Increasingly, the purchasing function has acquired a strategic importance within organizations that are seeking to achieve competitive advantage over their competitors. As a result, there is a tendency on their part to set acquisition strategies that combine the benefits of centralized and decentralized models of purchasing. In the academic literature, several authors suggest using a combination of acquisition models in order to exploit the benefits of both systems and to mitigate the disadvantages of both. In this context, the present study aims to assess the impact of the adoption of a hybrid model of purchasing utilizing the case study of the purchase system of foodstuffs employed by the Brazilian Navy. According to the Rules for Implementation of Supply (SGM-201), such materials are considered category symbol M items, whose purchases are centralized by the Navy Aquisition Center in Rio de Janeiro; by the Supply centers or designated area units. Within this purchasing structure, focusing on the acquisition of this material, one identifies an interesting potential in relation to obtaining economies of scale, as well as greater flexibility and autonomy by the Consumers Military Organizations. Based on the results arising from interviews and questionnaires sent to military units, one can evaluate the impact of a hybrid purchasing system on them and the possibility of improving the internal rules of the Force. In addition, the improvement of the foodstuffs lists will be suggested.