Buying is no longer a purely transactional function. In line with insights from leading consultancies such as McKinsey & Company and Bain & Company, the buying role in 2026 is positioned as a core strategic driver of growth, resilience and profitability across fashion, beauty and wellness businesses.

Modern buyers operate at the intersection of data, consumer insight, brand strategy and supply chain intelligence. The role requires the ability to interpret real-time performance data, anticipate shifts in consumer behaviour and curate assortments that balance creativity, commerciality and brand integrity across physical, digital and hybrid channels.

Pricing architecture, margin protection and inventory optimisation remain central. Buyers are expected to manage open-to-buy with precision, negotiate intelligently with suppliers and make informed decisions that reduce risk, limit overproduction and improve sell-through. Increasingly, this includes factoring in lead-time agility, supplier resilience and sustainability considerations as part of long-term planning.

Success in this role lies in the ability to combine insight-led decision-making with strong cross-functional collaboration. Buyers who thrive are commercially astute, digitally fluent and able to work closely with design, merchandising, production and supply partners to deliver relevant assortments, protect brand equity and drive consistent performance in a complex and evolving global market.