登录查看更多内容

Last updated on 2024年9月9日

How do you develop and implement a category management plan for your indirect purchasing categories?

由人工智能和领英社区提供技术支持

Indirect purchasing refers to the acquisition of goods and services that are not directly related to the core business of an organization, such as office supplies, travel, IT, marketing, and professional services. Indirect purchasing categories can be complex, diverse, and dynamic, requiring a strategic approach to optimize costs, quality, and value. Category management is a process that helps you analyze, plan, and implement sourcing strategies for each category of indirect spend, based on its importance, impact, and potential. In this article, you will learn how to develop and implement a category management plan for your indirect purchasing categories in six steps.

此文章中的业界达人

由社区从 6 条内容中精选。了解更多

Hamilton Feijó

Economist | 100X ?? Linkedin Top Voice | Innovation and Strategy Specialist | Business Manager | Corporate Social…
Balavigneshwaran T

Strategic Sourcing/Experimenter/Expatriate (Current Location-KSA Riyadh)
Edson Henrique

Head | Director | Senior Manager | Advisor | Mentor | Procurement | Supply Chain | Logistics | Planning | S&OP |…

1 Assess your current situation

The first step is to assess your current situation and identify the gaps and opportunities for improvement in your indirect purchasing categories. You need to collect and analyze data on your current spend, suppliers, contracts, performance, and risks for each category. You also need to understand the internal and external factors that influence your demand, specifications, and preferences for each category, such as business needs, stakeholder expectations, market trends, and best practices. This will help you benchmark your current performance and identify areas where you can reduce costs, increase efficiency, or enhance value.

添加您的观点

Edson Henrique

Head | Director | Senior Manager | Advisor | Mentor | Procurement | Supply Chain | Logistics | Planning | S&OP | Strategic Sourcing | Development/People Management | Risk Management | Storage Management
举报内容
Na classifica??o de Compras Indiretas, diferente do caso de aquisi??es Diretas, a categoriza??o das famílias precisará levar em conta processos e projetos internos de Opera??o e Investimentos, além dos históricos disponíveis de compras. Movimentos de transi??o/altera??o das Opera??es precisará estar devidamente avaliado e considerado nas pondera??es e classifica??o das categorias, para ent?o definir-se as Categorias (se sofrer?o ou n?o altera??es de classifica??es), assim como as Estratégias Negociais e de aquisi??o para cada uma delas.

已翻译

赞

2 Define your objectives and scope

The second step is to define your objectives and scope for each category of indirect spend, based on your assessment and alignment with your organizational goals. You need to establish clear and measurable targets for each category, such as cost savings, quality improvement, service level enhancement, or innovation generation. You also need to define the scope of your category management plan, such as the time frame, the geographic coverage, the subcategories, and the key stakeholders involved. This will help you prioritize your actions and resources and communicate your expectations and requirements.

添加您的观点

Hamilton Feijó

Economist | 100X ?? Linkedin Top Voice | Innovation and Strategy Specialist | Business Manager | Corporate Social Responsibility |
举报内容
a) In my experience, it is crucial to set clear objectives and delimit the scope of the category management plan. b) For example, by defining objectives, such as cost reduction or quality improvement, and delimiting the scope for certain purchasing categories, it is possible to focus efforts more effectively.

已翻译

赞
Edson Henrique

Head | Director | Senior Manager | Advisor | Mentor | Procurement | Supply Chain | Logistics | Planning | S&OP | Strategic Sourcing | Development/People Management | Risk Management | Storage Management
举报内容
Como maneira de Otimizar e Potencializar esse processo, mapeamentos prévios de necessidades e projetos futuros com Líderes das áreas para as quais a área de Suprimentos presta servi?os é fundamental, capturando o máximo possível de elementos e dados para configura??o de uma Categoriza??o adequada, colhendo posteriormente os melhores e mais otimizados resultados (financeiros e de gest?o das opera??es > SLAs).

已翻译

赞

3 Develop your sourcing strategy

The third step is to develop your sourcing strategy for each category of indirect spend, based on your objectives and scope. You need to evaluate the different sourcing options available for each category, such as single or multiple sourcing, local or global sourcing, direct or indirect sourcing, or strategic or tactical sourcing. You also need to select the most suitable sourcing method for each category, such as competitive bidding, negotiation, reverse auction, or partnership. This will help you determine the best way to source your goods and services and achieve your desired outcomes.

添加您的观点

Balavigneshwaran T

Strategic Sourcing/Experimenter/Expatriate (Current Location-KSA Riyadh)
举报内容
I have a difference of opinion, category management requires "Commodity Business Plan" (CBP) and not a sourcing strategy, as it is a part of CBP already. Complete CBP covers, Description of Commodity, Stakeholders, Volume Forecast, Supplier analysis, CSS, SRM, future outlook and assigned strategic tasks until next CBP renewal. In overall, this process would support category leads to manage their respective commodity seamlessly.

已翻译

赞
Edson Henrique

Head | Director | Senior Manager | Advisor | Mentor | Procurement | Supply Chain | Logistics | Planning | S&OP | Strategic Sourcing | Development/People Management | Risk Management | Storage Management
举报内容
In the classification of Indirect Purchases, unlike in the case of Direct acquisitions, the categorization of families will need to take into account internal Operation and Investment processes and projects, in addition to the available purchase histories. Transition/change movements in Operations will need to be duly assessed and considered in the weighting and classification of categories, in order to then define the Categories (whether or not they will undergo classification changes), as well as the Negotiation and acquisition Strategies for each of them.

已翻译

赞

4 Execute your sourcing process

The fourth step is to execute your sourcing process for each category of indirect spend, based on your sourcing strategy. You need to follow a systematic and transparent process to select and contract with the best suppliers for each category, such as market research, supplier qualification, request for proposal, bid evaluation, contract negotiation, and contract award. You also need to ensure that you comply with the relevant policies, regulations, and ethical standards throughout the sourcing process. This will help you secure the best terms and conditions and minimize the risks and liabilities.

添加您的观点

Edson Henrique

Head | Director | Senior Manager | Advisor | Mentor | Procurement | Supply Chain | Logistics | Planning | S&OP | Strategic Sourcing | Development/People Management | Risk Management | Storage Management
举报内容
As a way of optimizing and enhancing this process, prior mapping of needs and future projects with Leaders of the areas for which the Supply Area provides services is essential, capturing as many elements and data as possible to configure an appropriate Categorization, subsequently collecting the best and most optimized results (financial and operations management > SLAs).

已翻译

赞

5 Manage your supplier relationships

The fifth step is to manage your supplier relationships for each category of indirect spend, based on your contract obligations and expectations. You need to monitor and measure the performance of your suppliers against the agreed key performance indicators, service level agreements, and deliverables for each category. You also need to provide feedback and recognition to your suppliers and address any issues or disputes that may arise. This will help you maintain a positive and collaborative relationship with your suppliers and ensure that they deliver the value and quality that you expect.

添加您的观点

6 Review and improve your category management plan

The sixth and final step is to review and improve your category management plan for each category of indirect spend, based on your results and feedback. You need to evaluate the effectiveness and efficiency of your category management plan against your objectives and targets for each category. You also need to identify the lessons learned and best practices that you can apply to improve your category management plan for future cycles. This will help you continuously optimize your indirect purchasing categories and achieve sustainable savings and value.

添加您的观点

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

添加您的观点

Indirect Purchasing

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

How do you develop and implement a category management plan for your indirect purchasing categories?

1

2

3

4

5

6

7

1 Assess your current situation

2 Define your objectives and scope

3 Develop your sourcing strategy

4 Execute your sourcing process

5 Manage your supplier relationships

6 Review and improve your category management plan

7 Here’s what else to consider

Indirect Purchasing

给文章评分

感谢您的反馈

更多Indirect Purchasing相关文章

更多相关阅读内容