Skip to main content

Purchasing execution · Colorado

Nobody needs help with the orders that go right.

We run purchasing for products you have already specified. The value is not in placing the order — it is in what happens the week the ship date slips, the count is short, or the supplier stops answering.

Talk to us   See how we handle exceptions

What we run

Four things, in the order they happen. Each produces a record you can point at later.

01 · Stage

Supplier onboarding

Verifying the supplier is who they say they are: business licence, export history, and whether the factory that answers the phone is the factory that makes the goods. Escalation contacts agreed before the first order, not during the first problem.

02 · Stage

Order execution

Placing the order against agreed terms, confirming acceptance in writing, and holding the supplier to the dates they committed to. Weekly status with the dates that changed, not a status that says "on track" until the week it does not.

03 · Stage

Inspection and release

Pre-shipment inspection against an agreed defect limit. Payment release is tied to the inspection result, which is the only leverage that reliably works.

04 · Stage

Reconciliation

Counts, invoices, and packing lists checked against each other before payment, so discrepancies are the supplier’s problem to explain rather than yours to discover months later.

When something goes wrong

This is the actual product. Five situations that come up on most programmes, what we do, and — the part people forget to agree — who decides.

Ref
When this happens
What we do
Who decides
EX-01
Supplier misses the ship date
We get the revised date in writing with the reason, and check it against the booking. If the new date breaks your season, we say so the same day rather than at the next weekly update.
You decide: wait, part-ship, or cancel
EX-02
Inspection finds defects above the agreed limit
Shipment holds. You get the findings, the photographs, and the supplier’s explanation, unedited — including when the explanation is unconvincing.
You decide: rework, discount, or reject
EX-03
Supplier asks for a price increase mid-order
We ask what changed and check it against the original quote and the raw material trend. Sometimes it is legitimate. Often it is not, and we say which we think it is.
You decide: absorb, renegotiate, or move
EX-04
Quantity delivered does not match the invoice
Reconciled against packing lists and inspection counts before payment is released, not after. Discrepancies go back to the supplier with the count evidence attached.
We resolve; you see the trail
EX-05
Supplier stops responding
Escalation path agreed at onboarding, so there is a second contact and a deadline rather than a week of unanswered emails. If it stays silent, we tell you it is silent.
You decide when to switch
The last column is the one that matters. Most purchasing disputes are not about what went wrong — they are about nobody having agreed who gets to decide what happens next.

Payment release is tied to inspection

Not to a promise, not to a photo, not to a shipping document. The inspection result is the only leverage that reliably survives contact with a bad batch.

Which also means we will sometimes tell you not to release payment on a shipment you were counting on. That conversation is unpleasant and it is exactly what you are paying for.

What we do not take on

Worth reading before the first call — several of these are hard limits, not preferences.

Agrochemicals and crop inputs

Outside our scope entirely. This category carries registration requirements we are not equipped to handle.

Dental and medical materials

Regulated device and material categories need specialist handling, not a general trading desk.

Pharmaceuticals and supplements

Anything ingested or prescribed sits with companies built for that regulatory burden.

Veterinary products

Same reasoning as the above — the approval pathway is its own discipline.

Product design and development

We execute purchasing for products that are already specified. If your product still needs designing and tooling, that is a different job and a different kind of firm.