(1) The purchase planning strategy is mainly to determine the plans for purchasing initial input materials in different markets, that is, the combination of types, quantities and time distributions of material requirements.

(1) Formation of purchasing plan. It is required to determine the type of initial input materials, that is, purchase varieties, which are related to the overall production strategy of the enterprise and consistent with the product plan to be produced and sold.

② Determination of the properties of purchased materials. To evaluate the performance of purchased materials, it is mainly considered that the purchased materials must meet a certain function of the production process of the enterprise. For example, if you want to buy a raw material, it has the properties specified in the production process. What you buy is not the type of materials but the effectiveness of production. Only by analyzing what specific materials are needed in the market and what quality of rice is used to achieve the required utility characteristics can we determine the types of materials to be purchased. In order to evaluate the advantages of a material, value analysis can be used (value analysis is a standardized method to reduce the cost of a product or improve its value). Checking the performance of specific input materials is only part of the performance analysis. In order to make an optimal purchasing plan, especially to analyze the interaction of materials, it is necessary to find out the relationship between materials to be purchased. Namely, supply interaction and enterprise internal interaction. If the demand of one material affects the supply of another material, there will be supply interaction between the two materials, and the interaction within the enterprise is an internal dependence caused by the storage process or production process.

③ Timing of demand. Decisions about when and how much a certain material should be purchased should be based on material goals and form goals. In terms of materials, on the one hand, the demand quantity and demand time of production site or external customers are very important, on the other hand, suppliers may have restrictions on the available quantity.

(2) Conditional strategy can be interpreted as: besides the price of purchased materials, there are many other conditions. The purchase condition strategy includes the formation of the following elements: direct payment to suppliers: including purchase price, lease and lease deposit and installment payment; In compensation trade, goods or services are equivalent to goods or services provided, not direct capital expenditure; Quantity discount; Loan guarantee provided by the supplier in the form of general equipment or single supply loan; Supplier's terms of supply and payment.

Conditional strategy is embodied in the contract between suppliers and demanding enterprises. According to the purchased input materials and the selected purchasing methods, there can be purchase contracts, lease contracts, labor service contracts, etc. In principle, installment purchase contracts, contracts with conditions or contracts with automatic price adjustment clauses have no greater impact on other purchase strategies than ordinary purchase prices. However, this type of contract takes into account the long-term cooperation between supply enterprises and demand enterprises in many cases. They have the same characteristics: specific conditions are suitable for a long period of time, not just to meet temporary needs. On the one hand, the business relationship is fixed, on the other hand, the immediate unfavorable factors in the contract can be compensated by the favorable factors in the future, and new conditions may be created.

2. Self-made strategy and outsourcing strategy. Self-made and outsourcing decision-making is an important decision-making content in the procurement strategy of production enterprises. Production enterprises need to make self-control and outsourcing decisions when developing and producing new products, or when their own production capacity and cost change, or when the competitiveness and cost of suppliers change. This decision must first adapt to the core business and the overall strategy of the enterprise; It is also influenced by many factors, such as product technical level, process level, production capacity, development capacity, investment capacity and relationship with suppliers.