<\/p>\n
For over 25 years, I've been exploring the questions that truly advance companies in strategic procurement and supply chain management. In "Impulses," I share experiences from my project work, contextualize current developments, and challenge established ways of thinking. Not every new method delivers on its promises\u2014and not every proven approach is still the right one today. My goal is to provide guidance, stimulate thought, and offer fresh perspectives.<\/p>\n<\/div>\n<\/div><\/div><\/div><\/div><\/div>
What does judo have to do with successful purchasing negotiations?<\/h3><\/div><\/div><\/div>More than you might initially suspect.<\/p>\n
I did judo for over 20 years, two of them as a member of the German national team. Back then, it was all about competitions for me \u2013 not negotiations. I never would have expected that the experiences from that time would shape my professional life so profoundly.<\/p>\n
In judo, the stronger person rarely wins. Success often goes to the one who correctly assesses the situation, remains patient, and recognizes when an opportunity arises. Strength alone is not enough. <\/b>Those who only try to defeat their opponent by force often make themselves predictable. Timing, technique, and the ability to correctly interpret the situation are crucial.<\/b><\/p>\n
I still encounter these exact principles in purchasing negotiations today.<\/p>\n<\/div><\/div><\/div>
![](\"https:\/\/emarticon.de\/wp-content\/uploads\/Impuls-Foto-zum-Beitrag-scaled.png\")
<\/span><\/div><\/div><\/div><\/div><\/div>\nI repeatedly observe that negotiations escalate unnecessarily early. Both sides try to push through their position as quickly as possible, building pressure and arguing increasingly harshly. The problem is that those who focus solely on their own position often overlook the fact that the real opportunities only emerge as the negotiation progresses.<\/p>\n
Decisive turning points often occur when a window of opportunity suddenly opens \u2013 because priorities shift, new information becomes available, or new solutions emerge. In negotiation, this is known as the "window of opportunity." Those who are prepared and recognize this moment often gain a decisive advantage.<\/p>\n
However, a second principle is at least as important to me.<\/p>\n
Address critical issues early<\/strong><\/p>\nMany negotiations drag on unnecessarily because peripheral issues are discussed while the actual conflict of objectives remains unaddressed. Often, all parties involved know what the real issue is \u2013 yet no one speaks openly about it. This leads to misunderstandings, frustration, and frequently, rounds of negotiations that could have been avoided with honest communication.<\/p>\n
I've therefore learned to address critical issues as early as possible \u2013 openly, respectfully, and with a focus on solutions. This doesn't mean seeking out conflict. On the contrary: making the actual conflict of objectives visible creates the conditions for resolving it together. My experience shows that this approach not only leads to greater transparency, faster decisions, and more sustainable agreements, but also often builds trust \u2013 because both sides know what they're really talking about.<\/p>\n
Another thought has occupied me repeatedly over the past few years.<\/p>\n
The best negotiators are good listeners<\/b><\/p>\n
Many people assume that good negotiators are particularly quick-witted or always have to have the last word. I don't believe that. The best negotiators I've had the pleasure of meeting are characterized by something else. They listen attentively. They ask the right questions. And they first try to understand the other side's actual interests, constraints, and goals.<\/p>\n
Because positions and interests are not the same thing.<\/p>\n
One position might be: "We cannot accept this price." However, this could be driven by a variety of underlying interests \u2013 such as budget constraints, time pressure, internal processes, or strategic goals. Simply reacting to positions means negotiating only on the surface. Understanding the underlying interests often leads to solutions that were previously invisible.<\/p>\n
That, for me, is one of the biggest differences between good and very good negotiators.<\/p>\n
In over 25 years of project work in strategic procurement, I have repeatedly experienced this: Successful procurement negotiations are rarely decided by volume or maximum pressure. They arise from careful preparation, active listening, and a genuine understanding of the other side's interests.<\/p>\n
Perhaps this is the most important parallel between judo and negotiation.<\/p>\n
It's not about defeating the other person. It's about reading the situation correctly, recognizing opportunities, and seizing the right moment.<\/p>\n<\/div>\n
<\/div>\n<\/div>\nSuccessful purchasing negotiations<\/strong> are rarely made under pressure. What matters are preparation, timing, and the courage to address the actual conflict early on.<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>
More than you might initially suspect.<\/p>\n
I did judo for over 20 years, two of them as a member of the German national team. Back then, it was all about competitions for me \u2013 not negotiations. I never would have expected that the experiences from that time would shape my professional life so profoundly.<\/p>\n
In judo, the stronger person rarely wins. Success often goes to the one who correctly assesses the situation, remains patient, and recognizes when an opportunity arises. Strength alone is not enough. <\/b>Those who only try to defeat their opponent by force often make themselves predictable. Timing, technique, and the ability to correctly interpret the situation are crucial.<\/b><\/p>\n
I still encounter these exact principles in purchasing negotiations today.<\/p>\n<\/div><\/div><\/div>
<\/span>I repeatedly observe that negotiations escalate unnecessarily early. Both sides try to push through their position as quickly as possible, building pressure and arguing increasingly harshly. The problem is that those who focus solely on their own position often overlook the fact that the real opportunities only emerge as the negotiation progresses.<\/p>\n
Decisive turning points often occur when a window of opportunity suddenly opens \u2013 because priorities shift, new information becomes available, or new solutions emerge. In negotiation, this is known as the "window of opportunity." Those who are prepared and recognize this moment often gain a decisive advantage.<\/p>\n
However, a second principle is at least as important to me.<\/p>\n
Address critical issues early<\/strong><\/p>\n Many negotiations drag on unnecessarily because peripheral issues are discussed while the actual conflict of objectives remains unaddressed. Often, all parties involved know what the real issue is \u2013 yet no one speaks openly about it. This leads to misunderstandings, frustration, and frequently, rounds of negotiations that could have been avoided with honest communication.<\/p>\n I've therefore learned to address critical issues as early as possible \u2013 openly, respectfully, and with a focus on solutions. This doesn't mean seeking out conflict. On the contrary: making the actual conflict of objectives visible creates the conditions for resolving it together. My experience shows that this approach not only leads to greater transparency, faster decisions, and more sustainable agreements, but also often builds trust \u2013 because both sides know what they're really talking about.<\/p>\n Another thought has occupied me repeatedly over the past few years.<\/p>\n The best negotiators are good listeners<\/b><\/p>\n Many people assume that good negotiators are particularly quick-witted or always have to have the last word. I don't believe that. The best negotiators I've had the pleasure of meeting are characterized by something else. They listen attentively. They ask the right questions. And they first try to understand the other side's actual interests, constraints, and goals.<\/p>\n Because positions and interests are not the same thing.<\/p>\n One position might be: "We cannot accept this price." However, this could be driven by a variety of underlying interests \u2013 such as budget constraints, time pressure, internal processes, or strategic goals. Simply reacting to positions means negotiating only on the surface. Understanding the underlying interests often leads to solutions that were previously invisible.<\/p>\n That, for me, is one of the biggest differences between good and very good negotiators.<\/p>\n In over 25 years of project work in strategic procurement, I have repeatedly experienced this: Successful procurement negotiations are rarely decided by volume or maximum pressure. They arise from careful preparation, active listening, and a genuine understanding of the other side's interests.<\/p>\n Perhaps this is the most important parallel between judo and negotiation.<\/p>\n It's not about defeating the other person. It's about reading the situation correctly, recognizing opportunities, and seizing the right moment.<\/p>\n<\/div>\n Successful purchasing negotiations<\/strong> are rarely made under pressure. What matters are preparation, timing, and the courage to address the actual conflict early on.<\/strong><\/p>\n<\/div>