Category management is a core process in Procurement. It is often the primary way of working. Building it in the right way requires a combination of clarity of vision, business alignment and proper coverage of the key category planning, sourcing and supplier management phases together with a full range of modern tools, techniques and templates.
For most organisations a structured category management approach is the engine for delivering superior Procurement performance. However, few procurement leaders feel they have captured more than 33% of available supplier value. The conclusion must therefore be that category management is failing to deliver the potential value available – worth tens of millions of euros to most organisations.
The best Category Management processes actively promote stakeholder engagement and the identification of opportunities, whilst making the strategy document completion easy and value adding. Leading organisations invest time and resources to build a “fit-for-purpose” process that is aligned to the ways of working, language and culture of the organisation. Some of the key factors include:
• Align with broader business goals and key initiatives, along with defined category responsibilities within the Procurement team.
• Build it with clarity of vision and proper coverage of the key processes of strategic sourcing, supplier management and category planning.
• Use a representative design team from across the Procurement function to create a process that is “fit for purpose” and “user friendly”.
• Develop a full range of tools and templates that are visually appealing, easy to use and can be applied flexibly according to specific category requirements.
• Make it easily accessible - ideally through an on-line system that promotes collaborative cross-functional activity with business stakeholders.
• Set up a suitable governance structure to review project progress - with approval points and decision gates encourage active engagement of sponsors and decision makers.
• Must be value creating - the tools and process steps are focused on value creation and opportunity identification, not box ticking and bureaucracy building.
Developing a best practice process and toolkit requires considerations at three levels:
• Consistency across projects.
• Certainty in what needs to be produced as an output from a category project.
• Prompts to identify conclusions and “so what” findings for stakeholders.
• Guidance on which templates might need to be presented at decision gates.
• Compelling case for change with findings, opportunities and plans.
Building a great category management process requires application, attention to
detail, a focus on user friendliness and commitment to one agreed way of working.
To talk to Future Purchasing about building a category management process in your organisation please give us a call on +44 (0)1483 243520+44 (0)1483 243520 or contact us here
by Simon Brown