I like it.
I like things to be simple.
I think you should re-consider some of the titles you us in product realization.
I disagree with the couple of people who said you can ignore product realization. It is an important process.
And you don't need purchasing if it is not important to your output. And using a computer program that you purchased does not mean that purchasing is import.
Computer programs such as modeling programs, programs used to verify design results, etc., are not uncommon and yes, the purchase of such things should be controlled. Project management software serving these functions is common. An auditor might ask how the organization selected their auditors, if nothing else. An auditor would notice if the organization had no function to select or pay them, wouldn't they? (I've encountered many auditors who expect the CB they represent to be included among suppliers affecting quality.)
"Product realization" is an element of a standard. The product realization requirements therein pertain to organizational processes that are responsible for producing and delivering an organization's products or services. A process called "Product Realization" is laughable.
These organization processes are realization
processes. There is almost always more than one realization process in an organization. Even in an organization of one person, believe it or not. Typically, a front end process like Sales is involved to determine customer requirements, etc., and a Purchasing function is virtually universal. Manufacturing organizations often operate Shipping and Receiving Processes. Some engage in Project Management.
Some operate Production processes. Some operate Design processes.
Realization processes are the ones organizations operate for a living--the ones needed to realize product/service that makes them money. The ones needing some kind of management attention to assure quality.
Sir, please don't interpret my failure to communicate with you in the future regarding this issue as some kind of tacit agreement. I've learned that someone who one-ups another without knowing what he is talking about is not uncommon here. Not worth arguing.
However, I will give you this: (and to the OP): if you use a Project Management process, any purchases necessary for a particular project might be rightfully covered in the Project Management procedure. (However, if this was the only way resources needed for the QMS are procured, would you need to consider QMS assessment as a project, to which you assign a project manager? This seems a particularly bad idea.) But the idea that an unimpactful (?) Purchasing function could be covered elsewhere is valid. Maybe it could be covered in the quality manual, for example.
My comments were directed toward Ambrosedierdre.
