1. Introduction: Maverick Buying as a Strategic Purchasing Risk

Today, industrial companies are under pressure to make their procurement processes not only cost-efficient, but also compliant and scalable. In this context, one issue is gaining increasing importance: maverick buying – the deliberate or negligent circumvention of established purchasing processes.

What appears on the surface to be a pragmatic, quick purchase harbors structural risks: a lack of expenditure transparency, uncontrolled cost increases, a proliferation of suppliers, redundant supplier master data, and legal uncertainty. The situation becomes particularly critical when maverick buying is systematically tolerated or goes undetected – for example, in the case of special requirements, technical acquisitions, or service bookings outside of central responsibilities.

This article analyzes the causes of maverick buying in industrial purchasing, quantifies the economic impact and presents proven countermeasures – taking into account regulatory, organizational and digital aspects.

Summary:

• Maverick Buying = uncontrolled, irregular procurement outside of defined purchasing processes
• Consequences : higher costs, lack of expenditure transparency, compliance risks
• Causes : weak guidelines, process gaps, lack of integration
• Solutions :
  • Binding purchasing guidelines
  • Digital process integration
  • Platform solutions such as FACURA’s 1-creditor model
• Recommendation : Adapt measures to the maturity level of purchasing – from basic rules to automated control

2. Clarification of terms: What is maverick buying – and what is not?

At its core, maverick buying refers to any purchasing transaction that is conducted outside of established processes, framework agreements, or purchasing guidelines. Characteristic features include:

• Selection of unlisted suppliers
• Purchase via personal accounts or credit cards
• Bypassing approval workflows
• Decentralization of demand forecasting without purchase approval

It is important to distinguish this from legitimate individual purchases. Not every uncataloged item automatically constitutes maverick buying – what matters is the breach of process or compliance guidelines.

A common German term is “Einzelgänger-Kauf” (individual purchasing) – it describes the individual circumvention of collective purchasing logic. The decisive criterion is the loss of operational control over the procurement process.

3. Root cause analysis: Why does maverick buying occur – especially in indirect purchasing?

The causes of maverick buying usually lie not in the misconduct of individuals, but in structural deficiencies in the purchasing setup. In industrial environments, these deficiencies are particularly prevalent in the following areas:

a) Procedural weaknesses

• Lack of standardization in handling special requests
• Lengthy or opaque approval processes
• Insufficient availability of digital catalogs or punchouts

b) Organizational causes

• Unclear division of roles between stakeholders and purchasing
• Low binding force of purchasing guidelines
• Fragmented areas of responsibility for technical acquisitions, services, maintenance, etc.

c) Cultural factors

• Lack of trust in purchasing departments
• Dominance of specialist departments in investment decisions
• Historically established “shopping traditions” outside the guidelines

d) Technological gaps

• No central e-procurement system
• Media breaks between ERP, email and Excel
• No real-time spending transparency

4. Impact on cost structure, transparency and compliance

Maverick buying is not just a process problem – it’s a financial risk. The consequences can be divided into three categories:

a) Monetary implications

• Higher prices due to lack of bundling and discounts
• Additional costs for setting up, checking and posting non-standard document formats
• Loss of discounts due to unclear payment terms

b) Additional administrative burden

• Heterogeneous document types complicate invoice verification and supplier evaluation
• Recurring need for clarification with accounting and controlling
• Increased maintenance effort in the vendor master data

c) Compliance risks

• Contractual uncertainties in individual contracts
• Violation of procurement guidelines or budget approvals
• Risks associated with audits and internal reviews

Conclusion: Maverick buying is not only inefficient, but actively jeopardizes the governance of procurement.

5. Measures to prevent maverick buying: A strategic triad of guidelines, integration, and digital control

The occurrence of maverick buying is less an expression of individual misconduct than an indicator of structural deficiencies in procurement management. Therefore, sustainable containment focuses not on symptoms, but on systems. Successful companies pursue a holistic approach that covers three interconnected areas of action:

5.1 Guidelines create commitment: Governance begins with process design

The first step in curbing maverick buying is to clearly define the rules of the game. Purchasing guidelines must be more than just a PDF on the intranet – they need to be operationally effective.

Specific measures:

• Obligation to involve purchasing department above a defined threshold – even for seemingly “small” special requirements
• Approval requirement for exceptions outside of framework agreements
• Mandatory supplier due diligence by purchasing to prevent shadow suppliers
• Communication and training: Those with the need for it must know what is allowed – and why.

The following applies: A policy is only as good as its enforcement. This requires clear escalation mechanisms, regular training, and close cooperation between purchasing, specialist departments, and controlling.

5.2 Process integration as a prerequisite for control

The second most important measure is the consistent integration of all procurement processes into central systems – especially in indirect purchasing. Maverick buying arises where processes are circumvented out of necessity.

Success factors:

• Coverage of all types of needs: goods, services, small purchases, project-related special needs
• Flexibility in demand mapping: free text orders, uploads, offer comparisons
• Workflow-based approvals according to value limits, product groups and cost centers
• Integration into the ERP system for seamless posting and evaluation

Without this integration, media breaks occur (e.g., Excel lists, email orders) that are neither audit-proof nor controllable – ideal breeding grounds for maverick buying.

5.3 Digital Control: Spending Transparency and Platform Strategies

The third step involves establishing digital tools for controlling and channeling decentralized procurement processes. The goal is to reconcile everyday flexibility with governance requirements.

One particularly effective lever: centralized service provider models that integrate decentralized needs into existing systems in a structured way – e.g. via a single-vendor model like FACURA.

Advantages of digital platform models:

• Transparency across all purchases, regardless of the actual supplier
• Standardization of documents: Uniform formats for invoices, order confirmations and delivery notes
• Payment by invoice instead of credit card or prepayment – relevant for budget control
• Seamless integration into existing ERP and accounting processes, without implementation effort

Such models can also be used to structure needs that cannot be cataloged – such as tools, IT accessories, events, spare parts or project-related special purchases.

5.4 Common Tools: Instruments for Reducing Maverick Buying

In the fight against maverick buying, companies today have a wide range of proven tools at their disposal. The crucial factor is not just the type of tool, but its integration into a consistent purchasing strategy.

a) E-procurement platforms

• UX-oriented frontend for high acceptance by specialist departments
• SAP integration (or alternative ERP connection)
• Punchout technologies for integrating external webshops
• User- and role-based approval matrix

b) 1-creditor model (e.g. FACURA)

• Minimal complexity for purchasing
• Maximum flexibility for stakeholders
• Standardized invoicing and accounting processes
• Reduction of shadow creditors and payment method chaos

c) Spend analysis and compliance tools

• Comparison of order vs. invoice data
• Dashboards for maverick buying rates
• Automatic alerting in case of rule violations

5.5 Recommendations for action depending on the maturity level of purchasing

a) Starter (reactive purchasing, decentralized responsibility)

• Introduction of clear purchasing guidelines
• Train stakeholders about risks and processes
• Selection of a single-vendor service provider for rapid standardization

b) Scalers (partially centralized, ERP in use)

• Introduction of an e-procurement system with role-based control
• Integration of platform solutions for uncataloged needs
• KPI-driven control (e.g., maverick rate, number of vendors)

c) Digital Leader (strategic purchasing, data-driven)

• AI-based tools for demand identification and classification
• Cross-process automation (source-to-pay)
• Integration of external service providers (e.g., FACURA) into vendor management strategy

6. Practical solution: Reducing maverick buying with FACURA’s single-vendor model

FACURA offers industrial companies the opportunity to handle all indirect requirements via a centralized accounts payable model – without system integration, without new processes. The approach:

• A creditor in the ERP system, independent of the actual supplier
• Orders from any online shop (via link or email)
• Standardized documents: quotation format, order confirmation, invoice
• Payment by invoice – no credit cards, no PayPal accounts

FACURA acts as a central purchasing service provider for special requirements, reduces maverick buying at a structural level and increases spending consistency in areas where classic processes do not apply.

This model is particularly suitable for:

• Spare parts and workshop supplies
• Marketing materials, IT accessories, furniture
• Training courses, events, services

Administrative effort is reduced, compliance is strengthened – without training, without project effort.

7. Conclusion: Maverick Buying as a measure of purchasing quality

In a digitized, compliance-oriented procurement world, maverick buying is no longer a minor offense, but a symptom of inadequate purchasing management.

Anyone who wants to structurally prevent maverick buying must:

• Standardize operational processes,
• Create the necessary technical conditions,
• Involve stakeholders through rules and transparency.

Forward-thinking purchasing departments are establishing modular control concepts – supplemented by flexible platform models for uncataloged requirements. FACURA demonstrates how this can be achieved without an IT project.