We interview Luca Pozzer, Purchasing Manager operating in Mozzanica since 2015.
Good morning, Mr. Pozzer. You have been the Purchasing Manager at Mozzanica for almost 10 years.
Especially after the Covid period, what changes has the company had to implement in procurement over these past few years?
Good morning, everyone.
The arrival of the pandemic changed the way everyone operates, and therefore our company has also had to adapt and reinvent itself in some ways.
In my opinion, the main changes we have made in the procurement area have been the following:
- Accelerated digitization, which in turn led to:
- An increase and improvement in remote work, and consequently the expansion of our internal structure
- An increase in online orders, partly driven by the increased use of specialized web-based procurement portals by companies in our sector
- Reduced dependence on single suppliers or specific geographic areas
- Better selection and, where necessary, an increase in strategic stock levels
- Supplier risk assessment
- Greater centralization and control to standardize processes as much as possible
- More attention to suppliers’ financial stability, delivery speed, and logistical flexibility.
How much do geopolitical events affect the supply of materials needed for your operations?
Geopolitical events have a significant impact on material procurement, introducing uncertainties and risks that companies must manage with targeted strategies, such as:
- Disruptions in supply chains
- Changes in trade routes that affect transportation costs and timelines
- Currency fluctuations and inflation
- Changes in trade policies and regulations.
To mitigate these effects, the strategies that we consider implementing include:
- Reducing dependence on a single supplier or region to minimize risk
- Constantly monitoring geopolitical developments
- Use of advanced tools, possibly supported by Artificial Intelligence, to analyze the data at our disposal.
The company operates in industrial plant systems, the marine sector, oil & gas, and service. These are four distinct areas that we imagine require different purchasing approaches. What is your view on this?
These are certainly four discrete sectors, each with its own specific characteristics, but they also share some commonalities.
The Purchasing Department is cross-functional and handles purchasing for all areas of the company, but, despite this, the purchasing process is fundamentally similar across the board.
What differs, in my opinion, is the operational need that the Purchasing Department must take into account as a defining feature of each area. Just to name a few examples:
- Delivery times: for example, service requires much shorter delivery times than a contract for a new system.
- Logistics: international transport for the Oil & Gas or Marine sectors is significantly different from domestic shipping.
- Payment methods: with foreign suppliers, especially new ones, it is more difficult to negotiate favorable or extended payment terms, whereas it is more feasible with domestic suppliers.
- Material specification: materials for the Oil & Gas and Marine markets are usually subject to strict customer specifications that leave little room for deviation. In contrast, materials for projects in the Italian market typically involve a broader supplier base and are rarely bound by rigid technical constraints.
So, if you had to describe in three words how a department like yours should be structured to serve both the domestic and international markets, what would you say?
Ideally, looking toward future development, I think the structure could be:
- 1 Purchasing Manager
- 1 or 2 Technical Buyers for direct purchases of specialized materials
- 1 Buyer for indirect purchases and services.
If activity in foreign markets were to increase, we could consider adding 1 Buyer dedicated to managing relationships with foreign suppliers, with relevant language skills and customs knowledge.
As of today, including myself, there are three of us. Although peak moments may occur, we are able to maintain good management and workload distribution. As for the future, we'll see...
What qualities and skills should the team have?
Referring to the previous question and the structure I outlined, I would say:
- 1 Purchasing Manager: to lead the entire procurement process, define purchasing strategies, and negotiate major contracts. They should know the components of the systems and, more broadly, all supplies; have strong cost-benefit analysis and budget management skills; show empathy and availability toward their team; and possess patience and a willingness to teach.
- 1 or 2 Technical Buyers for direct purchases of specialized materials: they are responsible for purchasing fire protection products and technical components. They need to evaluate technical offers, manage requests for quotations, and scout certified suppliers.
- 1 Buyer for indirect purchases and services: they are responsible for purchases not tied to production. They should manage service providers and have a solid foundation in commercial negotiations and framework agreements.
How do you see the application of artificial intelligence in your field?
I must admit that I have not yet fully grasped the potential of AI, in the sense that I believe it is so broad that it is hard to clearly define or "measure".
However, I imagine that activities such as:
- Predictive analysis of purchasing behavior
- Automatic expenditure categorization
- Automated selection and evaluation of suppliers
- A sort of "AI Assistant" for internal purchase requests
- Scenario simulations (for example, forecasting price fluctuations) could, in the not-so-distant future, be managed by an AI, allowing people to focus on higher-level and more specialized tasks.
In conclusion, considering that we are approaching the end of the first half of 2025, what goals have been achieved so far, and what are the next ones?
In my view, the main goals we should set for ourselves as a Purchasing Department for the second half of 2025 are the same ones we have already achieved in the first half, with the aim of continuing to cultivate and improve them:
- Careful cost control
- Supplier scouting to identify the highest-performing ones
- Continuous collaboration and information sharing with all company departments
- Building supplier loyalty by maintaining a professional, transparent and sometimes tough relationship that is always grounded in ethical conduct.