Category management in purchasing: a strategic approach to maximize business profitability
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
London [u.a.]
Kogan Page
2009
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XVII, 302 S. graph. Darst. |
| ISBN: | 9780749452575 |
Staff View
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Record in the Search Index
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|---|---|
| adam_text | Titel: Category management in purchasing
Autor: O Brien, Jonathan
Jahr: 2009
Contents
Figures vii
Tables x
Foreword xi
Preface xii
Acknowledgements xiv
About the author xvi
1. Introducing category management 1
Category management explained 2
The relevance of category management today 5
The impact of technology 6
Our love affair with cheap 7
Unlocking value from the supply chain 8
Segmenting the spend; identifying the categories 10
The potential benefits of category management 15
Surely someone has already thought of this 17
2. The principles of category management 19
The three foundations of category management 19
The four pillars of category management 28
Summary 40
3. The stages of category management 41
A circular process 41
Moving through the five stages 42
Reviewing process 46
iv I Contents
Realizing the benefits 46
The full process 47
Knowing what to leave out 49
Process duration 49
Before you start 50
4. Stage 1: Initiation 52
Kicking off the process 52
The initiation toolkit 53
Scoping the category project 53
Opportunity analysis 56
Securing the executive sponsor 58
Recruiting team members 61
Situation, target, proposal 63
The team charter 65
Stakeholder mapping 67
Communications planning 70
Gaining first insights into the category 73
Defining the business requirements 79
Project planning 88
Securing quick wins 89
5. Stage 2: Insight 93
Introduction to data gathering 93
The insight toolkit 98
Convincing the suppliers you mean business 98
Internal data gathering 101
Supplier data gathering 103
Researching the market and potential new markets 103
Understanding the supplier s pricing approach 105
Determining where the value is added in the supply chain 114
Developing a cost vs price breakdown 117
Identifying current vs future technology 124
External environment analysis 127
Understanding market competitiveness 127
Determining potential sources of leverage 133
Understanding how the supplier views the relationship/
account 149
Portfolio analysis with supplier preferencing 156
Contents I v
6. Stage 3: Innovation 159
Determining the future sourcing strategy 159
The steps towards innovation 160
Summarizing the analysis 162
Strategic option generation 162
Strategic option evaluation and selection 171
Building the chosen option 173
Risk and contingency planning 175
High-level implementation planning 176
Creating the strategic source plan 178
Source plan sign-off 184
7. Stage 4: Implementation 186
Turning the future sourcing strategy into reality 186
Turning a strategy into reality 187
Detailed implementation planning and project management 189
Managing change 195
Contract planning 201
RFP/RFQ/tender process 206
E-auctions 211
Supplier selection 219
Negotiation 224
Finalizing the legalities 227
8. Stage 5: Improvement 231
The process of continuous improvement 231
Focusing on improvements 233
Lessons learnt review 234
Supplier relationship management 237
Attracting innovation, breakthrough and ongoing value-
adding initiatives 242
Ongoing alignment with business requirements 244
Ongoing market analysis 245
Determining when to start the process again 246
9. Making category management happen 247
Before you start 247
Executive endorsement for a category management
programme 248
Programme governance 250
vi I Contents
The programme plan 251
Benefits measurement and tracking 253
Programme reporting 256
The right capability 258
Programme communications 260
E-enabling category management 262
10. What the future holds 264
The challenge facing organizations over the next 20 years 264
Future implications for purchasing 266
Corporate social responsibility 267
The global marketplace 269
The role of category management for the future 270
Appendix 1: Case study: GlaxoSmithKline 272
Appendix 2: Case study: the fleet category 280
Glossary 291
References and further reading 293
Index 296
Figures
1.1 Where money from sales goes 9
1.2 Third-party spend with categories 11
1.3 The virtual brick wall 17
2.1 Foundations of category management 20
2.2 Four pillars of category management 29
3.1 Five I s of category management 42
3.2 Category management process with workshops 43
3.3 Category management process with stage reviews 46
3.4 Category management process with benefit realization 47
3.5 Full category management process 48
3.6 Project duration 50
4.1 Stage 1: Initiation 54
4.2 Opportunity analysis type 1: grid 57
4.3 Opportunity analysis type 1: populated 58
4.4 Opportunity analysis type 2: populated 59
4.5 STP for printed packaging 64
4.6 Team charter 66
4.7 Stakeholder map 69
4.8 Communications plan 73
4.9 Day one analysis 74
4.10 Day one analysis with examples 75
4.11 Day one analysis: power 77
4.12 Day one analysis: bundling 78
4.13 Business requirements: RAQSCI model 80
4.14 Business requirements: inputs 84
4.15 Example of business requirements 88
viii I Figures
4.16 Example of a project plan 90
4.17 Quick-win analysis matrix 91
5.1 Data gathering 94
5.2 War room 96
5.3 Stage 2: Insight 99
5.4 Supply chain map 116
5.5 PPCA and day one analysis 118
5.6 Breakdown of overheads 121
5.7 Product life cycle 125
5.8 Technology road map 126
5.9 Porter s five forces adapted to purchasing 128
5.10 Seven sources of leverage 134
5.11 Portfolio analysis 135
5.12 Three steps of portfolio analysis 136
5.13 Portfolio analysis and business requirements 139
5.14 Portfolio analysis: power balanced 141
5.15 Portfolio analysis: power shifting 142
5.16 Portfolio analysis: critical to strategic to leverage 147
5.17 Portfolio analysis: strategic to leverage to strategic 148
5.18 Portfolio analysis: noting supplier behaviour 149
5.19 Supplier preferencing 150
5.20 Preferencing: nuisance to development to core 154
5.21 Preferencing: nuisance or core? 155
5.22 Preferencing: strategic and core 156
5.23 Preferencing: critical and nuisance 157
5.24 Portfolio analysis plus supplier preferencing 158
6.1 Stage 3: Innovation 161
6.2 Completed SWOT analysis 163
6.3 Options generation 165
6.4 Options evaluation matrix 166
6.5 Themed and summarized ideas 169
6.6 Multi-layer ideas into strategic options 170
6.7 Options evaluation matrix 172
6.8 Strategic option definition 174
6.9 Risk and contingency matrix 176
6.10 Example of Gantt chart 177
6.11 Gantt chart with project dependencies 177
6.12 Source plan inputs 180
6.13 A range of inputs can inform the source plan 183
6.14 Source plan complexity 184
Figures I ix
7.1 Stage 4: Implementation 188
7.2 Brown paper planning 192
7.3 Example of a brown paper plan 194
7.4 Example of a Gantt chart for implementation 195
7.5 Change curve adapted from Kiibler-Ross 197
7.6 Responses through the change cycle 199
7.7 Differences between RFI, RFP and RFQ 210
7.8 Aligning RFPs and RFQs with day one analysis 214
7.9 Onscreen view of an e-auction 214
7.10 E-auction viability, using portfolio analysis 218
7.11 The supplier selection process 220
7.12 Supplier selection matrix 223
7.13 Negotiator personality aligned with portfolio analysis 225
8.1 Stage 4: Improvement 235
8.2 Category management and SRM 238
8.3 Alignment of SRM with portfolio analysis 238
8.4 Alignment of SRM with supplier preferencing 239
8.5 Segmentation of suppliers 240
9.1 Typical governance structure for category management 251
9.2 Typical category wave programme plan 252
9.3 Stages of benefit classification 254
9.4 Typical programme reporting system 257
9.5 E-enabled elements 262
A2.1 Summary fleet strategy 289
Tables
1.1 Direct and indirect categories 3
1.2 Breakdown of travel spend 13
3.1 Content and structure of cross-functional workshops 44
4.1 Business requirements explained 82
4.2 Sample questions to establish business requirements 86
5.1 Data collection sources and methods 97
5.2 Examples of conditioning messages 100
5.3 Category and internal data gathering and sources 102
5.4 Supplier data gathering and sources 104
5.5 Market data gathering and sources 105
5.6 Useful websites for data gathering 106
5.7 Information to collect in support of a PPCA 120
5.8 Rule of thumb for allocating overheads 123
5.9 Example PPCA for stretch-wrap dispenser 123
5.10 Purchasing approaches in each quadrant of portfolio
analysis 144
7.1 Sections that an RFP or RFQ might contain 212
|
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| id | DE-604.BV035571600 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:40:42Z |
| institution | BVB |
| isbn | 9780749452575 |
| language | English |
| lccn | 2009000754 |
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| spelling | O'Brien, Jonathan 1967- Verfasser (DE-588)138375453 aut Category management in purchasing a strategic approach to maximize business profitability Jonathan O'Brien London [u.a.] Kogan Page 2009 XVII, 302 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Purchasing Industrial procurement Business logistics Beschaffungspolitik (DE-588)4431198-9 gnd rswk-swf Beschaffung (DE-588)4005988-1 gnd rswk-swf Logistik (DE-588)4036210-3 gnd rswk-swf Kategorienmanagement (DE-588)4500887-5 gnd rswk-swf Beschaffungspolitik (DE-588)4431198-9 s Kategorienmanagement (DE-588)4500887-5 s DE-188 Beschaffung (DE-588)4005988-1 s Logistik (DE-588)4036210-3 s 1\p DE-604 2\p DE-604 DE-601 pdf/application http://www.gbv.de/dms/zbw/590923870.pdf kostenfrei Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017627172&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | O'Brien, Jonathan 1967- Category management in purchasing a strategic approach to maximize business profitability Purchasing Industrial procurement Business logistics Beschaffungspolitik (DE-588)4431198-9 gnd Beschaffung (DE-588)4005988-1 gnd Logistik (DE-588)4036210-3 gnd Kategorienmanagement (DE-588)4500887-5 gnd |
| subject_GND | (DE-588)4431198-9 (DE-588)4005988-1 (DE-588)4036210-3 (DE-588)4500887-5 |
| title | Category management in purchasing a strategic approach to maximize business profitability |
| title_auth | Category management in purchasing a strategic approach to maximize business profitability |
| title_exact_search | Category management in purchasing a strategic approach to maximize business profitability |
| title_full | Category management in purchasing a strategic approach to maximize business profitability Jonathan O'Brien |
| title_fullStr | Category management in purchasing a strategic approach to maximize business profitability Jonathan O'Brien |
| title_full_unstemmed | Category management in purchasing a strategic approach to maximize business profitability Jonathan O'Brien |
| title_short | Category management in purchasing |
| title_sort | category management in purchasing a strategic approach to maximize business profitability |
| title_sub | a strategic approach to maximize business profitability |
| topic | Purchasing Industrial procurement Business logistics Beschaffungspolitik (DE-588)4431198-9 gnd Beschaffung (DE-588)4005988-1 gnd Logistik (DE-588)4036210-3 gnd Kategorienmanagement (DE-588)4500887-5 gnd |
| topic_facet | Purchasing Industrial procurement Business logistics Beschaffungspolitik Beschaffung Logistik Kategorienmanagement |
| url | http://www.gbv.de/dms/zbw/590923870.pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017627172&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT obrienjonathan categorymanagementinpurchasingastrategicapproachtomaximizebusinessprofitability |
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