DISTRIBUTION
What’s driving the shift in purchasing priorities across the
electronics industry? Interview with Dan Ford, VP of Sales, EMEA, at Farnell
E
lectronics sector procurement professionals are frequently forced to make complex decisions regarding product sourcing and selection criteria. While it is comforting to assume that products are procured through comprehensive research and carefully designed to identify the most suitable component for each application, the practical reality can be quite different. Procuring components that may not be the most technically superior is not due to a lack of diligence or expertise. Engineers are often constrained by tight development schedules or supply chain challenges that can compel them to make choices based on entirely valid considerations such as time-to-market and long-term product viability. If components are deemed ‘fit for purpose’, it is safe to say that they, at a minimum, satisfy essential design parameters.
As a result, technically advanced yet potentially less sustainable (or more expensive) options may be set aside in favour of solutions that deliver greater overall value. Given the significant feature parity now common across suppliers, selecting ‘good enough’ components can be seen as a way for design teams to build in a lot more flexibility as well as help them to manage development costs and facilitate system integration.
How do factors like supplier stability, ecosystem compatibility and long-term viability weigh against technical excellence in procurement decisions?
It is not unusual for engineers to choose products based on a combination of supplier reliability, ecosystem compatibility, lifecycle efficiency and scalability. As already stated, there is a lot of product similarity between suppliers these days so selecting a ‘good enough’ product can be the easiest and most cost-effective path.
What challenges or costs do engineers face when moving from one supplier to another, even if the new supplier offers a more advanced product?
Switching from one manufacturer of
electronic components and semiconductors to another for technical reasons isn’t cheap. Acquiring new tools or learning new product architecture can be time consuming and expensive. As a result, engineers frequently default to working with their existing suppliers because they know them and rely on their long-term, well-established support. Sustainability is also an important factor for those responsible for procurement, including considerations for replacement frequency compared to other components. This decision-making process includes additional manufacturing and logistics costs, time lost and the proper disposal of used parts. It is also crucial to select products that minimise waste and environmental impact and are consistent with organisational, regulatory and sustainability objectives.
Design reuse has also been a focus due to its potential to accelerate time-to-market and enable smaller teams to manage complex products.
If technical excellence alone isn’t enough to win, what do component manufacturers need to provide to truly stand out? Component manufacturers must do more than offer technically advanced products to distinguish themselves to engineers. Additional services such as design support, toolkits, training and comprehensive documentation can assist engineers and manufacturers with integration and
10 OCTOBER 2025 | ELECTRONICS FOR ENGINEERS
troubleshooting tasks.
Engineers and original equipment manufacturers (OEMs) are increasingly interested in services that facilitate product development and reduce time-to-market. Establishing stable, long-term relationships with engineering teams and OEMs to build mutual understanding can contribute to trust and foster collaborative efforts across industry.
What does a forward-looking approach to product selection look like, and how should suppliers adapt to remain competitive?
Procurement clearly needs to engage early in the engineering design process to influence supplier selection and ensure alignment with technical and commercial objectives. Early collaboration promotes proactive risk management and better negotiations, while ensuring the suppliers chosen can support the expected levels of innovation, scalability and long-term business goal achievement. Farnell’s commitment is to enable all stakeholders to reap the benefits of the most advanced solutions available and to not have to compromise when it comes to product selection. We should all aim for strategic targets that keep design issues to an absolute minimum while simultaneously offering the best possible product for devices that could potentially change the world.
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