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Plan, direct, or coordinate the activities of buyers, purchasing officers, and related workers involved in purchasing materials, products, and services. Includes wholesale or retail trade merchandising managers and procurement managers.
Analytical skills. When evaluating suppliers, purchasing managers and buyers and purchasing agents must analyze their options and choose a supplier with the best combination of price, quality, delivery, or service.
Decision-making skills. Purchasing managers and buyers and purchasing agents must have the ability to make informed and timely decisions, choosing products that they think will sell.
Math skills. Purchasing managers and buyers and purchasing agents must possess math skills. They must be able to compare prices from different suppliers to ensure that their organization is getting the best deal.
Negotiating skills. Purchasing managers and buyers and purchasing agents often must negotiate the terms of a contract with a supplier. Interpersonal skills and self-confidence, in addition to knowledge of the product, can help lead to successful negotiations.
| A3 | Your Strengths | Importance |
Characteristics of this Career |
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96% | Integrity - Job requires being honest and ethical. | |
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94% | Attention to Detail - Job requires being careful about detail and thorough in completing work tasks. | |
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88% | Stress Tolerance - Job requires accepting criticism and dealing calmly and effectively with high-stress situations. | |
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88% | Dependability - Job requires being reliable, responsible, and dependable, and fulfilling obligations. | |
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88% | Cooperation - Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude. | |
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87% | Adaptability/Flexibility - Job requires being open to change (positive or negative) and to considerable variety in the workplace. | |
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83% | Analytical Thinking - Job requires analyzing information and using logic to address work-related issues and problems. | |
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83% | Self-Control - Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. | |
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82% | Leadership - Job requires a willingness to lead, take charge, and offer opinions and direction. | |
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82% | Initiative - Job requires a willingness to take on responsibilities and challenges. | |
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76% | Independence - Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done. | |
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76% | Achievement/Effort - Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks. | |
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75% | Persistence - Job requires persistence in the face of obstacles. | |
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72% | Concern for Others - Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job. | |
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67% | Innovation - Job requires creativity and alternative thinking to develop new ideas for and answers to work-related problems. | |
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63% | Social Orientation - Job requires preferring to work with others rather than alone, and being personally connected with others on the job. |
| A3 | Your Strengths | Importance |
Strengths |
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100% | Enterprising - Work involves managing, negotiating, marketing, or selling, typically in a business setting, or leading or advising people in political and legal situations. Enterprising occupations are often associated with business initiatives, sales, marketing/advertising, finance, management/administration, professional advising, public speaking, politics, or law. | |
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72% | Conventional - Work involves following procedures and regulations to organize information or data, typically in a business setting. Conventional occupations are often associated with office work, accounting, mathematics/statistics, information technology, finance, or human resources. |
| A3 | Your Strengths | Importance |
Values of the Work Environment |
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72% | Working Conditions - Occupations that satisfy this work value offer job security and good working conditions. Corresponding needs are Activity, Compensation, Independence, Security, Variety and Working Conditions. | |
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67% | Support - Occupations that satisfy this work value offer supportive management that stands behind employees. Corresponding needs are Company Policies, Supervision: Human Relations and Supervision: Technical. | |
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61% | Independence - Occupations that satisfy this work value allow employees to work on their own and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy. | |
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56% | Recognition - Occupations that satisfy this work value offer advancement, potential for leadership, and are often considered prestigious. Corresponding needs are Advancement, Authority, Recognition and Social Status. |
| A3 | Your Strengths | Importance |
Abilities | Cognitive, Physical, Personality |
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75% | Oral Comprehension - The ability to listen to and understand information and ideas presented through spoken words and sentences. | |
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75% | Oral Expression - The ability to communicate information and ideas in speaking so others will understand. | |
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72% | Fluency of Ideas - The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity). | |
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72% | Speech Clarity - The ability to speak clearly so others can understand you. | |
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72% | Written Comprehension - The ability to read and understand information and ideas presented in writing. | |
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72% | Deductive Reasoning - The ability to apply general rules to specific problems to produce answers that make sense. | |
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72% | Speech Recognition - The ability to identify and understand the speech of another person. | |
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69% | Information Ordering - The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations). | |
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69% | Written Expression - The ability to communicate information and ideas in writing so others will understand. | |
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66% | Problem Sensitivity - The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing that there is a problem. | |
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66% | Inductive Reasoning - The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events). | |
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63% | Originality - The ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem. | |
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56% | Number Facility - The ability to add, subtract, multiply, or divide quickly and correctly. | |
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56% | Selective Attention - The ability to concentrate on a task over a period of time without being distracted. | |
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56% | Near Vision - The ability to see details at close range (within a few feet of the observer). | |
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53% | Mathematical Reasoning - The ability to choose the right mathematical methods or formulas to solve a problem. | |
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53% | Category Flexibility - The ability to generate or use different sets of rules for combining or grouping things in different ways. |
| A3 | Your Strengths | Importance |
Skills | Cognitive, Physical, Personality |
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59% | Persuasion - Persuading others to change their minds or behavior. | |
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57% | Active Listening - Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. | |
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57% | Writing - Communicating effectively in writing as appropriate for the needs of the audience. | |
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57% | Speaking - Talking to others to convey information effectively. | |
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57% | Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. | |
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57% | Management of Personnel Resources - Motivating, developing, and directing people as they work, identifying the best people for the job. | |
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57% | Monitoring - Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action. | |
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57% | Social Perceptiveness - Being aware of others' reactions and understanding why they react as they do. | |
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57% | Negotiation - Bringing others together and trying to reconcile differences. | |
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57% | Time Management - Managing one's own time and the time of others. | |
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57% | Reading Comprehension - Understanding written sentences and paragraphs in work-related documents. | |
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55% | Service Orientation - Actively looking for ways to help people. | |
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55% | Instructing - Teaching others how to do something. | |
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55% | Management of Material Resources - Obtaining and seeing to the appropriate use of equipment, facilities, and materials needed to do certain work. | |
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55% | Coordination - Adjusting actions in relation to others' actions. | |
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55% | Systems Analysis - Determining how a system should work and how changes in conditions, operations, and the environment will affect outcomes. | |
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54% | Active Learning - Understanding the implications of new information for both current and future problem-solving and decision-making. | |
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54% | Judgment and Decision Making - Considering the relative costs and benefits of potential actions to choose the most appropriate one. | |
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54% | Learning Strategies - Selecting and using training/instructional methods and procedures appropriate for the situation when learning or teaching new things. | |
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54% | Systems Evaluation - Identifying measures or indicators of system performance and the actions needed to improve or correct performance, relative to the goals of the system. | |
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52% | Management of Financial Resources - Determining how money will be spent to get the work done, and accounting for these expenditures. |
| A3 | Your Strengths | Importance |
Attributes & Percentage of Time Spent |
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100% | Electronic Mail - How often do you use electronic mail in this job? | |
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99% | Telephone - How often do you have telephone conversations in this job? | |
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90% | Face-to-Face Discussions - How often do you have to have face-to-face discussions with individuals or teams in this job? | |
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90% | Contact With Others - How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it? | |
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88% | Spend Time Sitting - How much does this job require sitting? | |
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88% | Work With Work Group or Team - How important is it to work with others in a group or team in this job? | |
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86% | Indoors, Environmentally Controlled - How often does this job require working indoors in environmentally controlled conditions? | |
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84% | Structured versus Unstructured Work - To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals? | |
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82% | Importance of Being Exact or Accurate - How important is being very exact or highly accurate in performing this job? | |
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80% | Letters and Memos - How often does the job require written letters and memos? | |
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80% | Freedom to Make Decisions - How much decision making freedom, without supervision, does the job offer? | |
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79% | Deal With External Customers - How important is it to work with external customers or the public in this job? | |
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79% | Responsibility for Outcomes and Results - How responsible is the worker for work outcomes and results of other workers? | |
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79% | Time Pressure - How often does this job require the worker to meet strict deadlines? | |
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75% | Coordinate or Lead Others - How important is it to coordinate or lead others in accomplishing work activities in this job? | |
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71% | Impact of Decisions on Co-workers or Company Results - What results do your decisions usually have on other people or the image or reputation or financial resources of your employer? | |
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65% | Frequency of Decision Making - How frequently is the worker required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization? | |
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63% | Importance of Repeating Same Tasks - How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job? | |
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60% | Level of Competition - To what extent does this job require the worker to compete or to be aware of competitive pressures? | |
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58% | Frequency of Conflict Situations - How often are there conflict situations the employee has to face in this job? | |
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71% | Duration of Typical Work Week - Number of hours typically worked in one week. |
| A3 | Your Strengths | Importance |
Tasks & Values |
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91% | Making Decisions and Solving Problems - Analyzing information and evaluating results to choose the best solution and solve problems. | |
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88% | Communicating with Supervisors, Peers, or Subordinates - Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. | |
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86% | Communicating with People Outside the Organization - Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail. | |
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86% | Getting Information - Observing, receiving, and otherwise obtaining information from all relevant sources. | |
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84% | Working with Computers - Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. | |
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83% | Establishing and Maintaining Interpersonal Relationships - Developing constructive and cooperative working relationships with others, and maintaining them over time. | |
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83% | Organizing, Planning, and Prioritizing Work - Developing specific goals and plans to prioritize, organize, and accomplish your work. | |
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82% | Updating and Using Relevant Knowledge - Keeping up-to-date technically and applying new knowledge to your job. | |
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79% | Coaching and Developing Others - Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. | |
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78% | Training and Teaching Others - Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others. | |
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78% | Guiding, Directing, and Motivating Subordinates - Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. | |
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76% | Coordinating the Work and Activities of Others - Getting members of a group to work together to accomplish tasks. | |
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76% | Analyzing Data or Information - Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. | |
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76% | Processing Information - Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. | |
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76% | Resolving Conflicts and Negotiating with Others - Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. | |
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75% | Evaluating Information to Determine Compliance with Standards - Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. | |
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75% | Documenting/Recording Information - Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. | |
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75% | Developing and Building Teams - Encouraging and building mutual trust, respect, and cooperation among team members. | |
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74% | Developing Objectives and Strategies - Establishing long-range objectives and specifying the strategies and actions to achieve them. | |
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70% | Thinking Creatively - Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. | |
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66% | Providing Consultation and Advice to Others - Providing guidance and expert advice to management or other groups on technical, systems-, or process-related topics. | |
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64% | Scheduling Work and Activities - Scheduling events, programs, and activities, as well as the work of others. | |
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63% | Interpreting the Meaning of Information for Others - Translating or explaining what information means and how it can be used. | |
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63% | Monitoring and Controlling Resources - Monitoring and controlling resources and overseeing the spending of money. | |
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62% | Performing Administrative Activities - Performing day-to-day administrative tasks such as maintaining information files and processing paperwork. | |
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59% | Identifying Objects, Actions, and Events - Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events. | |
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58% | Staffing Organizational Units - Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. | |
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57% | Monitoring Processes, Materials, or Surroundings - Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. | |
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56% | Estimating the Quantifiable Characteristics of Products, Events, or Information - Estimating sizes, distances, and quantities; or determining time, costs, resources, or materials needed to perform a work activity. | |
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54% | Judging the Qualities of Objects, Services, or People - Assessing the value, importance, or quality of things or people. | |
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53% | Performing for or Working Directly with the Public - Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests. |
Buyers and purchasing agents buy products and services for organizations to use or resell. They evaluate suppliers, negotiate contracts, and review the quality of products. Purchasing managers oversee the work of buyers and purchasing agents and typically handle more complex procurement tasks.
Purchasing managers and buyers and purchasing agents typically do the following:
In addition to these tasks, purchasing managers also plan and coordinate the work of buyers and purchasing agents and hire and train new staff.
Purchasing managers are also responsible for developing their organization’s procurement policies and procedures. These policies help ensure that procurement professionals are meeting ethical standards to avoid potential conflicts of interest or inappropriate supplier and customer relations.
Buyers and purchasing agents buy farm products, durable and nondurable goods, and services for organizations and institutions. They try to get the best deal for their organization: the highest quality goods and services at the lowest cost. They do this by studying sales records and inventory levels of current stock, identifying foreign and domestic suppliers, and keeping up to date with changes affecting both the supply of, and demand for, products and materials.
Purchasing agents and buyers consider price, quality, availability, reliability, and technical support when choosing suppliers and merchandise. To be effective, purchasing agents and buyers must have a working technical knowledge of the goods or services they are purchasing.
Evaluating suppliers is one of the most critical functions of a buyer or purchasing agent. They ensure the supplies are ordered in time so that any delays in the supply chain does not shut down production and cause the organization to lose customers.
Buyers and purchasing agents use many resources to find out all they can about potential suppliers. They attend meetings, trade shows, and conferences to learn about new industry trends and make contacts with suppliers.
They often interview prospective suppliers and visit their plants and distribution centers to assess their capabilities. For example, they may discuss the design of products with design engineers, quality concerns with production supervisors, or shipping issues with managers in the receiving department.
Buyers and purchasing agents must make certain that the supplier can deliver the desired goods or services on time, in the correct quantities, and without sacrificing quality. Once they have gathered information on suppliers, they sign contracts with suppliers who meet the organization’s needs and they place orders.
Buyers who purchase items to resell to customers may determine which products their organization will sell. They need to be able to predict what will appeal to their customers. If they are wrong, they could jeopardize the profits and reputation of their organization.
Buyers who work for large organizations often specialize in purchasing one or two categories of products or services. Buyers who work for smaller businesses or government agencies may be responsible for making a greater variety of purchases.
The following are examples of types of buyers and purchasing agents:
Purchasing agents and buyers of farm products buy agricultural products for further processing or resale. Examples of these products are grain, cotton, and tobacco.
Purchasing agents, except wholesale, retail, and farm products buy items for the operation of an organization. Examples of these items are chemicals and industrial equipment needed for a manufacturing establishment, and office supplies.
Wholesale and retail buyers purchase goods for resale to consumers. Examples of these goods are clothing and electronics. Purchasing specialists who buy finished goods for resale are commonly known as buyers or merchandise managers.
Buyers and purchasing agents held about 494,400 jobs in 2022. The largest employers of buyers and purchasing agents were as follows:
| Manufacturing | 23% |
| Wholesale trade | 14 |
| Government | 12 |
| Management of companies and enterprises | 9 |
| Retail trade | 8 |
Purchasing managers held about 77,500 jobs in 2022. The largest employers of purchasing managers were as follows:
| Manufacturing | 26% |
| Management of companies and enterprises | 18 |
| Government | 12 |
| Wholesale trade | 10 |
| Professional, scientific, and technical services | 9 |
Most purchasing managers and buyers and purchasing agents work in offices. Travel is sometimes necessary to visit suppliers or review products.
Most purchasing managers and buyers and purchasing agents work full time. Overtime is common in these occupations.
Buyers and purchasing agents typically have a bachelor’s degree. A bachelor’s degree and a few years of work experience in procurement is required for purchasing manager positions.
Purchasing managers, buyers, and purchasing agents typically need a bachelor's degree. Programs vary but may include fields of study such as military technologies. Purchasing managers also need 5 or more years of work experience in procurement.
Educational requirements for buyers and purchasing agents usually vary with the size of the organization. Although a high school diploma may be enough at some organizations, many businesses require applicants to have a bachelor’s degree. For many positions, a degree in business, finance, or supply management is sufficient. For positions as a buyer or purchasing agent of farm products, a degree in agriculture, agriculture production, or animal science may be beneficial.
Buyers and purchasing agents typically get on-the-job training for a few months. During this time, they learn how to perform their basic duties, including monitoring inventory levels and negotiating with suppliers.
There are several certifications available for buyers and purchasing agents. Although some employers may require certification, many do not.
Most of these certifications involve oral or written exams and have education and work experience requirements.
The American Purchasing Society offers the Certified Purchasing Professional (CPP) certification. The CPP certification is valid for 5 years. Candidates must earn a certain number of professional development “points” to renew their certification. Candidates initially become eligible and can renew their certification through a combination of purchasing-related experience, education, and professional contributions (such as published articles or delivered speeches).
The Association for Supply Chain Management offers the Certified Supply Chain Professional (CSCP) credential. Applicants must have 3 years of relevant business experience or a bachelor’s degree in order to be eligible for the CSCP credential. The credential is valid for 5 years. Candidates must also earn a certain number of professional development points to renew their certification.
The Next Level Purchasing Association offers the Senior Professional in Supply Management (SPSM) certification. Although there are no education or work experience requirements, applicants must complete six online courses and pass an SPSM exam. Certification is valid for 4 years. Candidates must complete 32 continuing education hours in procurement-related topics to recertify for an additional 4-year period.
The Universal Public Procurement Certification Council (UPPCC) offers two certifications for workers in federal, state, and local government. The Certified Professional Public Buyer (CPPB) credential requires applicants to have earned at least an associate’s degree, possess at least 3 years of public procurement experience, and complete relevant training courses. The Certified Public Purchasing Officer (CPPO) requires applicants to have earned a bachelor’s degree, possess at least 5 years of public procurement experience, and complete additional training courses.
Those with the CPPB or the CPPO designation must renew their certification every 5 years by completing continuing education courses or attending procurement-related conferences or events.
The National Institute of Government Purchasing (NIGP) and the National Association of State Procurement Officials (NASPO) offer preparation courses for the UPPCC certification exams.
Purchasing managers typically must have at least 5 years of experience as a buyer or purchasing agent. At the top levels, purchasing manager duties may overlap with other management functions, such as production, planning, logistics, and marketing.
An experienced purchasing agent or buyer may become an assistant purchasing manager before advancing to purchasing manager, supply manager, or director of materials management.
Purchasing managers and buyers and purchasing agents with extensive work experience can also advance to become the Chief Procurement Officer (CPO) for an organization.
Overall employment of purchasing managers, buyers, and purchasing agents is projected to decline 6 percent from 2022 to 2032.
Despite declining employment, about 45,000 openings for purchasing managers, buyers, and purchasing agents are projected each year, on average, over the decade. All of those openings are expected to result from the need to replace workers who transfer to other occupations or exit the labor force, such as to retire.
Projected employment of purchasing managers, buyers, and purchasing agents varies by occupation (see table).
Purchasing managers will continue to be needed to help procure goods and services for business operations or for resale to customers.
Employment of buyers and purchasing agents is projected to decline due to increased automation of some procurement tasks. Organizations will likely adopt automation for simple procurement functions, such as finding suppliers or processing purchase orders.
In the public sector, employment demand may be impacted by the increasing use of cooperative purchasing agreements. These agreements allow state and local governments to share resources to buy supplies, which may limit the need for procurement officers.
For more information about buyers and purchasing agents, including information on education, training, employment, and certification, visit
Association for Supply Chain Management
Next Level Purchasing Association
The National Institute of Government Purchasing (NIGP), Institute for Public Procurement
Universal Public Procurement Certification Council
National Association of State Procurement Officials
This table shows a list of occupations with job duties that are similar to those of purchasing managers, buyers, and purchasing agents.
| Occupation | Job Duties | Entry-Level Education | Median Annual Pay, May 2022 | |
|---|---|---|---|---|
|
Advertising, Promotions, and Marketing Managers |
Advertising, promotions, and marketing managers plan programs to generate interest in products or services. |
Bachelor's degree | $138,730 |
|
Bookkeeping, Accounting, and Auditing Clerks |
Bookkeeping, accounting, and auditing clerks produce financial records for organizations and check financial records for accuracy. |
Some college, no degree | $45,860 |
|
Financial Clerks |
Financial clerks do administrative work, help customers, and carry out transactions that involve money. |
High school diploma or equivalent | $45,570 |
|
Food Service Managers |
Food service managers are responsible for the daily operation of restaurants or other establishments that prepare and serve food and beverages. |
High school diploma or equivalent | $61,310 |
|
Lodging Managers |
Lodging managers ensure that guests have a pleasant experience at an accommodations facility. They also plan, direct, or coordinate activities to ensure that the facility is efficient and profitable. |
High school diploma or equivalent | $61,910 |
|
Logisticians |
Logisticians analyze and coordinate an organization’s supply chain. |
Bachelor's degree | $77,520 |
|
Wholesale and Manufacturing Sales Representatives |
Wholesale and manufacturing sales representatives sell goods for wholesalers or manufacturers to businesses, government agencies, and other organizations. |
See How to Become One | $67,750 |
|
Financial Managers |
Financial managers create financial reports, direct investment activities, and develop plans for the long-term financial goals of their organization. |
Bachelor's degree | $139,790 |