An optimal deals is never only about price. It is about having the right products at the right price, with the right terms. It is also about knowing the exact components are needed and making sure to buy the same quality, not to affect production. This is how you assure that you get the right products. So, you have to make sure you get the best components, at the best possible price in that certain moment, for that certain products, under the best contract terms (for that certain period of time). One needs to know and understand the market, have a strong knowledge of best possible suppliers, understand how to get the best possible commercial and financial terms for the contract.

Three things I look for when the deal seems too good: -is the cost so low that it's likely to be discards or one offs? Scratch and dents may work, but they still need to fit form and function. -if the fit, form, and function aren't impacted, then what's the schedule impact? If they're quoting excess material in 30-60 days, can you afford that hit to your project? -the reduced cost could be worth the increased risk if it's not a critical part of the process, or if the material could be replaced/repaired easily. -could reach out to the vendor for assurance that the material will be warrantied against defects. Sometimes deals can be too good to be true, but every now and again we find that $100 Ferrari and it's worth the risk.

To secure deals without sacrificing performance: 1) Clearly define performance standards upfront—don’t negotiate on critical specs. 2) Evaluate vendors based on their ability to meet those standards, not just price. 3) Test components thoroughly before committing—ensure they meet or exceed requirements. 4) Prioritize long-term reliability over short-term cost savings. 5) Consider strategic partnerships with vendors to get better pricing without compromising on quality. Performance is non-negotiable, so make sure every deal aligns with that.