QAD

By Staff -- Purchasing, 3/22/2001

Name: Lawrence K. Buker

Company: QAD Inc., Carpinteria, Calif.

Title: Procurement team leader

Reports to: Assistant controller

Education: B.A. in business office systems management, California State University, Northridge, 1995

Work experience: Buker began his career as a buyer with Advanced Computer Communications (now owned by Ericsson) in 1983. In 1987, he went to work for Harris Corp. as a senior buyer, before joining R.P. Richards Inc. in 1989 as a purchasing manager. In 1998, he moved to QAD Inc., where he now is procurement team leader.

Current responsibilities: Buker manages a major accounts international agreement with Dell Computer valued at $5 million annually. He also oversees a voice and data telecommunications agreement with AT & T worth $1.12 million annually. Several individuals report to him: a senior buyer, buyer, purchasing systems analyst, supplier contracts management administrator and a purchasing coordinator.

Purchasing's role in the organization: "Part of our role is to perform the classic role, buying the right "stuff" (including services) at the right price at the right time," says Buker. "Implied is acceptable quality with timely delivery. Our role also is sourcing new suppliers and new ways of doing business. This can be locating suppliers on the Internet through buying exchanges or requiring our suppliers to do summary invoicing or electronic billing.

"Purchasing is a resource for end-user departments to secure the products and services they require. We handle the business end of the specifications, with end users giving us the technical requirements. In our high-tech environment, we realize the need to utilize our cross-functional talents to secure the best 'deal' for QAD Inc. Customer service to our internal customers is highly emphasized."

Key in-house partner: "A significant partner is our legal department. We work hand in hand with legal during contract negotiations, not only on terms and conditions, but often on the verbiage as well. It is a very strategic relationship. We look at each negotiation with an eye out for anything and everything. Sometimes legal will see a business item, or purchasing will see a clause that needs legal tweaking. We are very complimentary to each other's expertise."

The supplier's role: "Suppliers are definitely treated as members of our teams and are highly valued for their expertise. We still do our due diligence, but we confirm through RFPs etc. that we are obtaining a market-competitive price. When we have established a good working relationship with a supplier, we then give as much business as is reasonable to that supplier."

Purchasing's future: "Considering the Internet and how much information and accessibility is available to end users, purchasing is becoming less of a well-defined functional area for companies," says Buker. "Any end user can do his or her own sourcing and buy at a good price. So what can we do? Be versatile. "We need to see a much bigger picture than before.

"We need to take the initiative to be creative in our approach to the purchasing function in creating discernible value to our organizations."