Time to Read: 5m 28s
By Yosif Mendoza
Taking over responsibility for fasteners can mean inheriting a purchasing category with thousands of part numbers, multiple suppliers, and years of sourcing decisions behind it. The spend report may show what the company buys, but it rarely explains why certain parts come from specific vendors, where the sourcing gaps are, or which problems deserve attention first.
For a new buyer or category manager, the first 90 days are an opportunity to understand the category and build relationships with suppliers who can help. Although the timeline will vary with the size and complexity of the category, the goal is to find a manageable improvement, understand what it takes to make that change, and establish a better process for the next purchasing decision.
Days 1-30: Understand What You Own
Start with the parts and suppliers already in place. Review the vendor list, purchasing history, and recurring orders. Identify which fasteners are standard items and which require special specifications, materials, finishes, or approvals.
A few questions can help establish where to focus:
- Which parts account for the most purchasing activity?
- Which items have only one approved source?
- Where do buyers regularly encounter shortages, long lead times, or quote delays?
- Are part specifications and drawings current and easy to locate?
It also helps to understand why the company uses each supplier. A vendor may have been selected because of price, availability, an established engineering approval, or the ability to supply several related parts. That background matters before making changes.
A supplier can help fill in some of the gaps. A conversation about the existing parts list may reveal sourcing options or identify items that deserve a closer look. The first step is to understand the current arrangement, rather than assume it needs to be replaced.
Days 30-60: Follow the Expedites and Sourcing Gaps
Once you understand the category, look at the problems that consume the most time. Expedited orders, repeated quote requests, long lead times, and single-source dependencies can point to opportunities for improvement.
The cause matters. A late delivery may reflect supplier performance, but it could also stem from an unrealistic lead time, an incomplete specification, or a change in demand. A part with a higher unit price may have been retained because switching suppliers would require new samples, engineering review, or additional approval work.
That last point is worth understanding before recommending a change. Buyers and engineers have limited time. A new source may offer a lower price, but the work required to validate the part can make a switch difficult to prioritize.
A consultative supplier should be willing to help evaluate the situation. That might mean reviewing a parts list, checking whether an alternate manufacturer can meet the specification, or explaining the trade-off between a lower-cost option and a shorter lead time.
I’ve seen how valuable that support can be when a purchasing role changes hands. At one company, a new buyer had inherited a large volume of parts and didn’t know which supplier contacts were available to help. The company already had Blue Ribbon Fastener set up in its purchasing system, but the buyer was unfamiliar with the relationship. Our team was able to arrange an in-person introduction, learn more about the buyer’s responsibilities, and help establish a point of contact for questions and sourcing requests.
The important part of the interaction was giving the new buyer someone to turn to. A supplier relationship should make the job easier to manage, particularly when someone is still learning the parts, vendors, and internal processes.
Days 60-90: Identify One Visible Improvement
By this stage, you should have a better sense of where the category needs attention. Choose one opportunity that is specific enough to evaluate and manageable enough to move forward.
That could mean finding an alternate source for a frequently purchased item, getting a more responsive quote process in place, or reviewing overlapping purchases that may be sourced more efficiently. It could also mean addressing a recurring lead time problem before it turns into another expedite.
We worked with another company where the purchasing supervisor had a full workload and needed additional support. The company hired an assistant, whose responsibilities included finding cost savings. BRF stayed in contact with the team and arranged a one-on-one meeting with the new buyer to understand the assignment and review potential opportunities.
The conversation gave her a resource for comparing parts and sourcing options. Rather than expecting her to know which items could be moved or repriced, the BRF team helped work through the purchasing needs and identify where a closer review made sense.
For a new category manager, this is a useful model. A good supplier should be prepared to understand the assignment, answer questions, and help assess options. The buyer still owns the decision, but does not have to work through every sourcing question alone.
Before making a change, confirm that any proposed alternate meets the required specifications and has the necessary engineering or quality approvals. A lower quote is useful only if the part is suitable and can be delivered when needed.
A First 90 Days Fastener Checklist
Use this list to keep the review focused:
- Collect the current vendor list and purchasing history.
- Identify high-volume parts and single-source items.
- Locate current specifications, drawings, and approval requirements.
- Review recurring expedites and long lead time purchases.
- Ask suppliers where alternate sourcing may be available.
- Compare cost and lead time options against the actual requirements.
- Select one improvement and establish how you will evaluate it.
Build a Supplier Relationship That Helps You Do the Job
A new purchasing role comes with a learning curve. Suppliers can help shorten it when they take the time to understand the buyer’s responsibilities, explain available options, and provide useful information without pushing for an immediate change.
Blue Ribbon Fastener works with purchasing teams to review parts lists, identify sourcing options, and compare cost and lead time considerations. With a broad range of standard and specialty fasteners, we help buyers evaluate individual parts or take a wider look at their sourcing needs. Our high level of support includes responsive quoting, samples, and custom samples made to blueprint.
The first 90 days don’t have to produce a complete overhaul of the fastener category. A clearer understanding of the parts, a reliable supplier contact, and one well-chosen improvement can give a new buyer a solid foundation for the work ahead.
Contact Blue Ribbon Fastener to review your parts list and discuss sourcing options, or request a super fast quote.
Yosif Mendoza is Sales Development Representative with Blue Ribbon Fastener