Excessive emphasis on price: When purchasing, only focus on price and choose the supplier with the lowest price, while ignoring other important factors such as product quality, delivery time, and after-sales service. This may lead to poor quality of the purchased products, affecting the normal operation of production or business, or requiring more costs for maintenance and replacement in the later stage, which in turn increases the overall cost.  

Neglecting the reputation and stability of suppliers: Some procurement personnel have insufficient consideration of their reputation and stability when selecting suppliers. If the supplier's reputation is not good, there may be problems such as delayed delivery and providing false product information; However, poor supplier stability may result in the inability to continue supplying during the cooperation process due to various reasons, affecting the normal operation of the enterprise.  

Lack of long-term cooperation awareness: Only focusing on the benefits of single procurement, without considering establishing long-term stable cooperative relationships with suppliers. Long term cooperative suppliers are usually able to provide more stable product quality, more favorable prices, and better services, which is also beneficial for both parties to jointly respond to market changes and solve problems.  

Lack of sufficient market research in procurement decision-making: Insufficient market research was conducted before procurement, resulting in a lack of understanding of market trends and product dynamics, leading to high procurement prices or products that do not meet market demand. For example, in industries where product technology updates rapidly, if one does not keep up with the latest technology and product information in a timely manner, they may purchase products that are about to be phased out.  

Overreliance on a single supplier: Concentrating all procurement needs on one supplier, once the supplier encounters problems such as production failures, raw material shortages, etc., the enterprise's procurement supply chain will be seriously affected, and may even lead to production stagnation.

1、如何辨别供应商的真伪？
切忌盲目百度；
应当登入有品牌知名度的生产商官网，通过官网电话或者email索取一级代理的公司名称和联系方式（此方法最可靠）；
通过关系型客户介绍（仍然有风险）；
实地考察供应商仓库、货品包装、办公场所，查看公司规模。

2、如何判断供应商价格的合理性？
切忌盲目砍价；
应当收集市场上多个供应商的产品报价，咨询重点客户及目标客户当前的采购价格以及产品性能，判断价格合理性；
用充分的数据跟供应商友好地谈判，并不是价格越低越好，要抱有长期合作的态度，最后达到双方共赢的目的。

3、当产品出现品质、包装破损等问题时，如何跟供应商索赔？
切忌盲目电话抱怨；
购货之前，应该签订正规的合同；
应当友好协商，本着长期合作的态度协商解决，用最省钱的方式处理这类产品；
如果供应商愿意退换货，也应当积极配合供应商的取货送货；
如果有客户能够接受这类产品，可以低价处理给客户，对此造成的损失应当合理要求供应商赔偿，或者约定下次采购中做出让价。

4、如何选择适合自己的产品？
切忌以价格或品牌作为单一的采购选择；
应当从实际需求出发，根据自己的客户群对性能和价格的接受度选择合适的产品。

5、如何判断自提还是送货上门？
切忌贪图省事，一味送货上门；
应当考虑供应商的运费和自己运输公司的运费，以及自己运输公司的便捷性；
如果自己公司在便捷性上有优势，运费相差不大的情况下，应当考虑自提，自提可以增加运输公司的服务价值并且对产品质量有一定的保障。

6、如何把握采购数量？
切忌价格诱惑，随意满足供应商设置的数量限制；
应当考虑多种因数：采购价格、合理库存、产品保质期、资金占用产生的利息费用、仓储成本、产品价格的波动等多方面考量采购数量。对于临时调货，一定要客户款到之后，再采购相应产品。对于采购量较大的产品，还应当关注该产品原材料价格的波动和走势，尽量避免因原材料价格波动而带来的价值损失。

总之，贸易公司的采购员一定要将销售方信息和市场信息多次融合、探讨、整理，然后选择最安全的渠道，按照实际需求，抱着合作共赢的态度，争取最大的利益。