Knowledge Hub

We are highly committed to practitioner relevant research, the creation and publication of ‘best practice’ and emerging ‘next practice’ in procurement (especially Category Management, Procurement Transformation, Supplier Management, Training & Development and Cost Reduction). UK CIPS acknowledged this with the 2006 Swinbank Award for Procurement Innovation. We continue to publish and support practitioner communities worldwide.

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Please click on to any of the subjects below to access the 180+ articles and guides in our free procurement Knowledge Hub.
Procurement Transformation

explore why leaders and followers differ by over 2:1 on every metric

Procurement Transformation:

examines opportunities for transformational cost reduction and supplier value maximisation in procurement.

Strengthening the NHS Procurement Strategy
This paper was presented to the Prime Minister’s special advisor on health in June 2014 and outlines a number of policy imperatives, along with recommendations to strengthen the current NHS procurement strategy.
Why Procurement Transformation is Central to the Sustainability and Efficiency of the NHS
This Executive briefing, written in conjunction with Henley Business School, looks towards a blueprint for collaboration between stakeholders to address the forecast NHS shortfall of upto £34bn by 2020. Today there is £108bn+ total commissioning........
Transform Your Supply Chain – Releasing Value in Business
Transform Your Supply Chain – Releasing Value in Business, Jon Hughes, Mark Ralf & Bill Michels. Published by International Thomson Business Press. This book provides comprehensive coverage of the rapidly emerging field of strategic procurement and strategic supplier management, as practiced by leading organisations worldwide.
Connecting Purchasing & Supplier Strategies to Shareholder Value
This executive briefing examines four themes: Identifying the pioneers: maximising sustainable shareholder value with suppliers. Maintaining momentum: catch up, performance improvement and best-in-class purchasing. Capturing & creating value: it’s time to take Supplier Relationship Management seriously. Securing the changes: development of future leaders, capabilities and competencies
Aligning Procurement to the Government's Policy Goals
Future Purchasing and Henley Business School, University of Reading, outline their blueprint for public procurement reform. 2012.
Why Public Procurement is Central to the UK's Economic Performance
Argues for a radical refocusing of political policy and executive leadership on to a strategy for deficit reduction, service delivery and economic growth through transforming public procurement.
Exploiting the Strategic Power of Supply Management
Future Purchasing, in conjunction with CIPS, sponsored this research with Henley Business School, University of Reading. It is the first study of its kind to assess the degree of impact that procurement and supply management has on the bottom line of the business.
Reframing Procurement's Strategies, Priorities and Deliverables, Part 1: Benchmarking Performance against Ten Value Levers
An article that positions maximisation of value, minimisation of cost and balancing of risk as guiding propositions for procurement. It covers three main types of sourcing and supplier value management (SVM) initiatives as well as a tool for benchmarking procurement transformation. DILF Orientering [April 2011]
Reframing Procurement, Part 2: Accelerating Cost Down Initiatives - Unlocking the Missing 20%
The second article in the series focuses on how organisations are accelerating cost down initiatives to unlock the missing 20% of cost down opportunities. A 10x10 value lever framework is detailed for achieving this at the business organisational level, and at the sub-category and supplier level. DILF Orientering article [June 2011]
Reframing Procurement, Part 3: The Value of Value in Supplier Relationships
The third article in this series assesses the options for building different types of value from supplier relationships, and positions them in relation to ten levers capable of minimising cost, balancing risk and reward, and positioning procurement as a driver of relational value creation in both the private and public sector. DILF Orientering article [August 2011]
Reframing Procurement Part 4 | Market Interaction Strategies
The fourth article in the series argues that a market approach with greater cohesion between mutually dependent strategies – in relation to categories, suppliers and risk – will minimise the risk of inexpedient contracts and in turn, renegotiations and contract failures
Reframing Procurement, Part 5: Performance Delivery and Strategic Capability Development
The fifth, and final, article in the series – produced by a worldwide collaboration team from Future Purchasing, Henley Business School University of Reading, Vantage Partners, DILF, Kairos and Archer Mann – examines how to maintain momentum in procurement transformation through investment in leadership, processes and people. Value maximisation, cost minimisation and risk balancing cannot be achieved without building procurement’s strategic capability. This is the prime source of competitive advantage and the key to superior performance. [August 2012]
Next Level Procurement, Benchmarking the Journey to Best in Class Performance
Summarises 15 key differentiators of “Next Level” procurement peformance grouped around three fundamental enablers of leadership, processes and people. Integrates the views of leading European CPOs and their progress in pursuing the transformational journey detailed in the article. (December 2012)
Pulling Power: Six Performance Levers for Strategic Sourcing
To make strategic sourcing a core competence in your business, there are six performance levers you need to master. They are detailed in this CPO Agenda article (Spring 2005).
Managing the Matrix
Organisational design is a minefield for the unwary. Adopting a more systematic and authoritative approach is central to the success of CPOs and is covered in this CPO Agenda article (Winter 2005).
Public Sector Communiqué Issue 1, February 2013: Nine Actions to Secure Procurement Transformation
Summarises the written submission made to the Public Administration Select Committee (PASC) in the UK House of Commons on 22nd January 2013, and the oral evidence presented to the PASC by Jon Hughes, Chairman of Future Purchasing.
CPO Communiqué: High Performance Pharma Procurement: Business Cases and Road Maps for Change
Highlights typical responses of leading CPOs to the necessary reinvention of the pharmaceutical business model.
Sector Analysis: Pharmaceuticals Industry
CPO Communiqué: Leadership and the Value Levers
Summarises four internal and six external levers for maximising value delivery. This provides the guiding framework for the CPO Communiqué:
Case Study: Lehman Brothers.
CPO Communiqué: Don't Waste a Crisis
Examines survival and business development initiatives in procurement throughout the financial crisis.
Case Study: Taylor Woodrow.
CPO Communiqué: Strategy as Process: Balancing Quick Wins with a Strategic Approach
Highlights seven ways of making procurement strategy creation a more powerful value lever.
Case Study: Procter & Gamble.
CPO Communiqué: Strategy as Behaviour: Creation and Deployment of Successful Mid-Term Procurement Strategy
Covers five broad competencies and relates them to effective strategy and leadership behaviour.
Case Study: Diageo.
CPO Communiqué: Boom, Bust and Beyond
Reviews the economic crisis, prospects for the new decade and ten resolutions for procurement action.
Case Study: Toyota.
CPO Communiqué: Consortia & Collaboration, Part 1: Different Consortia, Purpose & Deliverables
Highlights the role of procurement consortia in leveraging spend, process and capability.
Case Study: BMW.
CPO Communiqué: Consortia & Collaboration, Part 2: Change the Operating Model: Unlock the Value
Uses different types of consortia and collaborative structures to highlight substantial value capture.
Case Study: Deutsche Telekom & France Telecom.
CPO Communiqué: Consortia & Collaboration, Part 3: Performance Enablers vs. Limiting Factors
Balances critical success factors with potential limiting factors in making procurement consortia work effectively.
Case Study: 21st Century Supply Chains.
Insight Guide: Three Phases of Change in Procurement
Builds on a framework for change management maturity and examines performance improvement and strategic value capture within an integrated approach
Insight Guide: Make-Buy: Opening up the Options for Procurement Operating Models
Considers the need for procurement leaders to align their teams and operating models to strategy and the maximisation of shareholder value.
Procurement Leadership

covers best practices for strengthening, re-energising and professionalising high performance leadership teams.

Leadership at the Crossroads
The capabilities required for world-class procurement are changing significantly. They call for a very different leadership profile that is explored in this CPO Agenda article (Autumn 2006)
The CPO's First 100 Days
Outlines ten approaches that can ensure a CPO builds the right platform to secure a mandate for change during their first 100 days. Procurement Leaders article (2010).
Leadership & Talent Management: Delivering Against the Promise: Next Generation Skills & Capabilities
This major report and CPO briefing was developed from a comprehensive survey of participants at an international forum, and contains guiding frameworks on the nature of procurement leadership and talent management relevant to all organisations.
CPO Communiqué: The CPOs First 100 Days
Covers ten early approaches that secure permission for procurement change.
Case Study: Lundbeck.
CPO Communiqué: New Leadership Profiles: Critical Behaviours and Competencies
Provides an assessment and coaching framework around five leadership competencies and an example from key account management.
Case Study: Deutsche Post DHL.
CPO Communiqué: Conscious (In) Competence: State of the Art on Competence Assessment
Reviews the state of the art of procurement competence assessment and five emerging trends in its application.
Case Study: LEGO.
CPO Communiqué: Re-energising Procurement Leadership Teams
Deals with five dysfunctions of teams and coaching interventions to address them.
Case Study: BT.
Insight Guide: Developing Next Generation Leaders
Focuses on the influencing challenge and emerging role profile for pivotal leaders in procurement.
Insight Guide: Authenticity in Procurement Leadership
Provides a self assessment on authenticity in leadership for procurement professionals.
Cost Reduction

assess the opportunity for rapid cost savings as well as strategic cost down projects

Cost Reduction by FP

shows how to secure breakthrough levels of cost reduction and supplier performance in a sustainable way.

CPO Communiqué: Cost Management, Part 1: Opportunity Analysis
Examines opportunity analysis as a starting point for building cost management capability.
Case Study: Compass Group.
CPO Communiqué: Cost Management, Part 2: The Journey of Cost Transformation
Tracks six core themes underpinning cost transformation vs. tactical cost management.
Case Study: IBM.
CPO Communiqué: Cost Management, Part 3: Radical Restructuring of a Cost Base
Explores six broad interventions for radically restructuring a cost base.
Case Study: Efficiency & Reform Group, UK Public Sector.
CPO Communiqué: Cost Management, Part 4: Framework for Cost Down & Value Up
Summarises cost down and value up levers for integration into business change and sourcing strategy.
Case Study: Siemens.
CPO Communiqué: Cost Management, Part 5: Structuring a 20% Cost Down Programme
Argues for well structured strategic cost innovation projects rather than tactical and often inept price down campaigns.
Case Study: Serco.
CPO Communiqué: Cost Management, Part 6: Next Generation Cost Management Skills
Demonstrates the need for next generation cost management skills and provides practical pointers on best practice training design.
Case Study: Henkel.
CPO Communiqué: Cost Management, Part 7: Volatile Commodity Price Risk Management
Covers three critical capabilities needed to deal effectively with volatile commodity price risk management.
Case Study: Kairos.
CPO Communiqué: Cost Management Part 8
Draws together the series on cost management by arguing for deeper cultural change to sustain procurement transformations.
Case Study: Thames Water.
Insight Guide: Hitting 2012 Savings Targets
Looks at the range of value levers that can be used to help hit ‘in year’ 2012 savings targets by delivering a rapid run rate
Insight Guide: The Nine Major Cost & Value Options
Summarises in an easy-to-use checklist nine broad cost and value options, together with 27 initiatives that are under way in companies worldwide, which are making procurement a core business competence.
Insight Guide: Driving Up Value While Driving Down Cost
Emphasises the need to link cost management initiatives with value capture and value creation.
Insight Guide: Accelerated Savings Delivery From Sourcing
Captures the approaches used by companies to drive short terms savings from sourcing and category management.
Insight Guide: Getting To Grips With Cost Management
Outlines how to develop a cost management framework for action to accelerate the delivery of benefits.
Insight Guide: Application of Cost Management Tools
Covers the range of cost management tools that procurement teams need to apply to achieve their performance delivery targets.
Insight Guide: Accelerated Savings Delivery From SRM
SRM techniques to close the value gap between the original sourcing promise and the implemented reality in the business.
Insight Guide: Driving Delivery From Your Project Pipeline
Outlines the seven steps needed to ensure the pipeline of category projects delivers against their objectives in a timely fashion.
Insight Guide: Cost Management Skills Development
Focuses on the typical skills that people need to effectively implement cost management, and practical approaches to embed these skills.
Category Management

design, adopt and apply this heartland process of modern procurement

Category Management

Argues that successful adoption of a fast, flexible process is a core competence of procurement.

How To Make Category Management a Business Process
This extract from the FP 2016-17 Category Management Leadership Report identifies the practical approaches used by leading organisations to engage stakeholders and make Category Management a business process, not procurement process
How do Leaders Build Strong Stakeholder Support for Category Management
This extract from the FP 2016-17 Category Management Leadership Report identifies the practices used by Leaders to build strong stakeholder support for category management and the extent to which stakeholders have formal objectives for category management
The Importance of Investing in Category Management and Measuring Training Impact
This extract from the FP 2016-17 Category Management Leadership Report identifies the importance of investing in category management capability and also measuring the impact of training
Which Training Approaches Are Most Successful
This extract from the FP 2016-17 Category Management Leadership Report identifies the most effective procurement training approaches, how to create a blended learning programme, importance of line manager mentoring and coaching and how to structure ‘on-the-job’ learning.
which category management skills are embedded best - technical or behavioural
This extract from the FP 2016-17 Category Management Leadership Report identifies which skills are embedded best, how good category managers are at applying category management and how to create a catman focused competency framework
This extract from the FP 2016-17 Category Management Leadership Report focuses on the criticality of investment to drive category management programme and the importance of using some of that funding to support a central team
2016-17 Category Management Report Stakeholder Commitment Highlights
This extract from the FP 2016-17 Category Management Leadership Report focuses on the value of setting joint objectives with stakeholders for category management and having joint accountability for delivery
Top Category Management Practices to Align with the Business
This extract from the FP 2016-17 Category Management Leadership Report focuses on the practices that align category management with the business and ensure that category management is a business capability, rather than functional procurement process.
Category Management Leadership Report - The Business Case
This extract from the FP 2016-17 Category Management Leadership Report focuses on the business case for category management and a fantastic new model that confirms the impact of category management on company performance.
Modulation – The Key to Making Category Management Apply to 100% of Spend
This insight guide identifies the consequences of applying category management inflexibly and the benefits of adopting a modulated approach. An example modulation approach is included.
How to Reduce Implementation Value Leakage
This insight guide is the second in a series on implementation. In this Insight Guide we look at how value also leaks out during the implementation phase due to lack of rigour and we outline three activities that substantially reduce implementation value leakage
How Much Does Implementation Matter?
This insight guide is one in a series on implementation. This is a this critical, but rarely analysed topic. This first Insight Guide builds the business case for implementation by consolidating research and our consulting experience to quantify the value leakage that typically occurs in category management. This is money that has been “found”, but fails to be “got” or “kept”!
2014-15 Category Management Report Deliver Extract III
This is the third extract from the DELIVER section of the FP Category Management Survey. It provides an overview of the FP Value Levers Model and details the extent to which the different value levers are used by Category Management Leaders and Followers
2014-15 Category Management Report Deliver Extract II
This is the second extract from the DELIVER section of the 2014-15 FP Category Management Survey. It details the quality of category strategies achieved by survey respondents and the extent to which category targets are jointly set with stakeholders.
2014-15 Category Management Report Deliver Extract
This is an extract from the DELIVER section of the 2014-15 FP Category Management Survey. It details the savings levels achieved by survey respondents and the scale of additional savings they believe are achievable by optimising their Category Management approach.
2015 Category Management Leadership Report | Executive Summary
Our Category Management Leadership Report 2014-15 addresses the question, "What makes a Category Management Leader"? Download now to read how Category Management Leadership unlocks 49%–111% more value by transforming the partnership between procurement, business and suppliers.
2014-15 Category Management Report APPLY Extract II
This is the second extract from the APPLY section of the 2014-15 FP Category Management Survey. It includes specific findings and recommendations for Category Managers to ensure category projects deliver their target savings and to their target timelines.
2014-15 Category Management Report APPLY Extract
This is an extract from the APPLY section of the 2014-15 FP Category Management Survey. It includes specific findings and recommendations for Category Managers on how they can apply the process to achieve Category Management Success
2014-15 Category Management Report LEAD Extract II
This is an extract from the second LEAD extract from the 2014-15 FP Category Management Survey. It includes specific recommendations for strengthening support from Procurement leadership and stakeholders for Category Management.
2014-15 Category Management Report LEAD Extract
This is an extract from the LEAD section of the 2014-15 FP Category Management Survey. It includes specific findings and recommendations for clarifying roles and responsibilities for Category Management and the importance of category sponsors.
2014 Category Management Report Learn Section II
This is an extract from the LEARN section of the 2014-15 FP Category Management Survey. It includes specific findings and recommendations for building stakeholder support for Category Management and ensuring coaching is used to embed learning.
2014 Category Management Report Learn Section
This is an extract from the LEARN section of the 2014-15 FP Category Management Survey. It includes specific findings and recommendations for developing competence frameworks and ensuring that training gets rated as “Excellent”.
2014 Category Management Report Build Section
These are the key findings from the BUILD Section from our 2014-15 Category Management Survey
2014 Category Management Report Overview Section
This is the first section of the 2014-15 FP Category Management Survey. It includes the seven priority best practices that drive Category Management performance and Category Management capability ranking by industry sector
What’s Trending in Category Management Today?
This one page summary provides some of the key headlines and statistics from the 2014 Category Management Survey – including the additional value available from optimising category management, level of spend covered by category strategies and the proportion of respondents that consider themselves as Category Management Leaders.
Building a 'Procurement Ready' Knowledge Base Part 1 | DILF Article
This article will be of interest for those organisations that are looking to build or enhance their data analysis capabilities. We provide clear definitions and overviews for 16 different types of spend analysis and knowledge that leading organisations use
Building a 'Procurement Ready' Knowledge Base Part 2
Tier 2 Procurement Ready knowledge is specialised data & provides truly leading edge insight & category strategies that fully connect with the business. Example Tier 2 knowledge defined here inc. : Unitisation, Specification Mapping & Consumption Profile.
Building a 'Procurement Ready' Knowledge Base Part 1
This insight guide, based on recent client experiences, defines the two tiers of ‘Procurement Ready’ knowledge that leading organisations use to identify opportunities and build leading best-in-class category strategies
Category Management Success - A View From Senior Procurement Leaders
A summary of Future Purchasing's 2013 CPO round table discussions, exploring the approaches taken by those who are driving procurement performance at some of today’s leading businesses.
Is Category Management More than Just Strategic Sourcing?
Reinforces the view that Category Management is about the integration of Category Planning, Strategic Sourcing and Supplier Management to deliver improved value to an organisation.
Benchmark Your Category Management Performance
Further research with Professor Marc Day of Henley Business School that identifies Category Management performance by industry sector and confirms which best practices drive superior Category Management Performance.
Category Management Survey 2012 - 2013
This report identifies the leading practices that drive Category Management performance and the 46% extra savings that Category Management Leaders deliver versus Category Management Followers
Category Management report part 6
In Part 6 we share findings that cover the DELIVER building block. It deals with the results that a category management programme delivers to an organisation.
Category Management report part 5
In Part 5 we share findings that cover the APPLY building block. APPLY refers to the practical running of a Category Management programme covering all procurement projects underway across an organisation. This includes essential aspects of programme management.
Category Management report part 4
In Part 4 we share findings that cover the LEAD building block. LEAD refers to the governance and operating model that embeds Category Management in an organisation, and ensures benefits for the long term.
Category Management report part 3
In Part 3 we share findings that cover LEARN building block i.e. the way that organisations train and educate their staff in using the Category Management process and toolkit in the most effective way.
Category management report part 2
In Part 2 we share findings that cover the BUILD i.e. the initial design and creation of the core Category Management process and toolkit
Category Management Report Part 1
The 2012 Category Management survey provides detailed insight into the best practices that differentiate Category Management Leaders from Followers. We have designed the report in a modular format based on the FP Category Management Building Blocks.
FP Category Management Survey 2012 - Key Findings
This one page summary provides some of the key headlines and statistics from the 2012 Category Management Survey – including: the additional value available from optimising category management, level of spend covered by category strategies and the proport
Refreshing the Category Management Process
Category management has been the cornerstone of procurement excellence for more than a decade, but in many firms it has lost touch with business needs. This CPO Agenda article (Spring 2009) covers how premium drinks maker Diageo put some fizz back into a
Five Laws of Category Management
This DILF Orientering article (October 2010) outlines five critical success factors of category management including internal alignment, careful planning, stakeholder outcomes, good programme governance, and a well trained team.
CPO Communiqué: Quick Wins & Speed Sourcing: Productivity & Demonstrable Results
CPOs regularly revisit quick wins with their teams. This Communiqué: describes the key steps.
Case Study: LG Electronics.
CPO Communiqué: Five Laws of Category Management
Category management is the heartland process of modern professional procurement. Here are five golden rules.
Case Study: GSK.
Insight Guide: Category Management & Sourcing Strategy: Using Source Plans as Business Plans
Emphasises the role of structured source planning as a critical building block of procurement competence and distinguishes between three types of plan.
Insight Guide: Embedding Strategic Sourcing in the Organisation
Highlights the critical success factors for successful implementation of strategic sourcing.
Insight Guide: Measuring the Success of Category Management
Focuses on the indicators of world class category management capability that lead to successful change programmes in procurement.
Insight Guide: Engaging Stakeholders and Creating a Pipeline of Sourcing Projects
Covers the formalisation of the category planning approach in order to build a category wave plan.
Insight Guide: Maximising Value from Category Management: First Law
Outlines the typical sources and levers of value which can be achieved from category management through full internal alignment.
Insight Guide: Proactively Managing Change in Category Management: Second Law
Outlines the typical issues that need to be proactively managed by Procurement teams in order to drive successful category management.
Insight Guide: Outcomes Led Approach to Category Management: Third Law
Identifies the key factors to move from a traditional procurement approach to an outcomes led category management approach.
Insight Guide: Programme Governance in Category Management: Fourth Law
Outlines the critical success factors for good programme governance in category management.
Insight Guide: Critical Category Management Activities: Fifth Law
Identifies the 15 critical activities that need to be managed persistently, robustly and successfully within a “best in class” category management process.
Insight Guide: Lean Category Management, Part 1
Describes how to apply lean thinking to the development of a category management process.
Insight Guide: Lean Category Management, Part 2
Summarises the implications for applying lean principles to building and applying category management processes.
Insight Guide: Category Management - Avoiding Savings Leakage
Identifies ways that procurement teams can reduce the 40% difference between their claimed savings and the actual realised value.
Insight Guide: Updating & Refreshing Category Management Processes
Outlines 10 guiding principles to follow when updating and refreshing a category management process.
Insight Guide: Flexible Application of Category Management Process
Identifies how to use technology to provide different routes through the category management process, ensuring it can be applied to all categories and suppliers.
Insight Guide: Project Management Tools for Category Management
Details the five project management tools that are essential for keeping category management projects on track.
Insight Guide: Creating a Category Management Dashboard
Outlines the typical approaches used and issues encountered with sourcing scorecards.
Insight Guide: Importance of Governance in Category Management
Provides a typical governance structure for strategic sourcing projects and seven keys to success.
Insight Guide: Five Building Blocks of Category Management
Provides a summary of the five building blocks for best practice category management.
Insight Guide: Ten Ways to Improve Strategic Sourcing
Provides some pointers to making sourcing strategy more strategic, while addressing ten structural weaknesses that Future Purchasing has identified within major companies.
Insight Guide: Creating World-class Sourcing Strategies
Outlines the key content for a world class sourcing strategy and the enablers for strategy development.
Risk Management & Sustainability

reviews the emerging field of enterprise-wide risk management.

Equipped for a Bumpy Ride: Commodity Risk Management
A sustained period of volatility in commodity markets demands that procurement develop a more disciplined approach to managing cost risk. CPO Agenda article (Autumn 2008).
CPO Communiqué: Risk Management, Part 1: Enterprise-Wide Strategy as the Starting Point
Provides a 20-point checklist for aligning procurement practice to enterprise-wide risk management.
Case Study: Procter & Gamble and Ryanair.
CPO Communiqué: Risk Management, Part 2: Six Major Risk Management Strategies
Covers six major generic risk management strategies, together with three examples of each.
Case Study: Hewlett Packard.
CPO Communiqué: Risk Management, Part 3: Addressing Supplier Insolvency & Disruption Risks
Argues for a strengthening of procurement risk management at a time of worsening macro-economic trends due to deficit reduction and unsustainable sovereign debt.
Case Study: Tetra Pak.
CPO Communiqué: Risk Management, Part 4: Value at Risk (VaR): Methodology or Mind-Set?
Assesses the relevance of value at risk (VaR) methodologies and how best to apply them in procurement.
Case Study: BP.
CPO Communiqué: Risk Management, Part 5: Deep Values and Behaviour vs. Executional Practice
Draws together key operational risk management requirements as well as a number of deeper concerns about complacency over enterprise risk in the supply chain.
Case Study: Olympus
CPO Communiqué: Copenhagen (Dis)ac(cord)
Summarises the outcome of climate change negotiations and business leader reaction.
Case Study: Tesco & Wal-Mart.
CPO Communiqué: Sustainable Sourcing: Positioning Best Practice on a Value Curve
Positions sustainable sourcing on a performance value curve and benchmarks emerging practice.
Case Study: AkzoNobel.
CPO Communiqué: Responsible Sourcing
Continues the debate on sustainability and provides feedback on CPOs' views.
Case Study: Toyota.
Insight Guide: Risk Reduction Through SRM
Outlines how SRM is a key tool for reducing ongoing supply risk as well as reducing costs and maximising value.
Supplier Management

targets performance improvement and breakthrough transformation with major suppliers.

Supplier Management Building Blocks
This insight guide identifies the three key building blocks required to deliver a practical supplier management programme.
Business Relationship Management: The Four Faces of Building Value with Strategic Suppliers
This report summarises the outputs from the "value builder" survey that covered a large number of both buy side and sell side people involved in strategic supplier management in the private and public sectors.
Value Delivered by Strategic SRM in Major Organisations
This report contains the key findings, from joint research by Future Purchasing in the UK and Vantage Partners in the US, into the value created by SRM. It is built on interviews with a wide range of multi-national companies who are seen as leaders in the application of SRM.
Unlocking the Value of Collaboration with Strategic Suppliers
New global research indicates that working closely with strategic suppliers can yield significant value. The key issue is how to harvest it in practice and this is covered in this CPO Agenda article (Winter 2007/8).
Strategic Relationships
How effectively you interact with your key suppliers can have a powerful impact on business performance. This Supply Chain Management Review article (April 2008) focuses on strategic supplier relationship management and how to implement it successfully in the business.
Building the Case for SRM
Many organisations struggle to get maximum value out of supplier relationship management programmes. This CPO Agenda article (Autumn 2009), based on joint research by Future Purchasing and Henley Business School, University of Reading, explores ways to capture and measure the value.
Supplier Relationship Management 2.0
SRM is undergoing fundamental change and professionalisation as it evolves into a standalone process, the equal of strategic sourcing. This is SRM 2.0, and the implications of the change are detailed in the DILF Orientering article (February 2007).
Negotiating with Strategic Partners
Getting optimum value from major suppliers requires a more sophisticated approach to negotiation skills and behaviour. This CPO Agenda article (Autumn 2007) provides insights into strategic negotiation behaviours.
CPO Communiqué: Strategic Supplier Management, Part 1: SRM in its Infancy
Highlights key findings from the Future Purchasing & Vantage Partners study into SRM value delivery.
Case Study: BBC.
CPO Communiqué: Strategic Supplier Management, Part 2: The Business Case for SRM
Outlines eight recommendations for building a business case and demonstrating the value of SRM.
Case Study: Future Purchasing and Vantage Partners' SRM Research.
CPO Communiqué: Strategic Supplier Management, Part 3: The Value of Value
Examines four SRM value enablers as well as value capture through reduced costs, increased revenue and reduced risk exposure.
Case Study: American Airlines.
CPO Communiqué: Strategic Supplier Management, Part 4: Organising for SRM
Looks at timescales, ownership, structure, accountability, resource requirements and key change management levers of SRM.
Case Study: Global Oil Major.
Insight Guide: Segmenting Suppliers and Relationships: Critical Frameworks for Managing Supplier Strategy
Systematises five broad supplier initiatives covering different types of suppliers. Identifies relationship factors that can be used to assess these supplier types
Insight Guide: Creating & Capturing Value with Suppliers
Throughout the work of Future Purchasing, we find that organisations talk about value but don’t take appropriate actions to capture it. This Insight Guide provides a framework connecting supplier value to its financial impact.
Making SRM Happen | Ten Change Levers | Procurement
Highlights the benefits available from SRM; the need to develop a strategy, process and change plan for successful implementation; and provides a framework to assess "SRM change readiness".
Insight Guide: Developing Skills in Supplier Relationship Management
Compares the SRM skills needed by procurement professionals with their sourcing competencies and identifies actions to address the skills shortfall.
Insight Guide: Value Delivered by SRM
Summarises the ten key findings from Future Purchasing’s 2009 SRM value study.
Training & Development

redefine and strengthen the competencies of the procurement team

Training & Development

focuses on building the necessary behaviours, skills and competencies to drive high performance.

The Negotiables
The Core of Negotiation – Understanding what we are negotiating for
The Business Case for Buyer focused negotiation training and coaching
Negotiation is a central activity in a procurement or purchasing organisation, and is the mechanism through which much supplier derived value is delivered. Being excellent at negotiation should be a core skill for our teams.
Converting SRM and Category Management training into performance
Here we summarise some of the evolving education best practices that we have implemented with leading organisations needing to maximise their return from training investment by ensuring that it demonstrably improves Procurement team member performance.
Making a difference through better stakeholder management
Identifies the key skills to work effectively with stakeholders
Insight Guide: Applying 70-20-10 Learning Framework
Studies and surveys demonstrate that adult learning heavily favours experiential learning in real life contexts rather than formal training. This insight guide looks at the 70-20-10 learning framework and offers some guiding features for successful learning.
Insight Guide: Developing an Integrated Learning & Development Programme
Outlines the 10 steps to develop and implement a learning & development programme for procurement.
Insight Guide: Improving Team Effectiveness in a Tough Economic Climate
Identifies four initiatives that can be quickly implemented at a low cost to improve the effectiveness of a procurement team.
Insight Guide: Learning & Development Interventions
Outlines the strengths and potential issues of four main types of L&D interventions.
Insight Guide: Building Team Strength in Procurement: Managing the Challenges of Transformational Change
Covers the challenges of building a distinctive procurement competence across complex, multi-site organisations. Outlines the need for properly structured change strategy.