Buying and merchandising assistant / Skills England

Overview of the role

Buying and merchandising assistants work collaboratively to contribute to the delivery of department/company sales and profit targets.

Details of standard

This standard has options. Display duties and KSBs for:

Occupation summary

This occupation is primarily found in retail organisations, but also exists across a variety of other sectors that manage the acquisition, planning, and distribution of products, stock and/or goods. These may include wholesale, manufacturing, supply chain and logistics, fashion, food and drink, e-commerce, and other industries with structured buying and merchandising operations. These organisations may serve customers and clientele directly (B2C), operate through intermediaries, or supply other businesses (B2B).

The primary purpose of the role is to support buying and merchandising teams in ensuring the right products/stock/goods are available at the right time and place. Individuals will assist with coordination, data, and administrative tasks across product selection, supplier liaison, stock tracking, and reporting. This occupation features two pathways:

Buying assistants support the selection, sourcing, and onboarding of new products/stock/goods, contributing to the development of the organisation’s portfolio. They assist in managing supplier relationships, coordinating sample testing and/or evaluation processes, and ensure that products/materials/stock are accurately documented and aligned with commercial agreements.

Merchandising assistants monitor performance and availability of products/stock/goods by collating, distributing, and analysing relevant data. They identify trends, demand patterns, and anomalies, using a range of business tools and systems. Their responsibilities may include placing and tracking supplier orders, ensuring availability across channels and distribution points, and supporting inventory management to meet commercial objectives.

Together, they work collaboratively to help achieve organisational or departmental targets for sales, margin, and efficiency. They will normally report to a more senior member of the buying or merchandising team, but this will vary by employer.

Individuals in this occupation typically interact with a wide range of internal and external stakeholders, including wider buying and merchandising teams, designers, manufacturers, suppliers, planners, logistics, marketing, finance, and IT departments. The role is typically office-based, but may involve hybrid working and travel to supplier meetings, trade fairs, distribution centres, operational sites, and potentially international travel for supplier or factory engagements.

Typical job titles include:

Buying assistant Merchandising assistant

Core occupation duties

Duty	KSBs
Duty 1 Monitor the critical path to ensure products are delivered on time	K1 K2 K3 K5 S3 S4 S6 S7 S8 S9 S10 S21 B4 B6
Duty 2 Engage with internal and external functions (such as marketing, PR, distribution, suppliers, supply chain, stores, on-line, sales teams, design teams, product technologists, customers) to deliver product ranges that meet business KPIs and customer needs	K2 K5 K6 K8 K9 K12 K13 K14 K15 K17 K18 K19 K21 S3 S4 S5 S6 S7 S8 S9 S10 S12 S20 S21 B1 B2 B3 B4 B5 B6 B7
Duty 3 Contribute to the continuous improvement of the buying and merchandising processes, responding to sector trends and new ways of working to drive sales and profit	K1 K4 K8 K12 K13 K14 K19 K21 S1 S2 S7 S10 S11 S12 S14 S15 S16 S17 S19 S21 B1 B2 B3 B4 B5 B6
Duty 4 Coach and mentor new colleagues to drive development	K9 K13 K15 K16 K17 S19 S23 B2 B6 B7
Duty 5 Develop and maintain a stakeholder network, to facilitate negotiations to maximise opportunities	K2 K3 K4 K5 K6 K7 K8 K9 K13 K17 K18 K19 K21 S5 S8 S10 S15 S18 S20 B2 B3 B6 B7
Duty 6 Receive and resolve queries and questions from stakeholders (suppliers, designers, packagers, customers) regarding products, process, services, critical path deliverables etc	K2 K6 K8 K9 K14 K18 S3 S5 S6 S10 B1 B2 B3 B6 B7

Option duties

Buying assistant duties

Duty	KSBs
Duty 7 Manage the ordering, delivery, testing and showcasing of samples, to support the final selection of products	K1 K2 K3 K5 K6 K8 K9 K12 K13 K14 K15 K17 K18 K19 K21 S1 S2 S3 S5 S7 S8 S10 S14 S15 S17 S18 B1 B3 B4 B5 B6 B7
Duty 8 Action all the required processes throughout the product lifecycle, ensuring trading and pricing policies are adhered to, meeting the requirements of the current business strategy	K1 K2 K3 K5 K7 K8 K11 K17 K18 K19 S4 S6 S7 S8 S9 S10 S13 S14 S20 S21 B6
Duty 9 Input products into the database and carry out on-going maintenance. Coordinate the product content and imagery to support and maximise the sales of the product	K1 K2 K5 K7 K12 K13 K17 K21 S3 S9 S10 S11 S12 S21 B1 B2 B4 B6
Duty 10 Monitor competitor activities and update prices accordingly in line with legislation and organisation policies	K2 K7 K11 K12 K18 S1 S3 S11 S13 S14 S15 S17 S21 B6
Duty 11 Use competitor and market analysis to identify opportunities to improve/increase sales performance	K2 K7 K11 K12 K18 K21 S1 S3 S11 S13 S14 S15 S17 S21 B3 B4
Duty 12 Assist in the creation of future range building inputting into trend and competitor analysis	K1 K2 K3 K5 K8 K10 K11 K12 K13 K15 S1 S2 S11 S12 S13 S14 S15 S16 S17 S18 S20 B1 B4 B5 B6

Merchandising assistant duties

Duty	KSBs
Duty 13 Manage suppliers and key stakeholders (distribution/warehousing and depots, branches/ stores, online) to ensure stock levels are kept within agreed targets/timelines	K8 K12 K14 K15 K17 K19 K20 K21 S4 S6 S9 S10 S21 S22 B2 B4 B6 B7
Duty 14 Place and manage orders for assigned products, in line with the agreed volume and specification	K7 K8 K14 K17 K20 S4 S9 S10 S12 S21 S22 B2 B4 B6
Duty 15 Assist in producing short to mid-term product range forecasts for intake and delivery	K7 K10 K12 K13 K20 S12 S13 S22 B4
Duty 16 Use current and past data to identify opportunities to improve sales and profit performance, providing reforecasts of stock, delivery dates and cancellations to minimise/maximise financial impact. Provide weekly trading analysis	K7 K10 K11 K17 K18 K20 S4 S6 S11 S12 S13 S14 S17 B2 B3 B4 B5
Duty 17 Assist in the creation of future range building by inputting financial targets and plans and data analysis	K1 K3 K5 K7 K10 K11 K13 K14 K17 S2 S7 S10 S11 S12 S13 S14 S17 S18 S20 S21 B1 B4 B5 B7
Duty 18 Provide orders and line level product forecasts to suppliers. Manage/maintain stock replenishment system to maximise availability and drive sales	K12 K14 K17 K18 K20 K21 S9 S11 S12 S20 S21 S22 B2 B6

KSBs

Knowledge

K1: How to develop an operational or strategic approach to buying and / or merchandising Back to Duty

K2: Industry standards, regulations and legislation relating to the ethical and sustainable sourcing, purchasing and sale of goods to ensure compliance Back to Duty

K3: Product lifecycle from development to customer and the critical path approach to support the buying and merchandising process Back to Duty

K4: Principles of buying and merchandising and the specific role of each Back to Duty

K5: The brand position within the market, which includes both UK and global markets, retailer types and trading models Back to Duty

K6: Effective methods of negotiation, and how they relate to the organisation’s strategy, goals and ethical stance Back to Duty

K7: Key aspects of the sector in respect of global and domestic trading patterns Back to Duty

K8: Principles of working within strategic operational buying and merchandising frameworks Back to Duty

K9: Effective methods of communication to achieve operational success Back to Duty

K10: The principles of internal trend analysis and forecasting Back to Duty

K11: The principles of undertaking competitor analyses Back to Duty

K12: The different purchasing habits of customers, seasonality and the different customer journey across all purchasing channels Back to Duty

K13: The importance of keeping up with current trends within the industry Back to Duty

K14: The importance of customer profiles and how they impact buying and merchandising operations Back to Duty

K15: The principles of team dynamics and relationships in order to achieve individual and organisational goals Back to Duty

K16: The importance of coaching and mentoring to support the development of the buying and merchandising teams Back to Duty

K17: The goals and targets of the business, the drivers of performance and the contribution of the team in order to achieve these Back to Duty

K18: The key performance indicators of the department, their performance and how to individually contribute to their success Back to Duty

K19: The range and impact of external factors such as currency fluctuation and global suppliers have on profit margin and costs Back to Duty

K20: The impact of stock planning and densities on profitability and how it aligns to organisational/brand strategy Back to Duty

K21: Factors affecting and impacting seasonal planning to ensure availability of appropriate products and to drive profit Back to Duty

Skills

S1: Uses their market/industry knowledge to contribute to new product development and innovation Back to Duty

S2: Contributes to the building of customer focused ranges to meet the brand identity of the business Back to Duty

S3: Ensures product quality and legal compliance by working within industry standards, regulations and legislation to source, purchase and sell goods Back to Duty

S4: Ensures accurate implementation of the critical path prioritising actions accordingly Back to Duty

S5: Negotiates in a manner that balances the need for a sound financial return, with the need to operate ethically, honestly and fairly Back to Duty

S6: Monitors agreed performance targets with suppliers to manage ongoing supplier relationships Back to Duty

S7: Applies the organisation strategy to buying and/or merchandising to ensure strategic objectives are met Back to Duty

S8: Applies an ethical and sustainable approach to the buying and merchandising process in line with policies and procedures to achieve legal compliance Back to Duty

S9: Ensures the agreed route to market is delivered and maintained successfully so that objectives are met Back to Duty

S10: Works with external and internal departments (for example, marketing, distribution, suppliers) to build relationships to drive sales activity and support the delivery of the business objectives across all channels Back to Duty

S11: Uses data to support decisions to influence both the strategic and operational direction of the buying and/or merchandising approach. Back to Duty

S12: Demonstrates accurate application of systems in analysing data (for example, customer trends, buying patterns, stock rotation and levels) Back to Duty

S13: Analyses and presents business data to support achievement of business strategies, brand and KPIs Back to Duty

S14: Evaluates commercial performance to support proposed actions for both good and poor product performers Back to Duty

S15: Demonstrates anticipation of customer buying and product patterns to forecast future demand Back to Duty

S16: Articulates relevant ideas and opinions towards trends and competitor activity so that opportunities may be identified Back to Duty

S17: Applies customer profile/trend data to inform the development of a range, products and services Back to Duty

S18: Formulates and communicates customer propositions Back to Duty

S19: Develops self and individuals to improve personal and team performance and capability Back to Duty

S20: Demonstrates commercial buying and merchandising within a financial framework Back to Duty

S21: Operates in a manner that produces the required financial rate of return for the business Back to Duty

S22: Ensures effective stock management to support the delivery of the sales and profit forecasts Back to Duty

S23: Coaches and mentors new/less experienced colleagues Back to Duty

Behaviours

B1: Is creative thinking, and enthusiastic with a positive and professional attitude Back to Duty

B2: Is confident accountable and pro-active Back to Duty

B3: Shows tenacity and is prepared to take risks Back to Duty

B4: Is resilient, organised with an eye for attention to detail Back to Duty

B5: Is flexible, agile and adaptable to changing markets Back to Duty

B6: Operates within professional code of ethics Back to Duty

B7: Is an ambassador for the business Back to Duty

Qualifications

English and Maths

English and maths qualifications must be completed in line with the apprenticeship funding rules.

Additional details

Occupational Level:

Duration (months):

Review

this apprenticeship will be reviewed in accordance with our change request policy.

End-point assessment (EPA plan)

Rigorous robust and independent assessment undertaken by an apprentice at the end of training to test that the apprentice can perform in the occupation they have been trained in and can demonstrate the duties, and knowledge, skills and behaviours (KSBs) set out in the occupational standard

End-point assessment organisation (EPAO)

An organisation approved to deliver end-point assessment for a particular apprenticeship standard. EPAOs must be on the register of end-point assessment organisations

Holistic or synoptic

Assessment of an apprentice’s knowledge, skills and behaviours in an integrated way i.e. assessing several KSBs at the same time

Knowledge, skills and behaviours (KSB)

What is needed to competently undertake the duties required for an occupational standard

Valid

Referred to in relation to assessment methods; fit for purpose

Change request policy

Most changes to an apprenticeship are made as a result of a holistic review of it. We prioritise the need for such reviews based on a range of factors. These include:

the time since the apprenticeship was developed or last reviewed (taking account of its typical duration)
the existence of any known problems with it (e.g. lower than expected starts, low achievement rate, high withdrawal rate, any issues with the availability of training or end-point assessment provision)
whether the apprenticeship is currently subject to a dispensation
the relative significance of the apprenticeship based on how many users it has

The availability of an employer group to support a review and its potential impact on any related technical education product also inform the timing of a review.

Details of apprenticeships that are currently being revised or adjusted are available in our revisions and adjustments status report.

Version log

Version	Change detail	Earliest start date	Latest start date
1.0	Approved for delivery	16/05/2019	Not set

Status: Approved for delivery (available for starts)

Level: 4

Reference: ST0683

Version: 1.0

Date updated: 30/12/2022

Approved for delivery: 16 May 2019

Route: Sales, marketing and procurement

Typical duration to gateway: 18 months (this does not include EPA period)

Maximum funding: £6000

Options: Buying assistant, Merchandising assistant

LARS Code: 458

EQA Provider: Ofqual

Buying and merchandising assistant assessment plan

File size: 583 KB

Find an apprenticeship

Employers involved in creating the standard: Allen Apprenticeships and Skills, Ocado, People First, Steinhoff UK Ltd, The Fashion Retail Academy

Print the occupational standard (including PDF)

Share this page

LinkedIn X Facebook Email

Crown copyright © 2025. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence

Buying and merchandising assistant