The growing global competitiveness has led many organizations to restructure their processes, making them more lean and dynamic, requiring greater flexibility, better quality and lower cost. With that, the sustainability themes and purchases have shown increasing academic interest in recent years. With regard to sustainability, its importance is mainly due to attention aroused face climate change caused by predation of Man on the environment. Because of this, companies are worrying not only with gains, but also with the environmental, economic and social factors. In respect of Purchases, this activity has assumed important strategic position within companies in recent years, especially when the companies noted how much that is spending with purchases and what is the percentage that represents this value in the final product. Allied to these issues, there are very few studies in the literature related to the concept of sustainability within the purchasing process. This concept is important, since the more sustainable the company is in its processes, the greater your competitive advantage.This dissertation presents the identification of sustainability factors which are tangible and required for the purchasing process for it to be considered sustainable. The main contribution of this study is the implementation and evaluation of a model portfolio of purchases aimed at sustainability. The central question that aims to answer is How do the sustainability factors must be applied to obtaining a sustainable Purchase ? and is supplemented using a case study for diagnosis of a shopping category of a company in the mining sector, allocated on the Kraljic matrix leverage quadrant. The starting point is the identification of the factors that characterize a contracting process as sustainable. For this, an extensive literature review was conducted. After applying the template, it appears that the category analyzed is classified as a Strategic Commodity in Pagell model et al. and as main feature can cite the delivery risk the buyer takes from low to high due to the need to invest in the relationship with suppliers to mitigate risks to the Triple Bottom Line.