In the era of intelligent manufacturing, there is a closer connection between production equipment. Therefore, when the equipment is purchased at the factory, the specifications of the machine are no longer the only focus. Whether the production equipment can achieve the desired business performance for the enterprise is the right to make purchasing decisions. key. It is pointed out that many times, the investment of manufacturers in intelligent production systems cannot be reflected in the income as scheduled. A large part of the reason is that the manufacturers' technical purchasing thinking has not been adjusted. In the past, manufacturers often only considered whether the machine specifications met the requirements when purchasing equipment, but this method could not cope with the increasingly complex intelligent production environment of Industry 4.0. In the past, suppliers had reached the task as long as they delivered the qualified equipment to the customer as scheduled. However, in the era of intelligent manufacturing, after the operation team took over the intelligent manufacturing system from the suppliers, the real world changes came one after another, and the real problem was just about to begin. Material characteristics, operator's technical capabilities, and software updates all affect the actual performance of the equipment. Therefore, after the installation of the new system, it still needs to go through a series of debugging and reorganization processes. During the debugging period, the new system will not be able to achieve the investment return target set by the operator, and the marginal revenue will also suffer losses. In order to improve this situation, the industry is bound to adopt a new procurement strategy. Each department in the procurement process has its own goals. For example, engineers want to find the best technical solution; buyers want to buy the most suitable system at the lowest cost and best time; suppliers want to profit from the product. However, the initial procurement needs are often ignored in the process of handover. In the era of smart manufacturing, the procurement process should also become more intelligent. First, equipment purchases should focus on business performance rather than machine specifications. Even if the new equipment can reduce the labor cost of the work, if the need for higher maintenance labor costs, the original intention of reducing labor costs is not realized. On the other hand, the specifications of the new equipment need to be able to clearly show the key quality characteristics (CTQ) of the machine, such as the reliability of key components, tolerance tolerance, or shorter setup time. From requirements confirmation, machine build to commissioning, the operations team needs to fully understand the information in each step of the procurement process. When necessary, all relevant business teams should be involved in the design and implementation process. At the design stage, suppliers need to minimize the sensitivity of the equipment to the cause of change, and should perform tolerance analysis, failure mode and effect analysis, and design experimental procedures for process capability. Before the equipment is shipped, most of it needs to pass the acceptance test. After it arrives at the scene, it will also conduct another on-site inspection. However, acceptance testing can only demonstrate machine capabilities and fail to deliver business performance. A well-established procurement contract, in addition to machine design, factory acceptance, and site acceptance, should also include post-enabled performance. 