Poland Business Analysis

Part
01
of one
Part
01

Purchasing - Beverage Industry(A)

A detailed report on purchasing in Poland as a whole provided general information on the culture and common processes, while a review of global purchasing processes being improved provided information on purchasing processes of note. There was no information specific to purchasing processes for the Polish beverage in

Key Findings

Global Procurement Insights

Forecasting

  • Forecasting requires systems integration to collect the right information at the right time and analytic tools to make trends visible. Good forecasting can result in many improvements in the procurement process. These can include buying at lower prices, reduction in inventory, and shortened supply times.

Supplier relations

  • Companies that distribute beverages often work with suppliers around the world. To maintain positive supplier relations, flexible procurement operations, shortened lead-times, and other processes to boost supplier confidence lead to cost savings and better relationships all around.

Automated purchase order creation

Evaluation and analysis

  • Another result of the automatic collection of detailed data during the procurement process is the calculation of accurate, detailed, current and actionable information from the supply chain.

Managing suppliers

  • Beverage industry procurement can require numerous suppliers, even for smaller businesses. Finding new and suitable suppliers and favorable deals, keeping up with changes in pricing, terms, and other factors result in complex processes. Appropriate software and trained staff are necessary to get the most value from the supply chain.

B2B buying in Poland

  • A survey of B2B clients in Poland showed that they have increasingly less time for business meetings, expect convenient digital self-service tools, want to buy or order online, appreciate immediate feedback, and place a premium on convenience.
  • In an assessment of sales channels, 57% of sales are through the company website, 54% are through direct sales, and 40% are processed through either e-commerce platforms or proprietary systems.
  • When asked about the benefit of e-commerce activities, 81% reported new business.
  • When asked how they collect information on customers, 79% said through discussions, 57% from trade conferences, and 53% on recommendations from business partner's opinions.
  • When asked the most critical factors affecting the selection of a business partner, 83% said good terms of cooperation, while only 57% said the price was important.


Research Strategy

We designed our research strategy into three steps. First we looked for information on procurement in the Polish beverage industry. If we did not find the required information there, our next step would be to expand to procurement processes for the beverage industry outside of Poland. We then planned on moving back into Poland and looking for insights on the Polish procurement culture, looking for what was expected and how decisions were made in Poland.

We began our first step by developing a list of beverage companies in Poland. These were beverage manufacturing companies and excluded additives producers and equipment manufacturers. Our strategy was to review each manufacturing company's website and find information for suppliers that would give us insight into their procurement processes.

Although we reviewed each company's website, there was no information for suppliers or about procurement processes. Some of them (e.g., MaxFrut) have certifications of quality from various organizations that affect their purchasing processes, but the exact methods used by that specific company are not available.

As the second step, we expanded our search to global beverage industry procurement processes looking for insights that could apply to all countries' beverage industries, not just Poland. There we found current analyses and recommendations for procurement that appeared to be applicable based on the information we had about Poland. We also included those in the key findings.

In step three, we searched for information in Polish business media concerning procurement. We were looking explicitly for information specific to Polish purchasing processes. We uncovered a lengthy report on the B2B buying process in Poland. Unfortunately, none of it related specifically to the beverage industry. However, some more generic insights provided interesting and potentially useful information on the culture and expectations built into Polish buying decisions. We included those in the key findings.








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