A Day in the Life of a Procurement Manager During a Supply Crisis
(When every email, call, and decision counts.)
Keywords: Procurement Manager, Carpet Industry, Fiber Procurement, Supply Chain Crisis, Supplier Negotiation, Strategic Sourcing, Risk Management, Procurement Leadership, Supply Chain Resilience, Cross-functional Collaboration.
7:30 AM — The Morning Shock
The day starts with an unexpected email:
“Shipment delayed — vessel stuck at port due to customs inspection.”
The material? A critical fiber used in carpet and rug production — the backbone of our main manufacturing line.
Each hour of delay means potential downtime, financial loss, and production rescheduling.
I take a deep breath. No time to panic — this is where Procurement Leadership begins.
I immediately call the logistics team to confirm the details, then check with production: How long can we survive on the current fiber stock?
In moments like this, the Procurement Manager becomes the heartbeat of the entire carpet supply chain, balancing urgency, cost, and risk.
9:00 AM — Assessing the Impact
A rapid assessment meeting begins.
I open the ERP dashboard, run a stock coverage report, and realize: we’ve got only three days of safety stock.
Now it’s time to move from Procurement Operations to Strategic Sourcing.
Options on the table:
- Expedite the shipment via air freight (high cost).
- Activate the secondary supplier (needs quality approval for fiber specs).
- Reschedule part of production to other product lines.
Every option affects the plant differently — cost, lead time, or production mix — and it’s on me to find the perfect balance.
That’s not just buying. That’s strategic decision-making under pressure.
11:00 AM — The Negotiation Marathon
By now, I’ve called suppliers in Turkey, India, and China.
The Turkish supplier can supply part of the fiber order — but at a 12% higher price.
I negotiate smart:
Present our production forecast for the next quarter.
Emphasize our long-term business partnership.
Offer flexibility on payment terms for faster response.
After intense back-and-forth, the supplier agrees to a temporary price adjustment.
That’s what Supplier Relationship Management truly means:
you build trust in calm times, so they stand by you in the storm.
1:00 PM — Cross-Functional Coordination
Lunch break? Not today.
I’m leading a coordination meeting with Finance, Production, and Logistics.
We align on the PO, secure budget approval, and arrange split shipments between the main and backup suppliers.
Procurement doesn’t win crises alone — it’s all about cross-functional collaboration and unified decision-making.
4:00 PM — Decision & Execution
By afternoon, the plan is in motion.
The purchase order is released.
The air freight is confirmed.
The backup supplier has started production.
Crisis managed — not by luck, but by data, leadership, and communication.
8:00 PM — Reflection
Finally home. The noise of the day fades, but one thought stays clear:
Procurement isn’t just about securing materials — it’s about protecting operations.
A good buyer gets the job done.
A great Procurement Manager leads under pressure — and keeps the factory running when everything else is at risk.
Written by Mr. Bassem Amin
Foreign Procurement Manager at EFCO – OW Group
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