First check that the offers address the same requirement
Place each offer’s reference, specifications, packaging and quantity side by side. Two cartons may contain different unit counts. A pallet’s height or weight may be incompatible with your warehouse. A lower price may also mean later availability or shorter remaining shelf life. These differences must be visible before negotiation.
Classify each item of information as confirmed, assumed or missing. This prevents a favourable assumption from becoming a supposedly certain commercial advantage. Request written clarification of anything that could change the decision. If a substitute is proposed, compare it separately: the original reference remains the benchmark until the alternative is approved.
Calculating a comparable delivered cost
Add the costs that actually apply to the transaction: goods, preparation, transport, any insurance and other identified charges. Tax and customs treatment depend on the operation and must be confirmed with the relevant professionals. Do not combine amounts calculated on different bases. Keep the assumptions, quote date and currency used.
Simplified illustrative example: 1,000 units at €2.40 each plus €300 transport cost €2.70 per unit for these two items. Another offer at €2.55 plus €100 transport costs €2.65. Its starting unit price is higher, but its comparable total is lower. Other charges are deliberately excluded from this example; it is not a Martigane quotation.
Weighing price against operational terms
Availability, preparation lead time and reliable information affect an offer’s value. A cheaper purchase that cannot be used on time may be irrelevant. Also record minimum orders, replenishment options, restrictions on mixing references and discrepancy-handling arrangements. Compare written commitments, not just informal discussions.
Payment terms affect cash-flow planning. Rather than treating them as a simple preference, identify the payment schedule and documents associated with each stage. A purchasing decision must remain consistent with stock requirements, receiving capacity and expected sales. Non-financial factors deserve a visible place in the selection table.
Building a clear decision table
Choose a few genuinely useful criteria: product compliance, comparable total cost, lead time, minimum quantity, document quality and replenishment capability. Set their importance before seeing results to limit opportunistic trade-offs. Some requirements remain mandatory: a favourable overall score does not automatically offset a missing essential specification.
Finish with a brief justification of the choice and a list of outstanding reservations. Keep the selected quote version with the order confirmation. If a term changes, update the comparison instead of reusing an inaccurate total. This makes the decision understandable to purchasing, sales and logistics teams. To continue, see Purchasing and negotiation and the method for qualifying a supplier.