1° phase: analysis of the supply atmosphere.
Every field is the result of the equilibrium between various competitive forces that act on prices, costs and investments whose change determines in the time the profit of the field. The competition in a field stretches to carry the rate of return of the understood one invested them towards a rate limit, defined from the conditions of perfect competition.
The enterprises in order to turn out competitive and not to risk to exit from the market, will have to try to have rendering not inferior to this threshold limit, also who invests in a field not inferior chip ax rendering, from the moment that has the possibility to invest in other fields.

The Porter economist characterizes five competitive factors that demonstrate as the competition of a field goes beyond the behavior of single the concurrent ones.
Rivality between the enterprises, the contenders, the customers, the suppliers, the possible substitutive products and the income of new upgrades them contenders determines in fact the intensity of the competition.
The attraction of the closely tied field is therefore to the profit that is the fruit of the evolution in the time of the force ratios of the propose factors under in detail.

• Entered new threat.
  The companies that enter in a field have like objective to conquer market shares to losses of the by now mature enterprises of the field.
  Usually they carry ahead one political of penetration, based on selling prices many bottoms that cover the production costs offering a profit margin much bottom.
  This obligates the present companies in the field therefore to having to lower also they the selling prices or to offer to the good to the usual price guaranteeing but one quality or a better service.
• Intensity of the competition.
  The companies put in action all continuously the strategies possible in order to exceed the competition and to maintain the own market share intact.
  The enterprises are defied in fact in battles of price, promotional campaigns, launch of new products that obviously obligate all the enterprises of the field to act consequently, in order not to run the risk to exit, turn of some year, from the market.
• Competition of the substitutive products.
  The enterprises do not compete alone with the companies of the same field, but also with those manufacturers of products alternated to you, but those assets that also having the same characteristics cannot however satisfy the same need, and therefore if offered to a convenient price could also attract the attention of the customer.
• To be able contractual of the customers.
  The customers are an indirect force that feeds the competition between enterprises.
  The companies in fact also not to lose market shares try to please the requirements of the customers who usually regard reductions of price, good quality of the product and the offered service.
  This to always satisfy the customer increases the competition between the enterprises that are obliged to being always competitive also seeing to diminish their percentage of profit.
• To be able contractual of the suppliers.
  The suppliers with their selling prices very condition the course of their companies customers and the entire field.
  They can put into effect in fact of the increases or the reductions of prices that will be reflected on the final price of the good, putting therefore also in serious danger the competitiveness of the final company.

• Dimension and trend of increase of the volumes of purchase of the own company and the contenders.
• Competitive structure (in terms of quotas and concentrations) of the market of supply and the market of outlet in which the company it competes.
• Structures of cost, profit of the products.
• Presence of barriers to the entrance of the field.

• The elevated competition in which the companies they operate
• The atmosphere of supply of the companies, than is always become more dynamic.
• The change of the nature and the scopes of the function acquires.

• Elevated to be able contractual of the company.
  In this situation the company is found in a force position that allows them to concentrate the supply also towards little suppliers, also its purchasing power is much fort.
  They will be in fact the suppliers to having itself to adapt to the requirements of the enterprise customer in order not to risk to lose it.
  Being the subject more strongly the company has the possibility to ask reductions in price, to obligate the supplier as an example to equip itself of adequate logistic structures and fargli undertaking programs of improvement of the product.
  In this situation therefore the company it will orient towards politics of the buy, but not to produce the material in the own plants to acquire it from thirds party, trying to maintain possible the supplyes more low, thus diminishing the logistic costs and obligating the supplier to frequent deliveries.
• Equilibrium in the contractual power.
  In this situation instead you is true and just an equilibrium, that it puts the two against parts on same the slowly contractual one.
  In this case, the company tries to shrink the circle of the suppliers between those more trusts to you and the volume of the supplyes is advanced but has the function of "bearing".
  For how much it concerns the choice between buy and make comes estimated of time in time to second of the situation.
• Elevated to be able contractual of the supplier.
  In this situation instead the company it is found in a substantial position of disadvantage, that it involves a low contractual power that obligates the enterprise to adopt politics of the make, that is it is passed from the purchase of the finished product to the purchase of the raw materials, organizing one inner production with programs directed to the control of the quality and its improvement.
  An other objective is the continuous search of supplying products alternated to you so as to to differentiate the park, diminishing their contractual power.

• Product to acquire (relative decisions to the materials and the technologies).
• Price to accept (to define the aspects trades them of the supplies).
• Sources of purchase (appraisal of the number of suppliers, the markets).
• Relations to undertake with the supplier (contractual tipology, procedures of coordination, control.).

• The product.
  The produced lever can be defined in terms of material or technology used for production. A same product can introduce itself on the market constituted from various tipology of material, which various performances, various level qualitative, different facility of working correspond and it can therefore to turn out more or less profitable. The product is therefore one directly impatta lever of purchase that on the quality of the ended one, the machinability and the production costs. In the same way the technology, than is employed in order to realize the product, has a its impact on the compatibility and quality of the production process beyond on the technological level of the finished product.
  This last one has a particular strategic importance above all if one is pursued differenzzazione strategy turns to the innovation and improvement of the product.
• The price.
  The lever price has an impact directed on the cost of the product and exists various approaches for its determination based on the various tipology of purchase. Generic products ¹⁰ generally are quoted from the market, while instead produced specific they demand one quotation from part of the supplier who can vary in acquired relation to the quantity and the difficulty of finding on the market.
  Various instead the determination of the price if is in presence of an only supplier or more supplying: in the first case it will resort to the negotiation, but to the negotiation vis-a-vis of the terms of supply, in according to case they will be taken in offered considerations more of price, with the choice of the more convenient.
• Sources of purchase.
  The purchase sources are the lever correspondent to the distributive channel of the traditional marketing: that is in this phase it must determine the more suitable channel to use for being able to provision the product.
  The first step to complete is that one to estimate the number of suppliers and to decide therefore if to use an only supplier, or to reduce the park simply supplying or instead opposite choice to increase the number of suppliers of assets alternated to you.
  Subsequently it will come analyzed the supply risk and after appraisal of the performances carried out from the suppliers based on of the parameters will be one.
• Relations to undertake with the supplier.
  On the base of the selection of the purchase sources the last lever of the purchase sources will be determined then: the choice that is of the relations to establish with the supplier.
  The relationship modalities can be grouped in three classes: traditional that is based on classics relationships of market, integrated where particular agreement that is stipulated it takes in consideration the synchronization of the supply flows and evoluto that it previews a true one and just relationship of partnership.
  On the base of these three tipology can be defined various contractual tipology, example contracted open or traditional contracts, to agree coordination procedures in order to define variations of price and the amount and to define eventual modalities of rendered restitutions of contest to you.

• Notes 9: procedure of logical type, mutuato from the business economy, that it concurs to render the information systematic and fruibili collections approximately a specific topic and supplies fundamental information for the political definition and lines of participation.
• Notes 10: Knows also Commodities.