The critical factors to consider when formalising the Category group planning approach and aligning it with the corporate business planning cycle
by Simon Brown
In our continuing series on negotiation, we’re exploring a whole series of issues surrounding the world of negotiation. In our last blog, we looked at the role of stakeholders in negotiation, and we’re extending that to explore an immediate consequence of stakeholder involvement
Category Management must be aligned to business strategy and business process else it will become an irrelevance.
80% of organisations have yet to implement the truly effective goal setting that will allow them to get the best from their procurements, you might well raise an eyebrow. However, this is exactly the conclusion we can draw from Future Purchasing’s latest global category management survey
Despite what many procurement professionals may say, Category Management is far from embedded as a way of working within our profession
The great shame of cost avoidance benefits is that they are often treated as the poorer relation of savings, reported below the line or [shudder] not at all. This is a debate I’ve had with several CFOs before they fully recognise the value that is being ignored
by Paul Haycock
When you last developed a category strategy how much time did you allocate to defining the current situation? It's all about the planning
by Alison Smith
Here are five steps to improving communication with internal stakeholders by incorporating relatively simple but extremely effective ways of working:
If you really want to create a competitive advantage for your business across the whole range of value levers to improve bottom line pricing, reduce costs, avoid risks and drive top line value and growth through harnessing your suppliers and potential suppliers, then this is for you.
There is a lot a manager can do that will ensure a workshop adds maximum value to their organisation. Here's some actions for before, during and after
by Alison Smith
There’s a story in every purchasers heart about being given a negotiation to do and the key stakeholder in the organisation has already told the supplier that they have the work. It’s not a one industry thing, or a one country thing. It is universal.
Our offering is uniquely designed for those operating in Procurement and Supply Chain and links the disciplines of category and supplier management, eSourcing and other best practice procurement and supply chain techniques throughout the training
We often here a cry go up for more innovation within the supply chain. The great hope is that, somewhere out there, is a detail of differentiation which will lead our business to a new level of greatness and if only we could find it, we’d be better off.
How do you get your team to learn about category management? Knowing the answer to the above questions is fundamental when developing a procurement transformation programme
by Alison Smith
Merry Christmas and a Happy New Year from all at Future Purchasing
81% of Leaders agreed that their category management process prompts category teams to identify breakthrough value opportunities
There is a big difference between leaders and followers when it comes to the application of the category management process. Quantified in our survey results...
A key performance indicator that reveals how well category management has been adopted by an organisation is revealed in today's advent calendar
There is a notable gap between leaders and followers in terms of their willingness to mandate some of their category management activities. Read more...
66% of Leaders agree their category management approach is their one 'way of working' for all procurement activity
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