In contrast to category procurement for production materials and services, CAPEX procurement follows different rules. The challenge for procurement lies in the fact that an investment must first be planned (scope, costs, schedule) before sourcing can begin - and even planning often requires the procurement of a planning service. Anyone who has ever carried out CAPEX project procurement will be familiar with these challenges. Here I would like to present a process on how the various CAPEX projects of a company or plant can be better organised as a whole. It all starts with annual investment planning as step 1, which should take into account all future CAPEX expenditure. This planning usually consists of a few known projects, some placeholder projects and potential emergencies or as yet unknown customer projects. Purchasing should already be involved at this point and then develop project procurement plans for the known topics together with the engineers (e.g. what should be sourced, cost estimate, possible suppliers). Procurement should be an integral part of the final budget approval and have checked this for plausibility. Step 2 is followed by the individual project tasks, such as analysing the supplier market and defining the individual sourcing strategies. This is followed by the inquiry rounds. During the process, a conscious distinction is made between a technical clarification meeting and a commercial negotiation. Purchasing and the engineers should take part in both discussions, with the former being led by the technicians and the later by the procurement department. The greatest potential for optimisation is always to be found in the technical aspects of project execution, where it is important to work together as a team. Procurement should be a permanent member of the project team and accompany the project through to final completion. The last step 7 is again a superordinate step across all CAPEX projects of the organisation. Here, the performance of all suppliers involved in the various projects is analysed. Just as a quick note, the supply of the right spare parts should already be a task for the projects and not just for operations. How is you CAPEX procurement process working?