There are four common practices as related to how requisitioners put their requests through. Here they are from best to worst\u2026<\/p>\n
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1. The company has an eProcurement system implemented featuring pre-approved items from contracted suppliers. When requisitioners want one of these items and their total order is under a certain value, they use the eProcurement system to place the order directly with the supplier. Purchasing staff is not involved in these routine transactions, freeing them up to focus on more strategic purchasing work. For larger value transactions, the eProcurement system distributes requisitions to buyers based on customized criteria (e.g., category, end-user department, vendor, etc.).<\/p>\n
2. When companies do not have an eProcurement system and\/or do not allow their end users to place orders directly with suppliers, they often have an electronic requisitioning module within their ERP system. The requisitioning module allows for tracking of the status of requisitions and also can electronically distribute requisitions as the eProcurement system does.<\/p>\n
3. For companies that still use paper requisitions, a common practice is to have them sent to a central location where an administrative employee will distribute them to buyers. In some cases, the administrative employee will log the requisitions and time stamp them to help track requisitions as well as to measure cycle time for continuous improvement efforts.<\/p>\n
4. Some companies allow end users to deliver requisitions directly to buyers. In many of these cases, there is no tracking system in place, resulting in the chaos of lost requisitions. Buyers are often interrupted, every request is labeled a \u201crush order,\u201d and productivity and efficiency is far from optimized. Companies that use this approach often do so to promote internal customer service as a priority over productivity.<\/p>\n
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