Minimise administrative purchasing burden and costs through process standardisation and automation

Tendering and contracting mechanism can be optional

Using purchasing e-catalogue and e-requisition

Achieve economies-of-scale purchase and reduce order frequency to save transactional and transport costs

Not necessary to search for new suppliers

Avoid high resource allocation to establish relationships with suppliers, both new and existing ones

For commodities with high purchasing expenditure, utilise the aid organisation's buying power through competitive bidding and hard negotiation

Exploit the organisation's purchasing through volume leveraging (i.e. double volume per order) and volume consolidation

Develop short-term contracts with multiple suppliers, i.e. multi-sources, for commodities with high criticality impacting on its effectiveness

Perform ad-hoc or spot purchase in case of less fluctuated prices or no incentive in establishing a contract

Allocate resources to mitigate the risk of supply disruptions

Establish close relationships with suppliers for the cases of agriculture seeds and custom brokers with limited availabilities of such supplier in the market

Enhance communication, leverage volume, information and knowledge exchange

Work closely with suppliers in investing the supply preparedness

Allow for purchase with premium prices

Diversify and search for new sources of supply in various locations

Purchase from local sources in case of high logistics disruption risk

Secure the supply or ensure volume required in the short run

Purchase with premium prices in some cases

Consider option of safety stock

Allocate resources, in the long run, to actively search for alternative sources of supply for the sake of diversification

Consider the model of commodity substitution to increase the flexibility of the programmes