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Secondly, as seen in the research compiled by O’Brien (2014), the purchasing role of procurement revolves around a transactional approach. This relates to the fact that the procurement officer must be well conversant with the factors that will enable its organization prosper. This means that the procurement officer needs to devise ways in which its transition decisions will allow its organization deal with the competition in the present day market (O’Brien, 2014). In as much my organization attempts to deal with the competition in the market, the procurement officer does not hold the opinion that it is his role to always ensure that his choice of prices or purchase helps the organization deal with competition. For my procurement officer, such matters are seemingly not in his line of work.
On another note, O’Brien (2014) indicates that since the procurement officer is the face of success in the business, it is their role as purchasing leaders to be informed on the supply bases and the best markets that can help them deliver effective, cheer and quick services to its clients. The author is of the thought that this form of information is vital as it helps tap potential at its source and ultimately transform the entire organization (O’Brien, 2014). This is similar to my organization. I credit my procurement officer for being aggressive enough to negotiate in a way that helps him secure the cheapest but the best products in the market. This approach has helped my organization work in a cost effective manner and even raise its bar higher.
O’Brien (2014) explains that the purchasing role of the procurement officer revolves around translating the insights of the company to the negotiation process. This means that it is the role of the procurement officer to make sure that they drive towards getting the right results by negotiating
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