In a paradigm of a global scenario where organizations realize themselves in a highly competitive market context, it is necessary to visualize the structuring of a Sourcing Department so it values other aspects beyond the simple optimization of costs. It is about not only proceeding to the reduction of prices, but also considering variables that provide constant improvements for the maximization of this sector productivity, such as: reaching a quality culture, aggregating value to the final product and developing partnerships and strategic alliances with their suppliers. In this manner, the main purpose of the present study is to analyze the procedures regarding the structuring of a Sourcing Department, based on Ogden`s (2003), Clegg and Montgomery`s (2005) and Kraljic`s (1983) models. For such end, it was used a case study occurred at a Brazilian private organization, aiming at correlating this real situation with Strategic Sourcing theoretical models. In this way, it is expected with this research to contribute for the redirectioning of a Sourcing Area structuring, in the sense of developing it from an operational practice to a way that corresponds to a strategic vision.