The purchase of management consulting services is an everyday occurrence in organisations and yet, it seems, little researched and even less reflected upon individually. However, the consequences of wrong decisions can have a lasting impact on companies for years to come. This thesis presents a theoretical analysis and a qualitative study based on guided interviews, which aims to clarify the reasons, criteria, processes and individuals involved in decisions that ultimately lead to collaboration with consultants. For consultants, the study can serve as a guide in the acquisition process, and for companies as a 'roadmap' for critically examining their own approach.