Steady growing innovations and technical progresses in the field of IT-based applications yields to a wide range of opportunities for logistic systems. Especially, in the field of materials purchasing structural changes from manual operations to automated processes are unavoidable. A high capital lockup in the center of distribution as well as quite low inventory turnovers and the fact, that a large number of purchase orders in the lower price segment are operated by manual order processing, which has a longer process duration, were decisive for the initial point of this project. The aim of this thesis is to increase the degree of automation for the procurement of MRO requirements by automated supplier enablements and an adapted procurement processes. Trough a detailed description of the daily work flow (based on the various types of procurement) by process visualization in division KB2, potential optimization measures in terms of the procurement processes are developed. The focus is mainly based on the process "Materialbeschaffung: Einkauf Lager". In order to gain an overview in the purchasing structure, key performance indictors for purchasing and inventory as well as stock allocations and inventory turnovers are analyzed in detail. The most important suppliers for the central warehouse management are identified and the numbers of material orders are analyzed. Based on this information, a survey of technical possibilities for automated supplier integration is conducted. An adapted procurement process for the center of distribution will be developed and economically assessed, by a payback period rule. The implementation of an automated material procurement process is associated with high investment costs. However, an implementation of the 15 largest suppliers by means of EDI/OCI connections can save about € 1.400 per month compared to the previous monthly processing costs for the material provision of € 6.200. Referring to the order volume, this would mean eight warehouse orders or 39 order items per month. However, to ensure in the future a lean and transprent procurement process, it is essential to accomplish a stock cleanup, to classify master data as well as to adjust manual operations and in a further consequence to involve system-based key suppliers.