Siemens Energy is a global company which is active in energy technology and offers different types of gas turbines and steam turbines among other types of services. This study was conducted at Siemens Energy in Finspång. The importance of the purchasing function within a company and its profitability has increased and it is thereby important for a company to take advantage of it. Siemens Energy strives to have a transparent supply chain that forms a competitive advantage and provides value along every step in order to create value for the company and its customers. To be able to provide a product to the customer, a project group is assigned at Siemens Energy consisting of different types of roles and areas of responsibility. Multiple functions are involved to manage a project from beginning to end. Budget, lead time and different types of specifications are determined at the beginning of a project and follow through the rest of the project. For big and complex flows, good communication between different functions is essential for information regarding, for example, deviations to reach out to the concerned parties. Siemens Energy describes that an overview of how different functions work with the information flow in the purchasing process from construction to goods receiving is missing and requests a flowchart and suggestions for improvements. Therefore, the aim of this study is to create a flowchart over the information flow and to identify and present suggestions for improvements. A theoretical model, Business Process Management, was used to structure the work in this study. The first step in the model is to create a flowchart of the current state regarding the information flow in the different functions. Interviews with 18 people in different roles were conducted to understand the current state. The second step in the model is to identify areas of improvement so that measures can be performed. Activities in the flowchart were divided into value added activities, non-value added activities and non-value added but necessary activities according to the Lean philosophy. Activities which were considered non-value added activities could be categorized into different types of wastes according to the Lean philosophy in order to be addressed using time reduction theory. The third step in the model is to present a new map of the measured activities. Finally, the activities were analysed qualitatively to gain insight into whether the impact on time, cost and quality would be positive, negative, or unchanged. The results from the flowchart and the actions of the measured activities resulted in suggestions for improvements. Further, it was described which of the activities Siemens Energy should focus on improving to increase the quality of the information flow in the purchasing process and decrease cost and time spent. How the implementation should be conducted was not a part of this study which leaves room for further studies in the future that can be carried out at Siemens Energy.