Coffee Talk with JJ Heldt: Rethinking purchasing

“Now more than ever, strategic purchasing is the art of driving by sight—while still seeing the next storm coming.”

In times of geopolitical uncertainty, rising costs, and ever-faster innovation cycles, strategic purchasing is under enormous pressure. JJ Heldt, Director of Sales and Commercial Excellence at Bosch Rexroth, spoke to participants at the EUROGUSS Executive Circle about precisely these challenges – and explains in an interview why speed, networks, and technical understanding are decisive factors for competitiveness today.

Mr. Heldt, at the EUROGUSS Executive Circle, it became clear how much pressure the European industry is under internationally. What role can strategic purchasing play in making companies more resilient?
 

Heldt: Strategic purchasing means positioning yourself as broadly as possible. In economic terms, this means establishing dual-source strategies for critical materials in order to reduce dependencies. The four pillars of strategic purchasing—logistics, quality, price, and technological requirements—form the foundation for this. At the same time, you always have to think about where the next crisis could arise—and be prepared for it in advance.

You have been responsible for plants in both Eastern Europe and the US. What are the strengths and weaknesses of European purchasing in an international comparison?
 

Heldt: Europe is a complex, colorful market – different countries, cultures, technological expertise, and cost levels. That makes us agile and opens up access to America and China. We deal with international partners more naturally – the Lewis model shows very well how cultural differences can be used efficiently.

Our weaknesses? High costs compared to Asia – and often too slow a response time when it comes to sourcing new products. In fast-moving markets, this speed is a decisive advantage.

Collaboration in the supply chain – how can purchasing departments establish genuine partnerships with foundries and OEMs?
 

Heldt: Our network is our strongest asset. Of course, price remains a factor, but sustainable value is created through efficiency, shared goals, and trust.

Foundries have clear advantages in terms of technology and quality. OEMs are increasingly thinking in terms of total cost of ownership – this is where foundries can score points if they factor technical developments and quality into the TCO and thus demonstrate added value. Partnerships on an equal footing arise when values and goals align and trust has grown.

“Total cost of ownership” – everyone talks about it, but few put it into practice. What does it take to break through the price focus?
 

Heldt: In the end, it's always the customer who decides – in the automotive industry, for example, it's the person who wants to buy the best car. In addition to price, factors such as sustainability, secure supply chains, flexibility, and speed are becoming more important. We in Europe are often too slow and too expensive – customer focus must come first here.

Bosch, for example, now evaluates suppliers first according to sustainability, then according to TCO and other criteria. This changes the rules of the game – and gives us in Europe a chance if we implement it consistently.

What skills will tomorrow's buyers need to have, especially in a technology-driven environment?
 

Heldt: The best buyer is not the best negotiator, but the one who understands their suppliers' processes and technology. They are people persons who build relationships based on empathy and openness—not only with suppliers, but with all stakeholders in the company and also with customers.

In the supply chain, technology often determines who is on equal footing. Purchasers must be able to participate in technical discussions everywhere – otherwise they will remain mere price pushers, and this role will become less and less in demand in the future.

Conclusion: Strategic purchasing in Europe must become faster, more networked, and more technical – without losing sight of classic values such as quality and partnership.