Buy less to buy better: how can businesses encourage buying only what is needed?

Why does buying less mean buying better? Behind this question lies a profound transformation of the procurement function. By putting «exact needs» back at the heart of decision-making, companies are shifting from a volume-based approach to a value-based one. This is a strategic lever that remains under-utilised, encouraging buyers to question established practices, avoid the unnecessary and create sustainable performance, as part of a comprehensive approach to responsible procurement. Insights from Bénédicte Serradeil, an expert in CSR support and corporate decarbonisation.

The concept of «just need» is often prominently featured in responsible procurement policies. On paper, everyone agrees. In reality, however, it remains all too often merely theoretical.

And yet, it is undoubtedly one of the most powerful – and most underestimated – drivers for bringing about far-reaching change in the procurement function. For it is not simply a matter of buying differently, but of adopting a whole new approach: to move from the role of an executor to that of a strategic partner able to ask questions, provide guidance and sometimes even say no.

Behind this concept lies a simple, almost disarming idea: do we really need what we’re about to buy?

Rethinking needs: a strategic challenge for buying less

Against a backdrop of economic pressure, strain on resources and growing demands for social responsibility, continuing to buy «as before» is no longer sustainable. Companies must do more with less, whilst reducing their environmental footprint and strengthening their resilience.

Purchases amount to an average of nearly 50 % of turnover businesses. In other words, addressing needs at an early stage is a significant driver of performance, going far beyond mere price negotiation.

The ‘right need’ thus marks a fundamental shift: we are moving from a volume-based approach to a value logic. It is no longer simply a matter of optimising a price or securing a supplier, but of ensuring that the purchase itself is relevant.

Because the best purchase… is often the one you don’t make.

This shift in perspective puts the buyer back at the heart of the company’s strategy. They become a a key player capable of acting simultaneously on :

• cost control
• reducing environmental impacts
• improving social conditions throughout the value chain
• sustainable value creation

From stated need to actual need: buying less efficiently

In most organisations, the process runs like clockwork:

1/ Firstly, a prescriber identifies a need

2/ The buyer handles it: they assess the market, then draw up a contract

Effective and traceable, certainly. But rarely questioned.

However, there is often a gap between the stated need and the actual need, significant gap.

Some real-life examples

• A systematic replacement of IT equipment according to a predefined cycle, without analysing actual usage or the condition of the equipment.
• Buying new furniture when refurbishing, when some of the existing furniture could be reused.

• Outsourcing a service when certain skills are available in-house.
• Purchasing new equipment when second-hand or shared solutions are available.
• Orders placed «out of habit» because «that’s how we’ve always done it» (typically: stationery, promotional items, etc.).

Why can’t we manage to buy less?

These practices are not isolated. They reflect ways of thinking that are deeply ingrained in organisations : security, standardisation, time-saving… but rarely simplicity.

This discrepancy is also evident in the individual behaviours. Today, people make an online purchase on average once every nine days. At the same time, the majority of consumers say they ask themselves whether an item is essential before buying it… but only a minority manage to buy less.

Even so-called ‘responsible’ solutions are not immune: nearly one in two second-hand purchases actually leads to a rebound effect, encouraging people to buy more.

In other words: the issue is not just what we buy, but why we buy it.

Distinguishing between needs, functions and solutions to buy less

The buyer’s role, then, is to take a step back and focus on the essentials: the use and purpose.

A distinction can be made between three levels of interpretation :

This process of deconstruction, which stems from functional analysis (a method derived from engineering that is still underused in procurement), makes it possible to to move away from a mindset of imposed solutions and explore alternatives that are often simpler, more economical and have a lower environmental impact.

It also opens a a valuable forum for dialogue with influencers, by reframing the purchase as just one option amongst others, rather than as a foregone conclusion.

Incorporating the right amount of need into practices to buy less

Adopting the right approach is not just a matter of good intentions. It requires structuring the process and embedding it in day-to-day practices.

It all starts with a systematic assessment prior to procurement. In fact, just a few simple questions can already transform the analysis:

• Is this need really essential?
• Can it be avoided, reduced or postponed?
• Is there an in-house or shared solution?
• Can we extend the lifespan of the existing structure?
• Is there a less disruptive alternative?
• What is the total cost, apart from the purchase price?

When asked at the right time, these questions help to’avoid making lots of unnecessary or excessive purchases.

But the key lies in the quality of dialogue with prescribers.

The right requirements cannot be imposed from the top down: they are developed through dialogue, an understanding of business constraints and the search for appropriate solutions.

This involves to develop the relationship between buyers and operational staff :

• move from a service-based approach to a partnership-based approach
• involve buyers at an early stage of projects
• to work together to identify needs rather than simply validating them after the fact

Tools to support this transformation

For example:

• questioning checklists integrated into procurement processes
• simplified functional analyses
• internal best-practice guides
• practical guides incorporating criteria relating to sustainability, reparability and the life cycle
• indicators for measuring avoided purchases
• feedback highlighting the benefits of low-impact approaches

Because it is essential to highlight something that, by its very nature, is not visible: a purchase that has been avoided.

The FAST diagram

The FAST (Function Analysis System Technique) diagram is a functional analysis tool used to understand and structure a requirement based on the expected functions of a product, service or purchase. Its aim is simple: to start with the question «What is it for?» rather than «What should we buy?».

Measuring to manage

One of the main obstacles to implementing the ‘right amount’ principle is the difficulty in measuring it. Organisations are used to managing what they buy, but far less so what they avoid.

Yet the benefits are very real:

• immediate budget savings
• reduction in greenhouse gas emissions
• limiting resource consumption
• reduction in waste

Establishing appropriate indicators therefore helps to highlight these benefits and lend legitimacy to the approach. This can be achieved by:

• tracking of purchases avoided (number, savings generated, etc.)
• the assessment of CO₂ emissions avoided
• the extended service life of equipment
• or the incorporation of the right level of demand into the procurement teams’ objectives

Measuring also means recognising the value of the work carried out beforehand – work that is often unseen but crucial: the work involved in choosing not to buy.

Buying less to buy better: a cultural shift

Beyond tools and methods, identifying the right need involves a a genuine cultural shift.

As for specifiers, it is a question of being open to being challenged, questioning certain habits and incorporating sustainability criteria into their decisions.

From the buyers’ perspective, this means developing new skills: active listening, the ability to ask questions without stifling ideas, teaching skills, influence. The aim is not to hold projects back, but to steer them towards more appropriate solutions.

This approach can sometimes seem uncomfortable. It requires time, trust and a clear managerial support. But it also paves the way for a more strategic, better-recognised procurement function that is more closely aligned with current challenges.

Ultimately, buying less starts with a question. It’s about relearning a simple habit: taking the time to ask yourself the right question before making a purchase. Try replacing «how should I buy?» with «should I buy?». In a world where every purchase has economic, social and environmental impacts, this question becomes a genuine act of responsibility. What if, ultimately, the maturity of responsible procurement were measured less by the quality of the calls for tenders… than by the relevance of the needs expressed? Buying better is good. Buying less, where possible, is often even better.

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