?? BALANCING STRATEGIC AND TACTICAL: A CATEGORY LEADER'S GUIDE TO FOCUSED EXECUTION

As a category leader, your role bridges strategic foresight and operational execution. However, not all activities carry the same weight in achieving impactful results. By focusing on high-value strategic tasks while effectively delegating or minimizing less critical tactical ones, you can maximize efficiency and ensure value creation.

Here’s a breakdown of a category leader’s working activities, categorized into strategic and non-strategic, with annual frequency estimates and their approximate share of the workload:

STRATEGIC ACTIVITIES (60% OF WORKLOAD) ??

DEVELOPING CATEGORY STRATEGIES (6 ACTIVITIES/YEAR – 20%)

• ?? Conducting category deep dives to identify risks, opportunities, and alignment with business goals.
• ??? Defining 3–5-year roadmaps to enhance value creation, sustainability, and innovation.

SUPPLIER RELATIONSHIP MANAGEMENT (SRM) (12 ACTIVITIES/YEAR – 15%)

• ?? Building strategic partnerships through regular high-level meetings.
• ?? Fostering innovation by engaging suppliers in joint development programs.

MARKET INTELLIGENCE AND RISK MITIGATION (10 ACTIVITIES/YEAR – 10%)

• ?? Conducting market analysis to stay ahead of trends and disruptions.
• ??? Developing contingency plans to address potential risks in the supply chain.

DRIVING STRATEGIC NEGOTIATIONS (8 ACTIVITIES/YEAR – 10%)

• ?? Leading complex negotiations on long-term contracts or high-value deals.
• ?? Establishing performance-based agreements to incentivize supplier improvements.

STAKEHOLDER ALIGNMENT AND STRATEGIC REPORTING (12 ACTIVITIES/YEAR – 5%)

• ?? Collaborating with internal stakeholders to align category strategies with business goals.
• ?? Preparing executive-level updates on category performance and strategic outcomes.

NON-STRATEGIC (OR TACTICAL) ACTIVITIES (40% OF WORKLOAD) ??

OPERATIONAL SUPPLIER MANAGEMENT (24 ACTIVITIES/YEAR – 15%)

• ?? Addressing routine supplier performance issues.
• ?? Monitoring delivery compliance and handling escalations.

TRANSACTIONAL PROCUREMENT SUPPORT (50 ACTIVITIES/YEAR – 10%)

• ? Approving purchase requisitions.
• ?? Overseeing spot-buying for ad hoc needs.

INTERNAL QUERIES AND TROUBLESHOOTING (40 ACTIVITIES/YEAR – 10%)

• ??? Resolving day-to-day operational queries from stakeholders.
• ?? Acting as the intermediary for minor process issues.

DATA REPORTING AND ADMINISTRATIVE TASKS (20 ACTIVITIES/YEAR – 5%)

• ?? Updating procurement systems with supplier information.
• ?? Preparing detailed reports on tactical activities.

KEY INSIGHTS FOR CATEGORY LEADERS ?

• FOCUS ON STRATEGIC TASKS: Strategic activities, while less frequent, deliver the most significant value to the organization. A strong focus on developing category strategies, managing supplier relationships, and conducting market intelligence ensures that you stay ahead of industry dynamics.
• DELEGATE OR AUTOMATE TACTICAL ACTIVITIES: Non-strategic tasks are time-consuming and often repetitive. Leveraging automation tools (e.g., SAP Ariba, Keelvar) and delegating operational work to junior team members allows you to concentrate on high-impact initiatives.
• REGULARLY ASSESS WORKLOAD BALANCE: Ideally, 60–70% of your time should be devoted to strategic initiatives, with the remaining focused on tactical execution. A regular review of your workload will help you identify areas for improvement.

By consciously managing your activities, you can excel in your role as a category leader, ensuring that your efforts contribute meaningfully to organizational goals.

?? What other activities or methods have worked for you to achieve this balance? Let’s discuss below!