My view is that effective internal collaboration comes as a result of 2 distinct things - the power of process and behaviour both of which we discuss further in the blog
Five strategies leading CPO's use to ensure category management is a key driver of high business performance
Price variation drives a whole set of behaviours for procurement, and to the detriment of a huge range of potential value which is left to one side in category management
Joint accountability for delivering category targets with stakeholders” is identified as one of the top practices that organisations should implement to improve its category management. How to make it work..
by Tony Squires
The critical factors to consider when formalising the Category group planning approach and aligning it with the corporate business planning cycle
by Simon Brown
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
Here are five steps to improving communication with internal stakeholders by incorporating relatively simple but extremely effective ways of working:
Day to day demands drag us away from our plans to communicate regularly and find out from our colleagues ‘what is going on’. Many of us are too busy keeping on top of emails and attending today’s meetings to fulfil our intention to ‘check in’ on how that oh-so promising supplier is doing now they have won the contract
"The best conversation I have ever had with a procurement person"
Which personality test should we use in procurement?
by Anna Del Mar