Future Purchasing Blogs

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

by Allison Ford-Langstaff

Category Management must be aligned to business strategy and business process else it will become an irrelevance.

by Allison Ford-Langstaff

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

by Kathrine Western

Despite what many procurement professionals may say, Category Management is far from embedded as a way of working within our profession

by Allison Ford-Langstaff

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:

by Kathrine Western

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.

by Allison Ford-Langstaff

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

Here’s a few things we’ve found that have worked for others attending our category management, influencing and communication, negotiation or supplier management workshops.

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.

by Allison Ford-Langstaff

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

by Allison Ford-Langstaff

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.

by Allison Ford-Langstaff

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

by Allison Ford-Langstaff

81% of Leaders agreed that their category management process prompts category teams to identify breakthrough value opportunities

by Allison Ford-Langstaff

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...

by Allison Ford-Langstaff

A key performance indicator that reveals how well category management has been adopted by an organisation is revealed in today's advent calendar

by Allison Ford-Langstaff

There is a notable gap between leaders and followers in terms of their willingness to mandate some of their category management activities. Read more...

by Allison Ford-Langstaff

At no 17, of our Top 19 drivers of Category Management performance was, do Managers have enough time to do the job. Our survey said...

by Allison Ford-Langstaff

What % of organisations said stakeholders have formal objectives for category management? The answer was revealed in our survey

by Allison Ford-Langstaff

66% of organisations have now adopted a flexible category management approach that can be applied to all spend and category projects

by Allison Ford-Langstaff

66% of Leaders agree their category management approach is their one 'way of working' for all procurement activity

by Allison Ford-Langstaff

Did you know that only 40% of organisations believe their procurement resources are well balanced across the full range of categories?

by Allison Ford-Langstaff

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