‭PURCHASING‬ ‭Introduction‬ ‭ he task of those charged with purchasing goods and services is to acquire these‬ T ‭goods and services in the most efficient manner for the company. The‬‭purchasing‬ ‭function is an available function which‬‭, on the one hand, is aimed at causing‬ ‭changes in the stock of goods or in the enjoyment of services from third parties and‬ ‭which, on the other hand, leads to changes in the financial relationship with the‬ ‭suppliers involved.‬ ‭The function and activities of the purchasing department‬ ‭ he place within the organization‬ T ‭O ne tends to distinguish:‬ ‭-‬ ‭Technically‬‭oriented purchasing‬‭, where the technical specification plays an‬ i‭mportant role, often to the extent that meeting this specification is of more‬ ‭significance (within certain limits, of course) than the price;‬ ‭-‬ ‭The Commercially‬‭oriented purchasing‬‭, which is characteristic of the trading‬ ‭c ompany, with greater sensitivity to price;‬ ‭-‬ ‭The‬‭administratively oriented purchasing‬‭, which works‬‭according to fixed guidelines.‬ ‭This explains the phenomenon that in one case purchasing takes place under‬ ‭production management and in other cases under commercial or administrative‬ ‭management. In addition, it happens that the purchasing‬ ‭department is awarded an‬ ‭independent place‬‭.‬ ‭ rom an internal control perspective, it is generally advisable not to delegate the‬ F ‭purchasing function to responsible officials of‬‭;‬ ‭-‬ ‭The receipt, storage, consumption or sale of the goods to be purchased;‬ ‭-‬ ‭The approval or effectuation of payments to suppliers;‬ ‭-‬ ‭Taking care of the administration on the basis of which checks are carried out‬ ‭on the purchasing itself, on the correct and complete accounting of all‬ ‭activities resulting from purchases, as well as on the presence of all assets and‬ ‭liabilities resulting from those activities;‬ ‭-‬ ‭The performance of one or more of the checks mentioned in the previous point.‬ ‭Activities‬ ‭The following activities are assumed for the further treatment of the purchasing function:‬ ‭-‬ ‭The purchasing initiative;‬ ‭-‬ ‭Requesting quotes; The‬ ‭-‬ ‭purchasing decision;‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭ lacing an order; The receipt‬ P ‭of the goods; Any returns;‬ ‭ ontrolling the delivery of services; The‬ C ‭receipt and checking of invoices; The‬ ‭calculation of additional costs; The‬ ‭treatment of payment discounts.‬ ‭T he information needs‬ ‭Information needs regarding governance in the narrower sense‬ ‭ or every organization the “make or buy”question arises. Many organizations will focus‬ F ‭on the so-called core business, the core activities in which the organization considers‬ ‭itself to be strong. Significant benefits can be achieved through very close cooperation‬ ‭with suppliers. Such a form of purchasing also has far-reaching consequences for the‬ ‭internal organization. The purchasing activities must then be incorporated into a often‬ ‭complex process‬