Viewpoint October 2012

02/10/2012

Future Purchasing Viewpoint  
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Jon Hughes

Mark Webb
Managing Director
Future Purchasing

Welcome to the September edition of our FP Viewpoint. Firstly, many thanks to the 200+ people that completed the 2012 Category Management Survey – we really appreciate the time that you took. We have analysed the responses and are now able to start to share the results.

Our objective with the survey was to provide insight into the practices and behaviours that help leading organisations to drive superior results from category management. In this Viewpoint, we provide a summary of the key findings and hope you find them thought provoking.

It is clear that category management remains the heartland process for most procurement teams - with 85% saying it was a top 3 priority. Yet there is still a long distance to travel before it becomes fully adopted - only 27% categorised their organisations as Category Management Leaders. However, the opportunity is definitely worth pursuing as the Category Management Leaders delivered 7.0% savings, versus 4.8% for the Category Management Followers – a 46% uplift!

In future Viewpoints, we will be delving into each of the five category management building blocks and sharing findings that differentiate the Leaders from the Followers. The complete report will be produced in early November.

As ever, all views please to:

mwebb@futurepurchasing.com

Or telephone:

+44 (0) 7974 018022

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Procurement Leaders Forum, Vienna, 23rd October 2012

If at all possible, please come and participate in the event that we are supporting in October. We will be running a round table event sharing the key findings and leading practices identified from the 2012 category management survey. This will be an interactive session and we will be encouraging participants to be sharing their own experiences.

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The FP Category Management Survey 2012 – Key Findings

The survey was organised in line with the five building blocks of category management - and the findings follow the same structure to identify leading practices:

Build: How should the process be connected to business drivers, structured and made accessible?

Learn: Which learning approaches are best used to educate the procurement team, executives and stakeholders?

Lead: What leadership activities and behaviours are required to adopt this way of working?

Apply: What programme management and review processes improve quality and reduce time required?

Deliver: What value has been delivered and what target setting and measurement approaches drive the right actions?

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