a‬ ‭purchasing decision, and on the other hand to ensure accountability by the person‬ ‭ordering. However, this work is not necessary under all circumstances. In order to‬ ‭be able to exploit all the opportunities that the purchasing market offers, it is‬ ‭important that the purchasing department has a good (automated)‬‭purchasing‬ ‭source documentation has‬‭, in which both‬‭per item and per supplier‬‭all desired‬ ‭information can be found in a concise form with reference to more detailed‬ ‭information material progress‬‭and settlement checks will‬‭be important in general all‬ ‭requests in‬‭one way or another to‬‭capture‬‭, so that reminders can be made in a‬ ‭timely manner (communicated back). With somewhat large numbers of quotation‬ ‭requests it may be useful to process these in some way‬‭number‬‭and to request‬ ‭suppliers to refer to this number in their quotation. In this way one can also file‬ ‭creation‬‭ease. The registration of quotation requests can also be seen as a means‬ ‭of accountability with‬‭regard to the exercise of purchasing activities that may‬ ‭involve major risks for many companies. As a measure of a special nature, there‬ ‭may be some cases that may merit recommendation on the basis of internal control‬ ‭of the quotations submitted by the suppliers to‬‭be kept separately and unopened‬ ‭until the closing date for submitting tenders‬‭. If such a measure is not taken, there‬ ‭is a risk that, despite the written submission, certain suppliers may be favored when‬ ‭the quotation amounts of others are communicated to them. Traditional purchasing‬ ‭theory assumes that a buyer should not become (too) dependent on a supplier.‬ ‭However, a number of (production) companies now work according to the‬ ‭principles of, following the example of many Japanese companies‬‭Just in time and‬ ‭co-makership‬‭. However, this requires a very close relationship between buyer and‬ ‭supplier and therefore implies a (sometimes drastic) reduction in the number of‬ ‭suppliers with whom we collaborate.‬ ‭The purchasing decision‬ I‭n some cases it will be desirable to make a systematic recording of the‬ ‭purchasing calculations‬‭(estimates and calculations)‬‭on the basis of which‬ ‭purchasing decisions are made. When using such systems it becomes possible to‬ ‭delegate‬‭the purchasing decision‬‭dependent on the outcome of the assessment. If‬ ‭the deviation calculated during the testing by the system is smaller than a tolerance‬ ‭recorded in the system, the buyer may make a decision. Otherwise, this decision‬ ‭is reserved for a superior. Naturally, measures must be taken within the information‬ ‭system to ensure compliance with this rule (compare prices with standard prices).‬ ‭ his is not only important to achieve the best‬‭possible decision to‬‭c ome, but also to‬ T ‭systematically confront‬‭reality‬‭. And not only for the purpose of monitoring‬ ‭implementation, but also so that lessons can be learned for subsequent similar‬ ‭c ases. In connection therewith, the relevant data will be such must be recorded‬ ‭and stored so that they apply both 'based on the item' and 'based on the‬ ‭supplier'.can be easily found at any time. Finally, these calculations are important‬ ‭because the recording of the estimates and calculations as‬‭accountability should‬ ‭be able to serve.‬