我们在前25名采购神话中继续我们的系列。有些人可能知道，其他人也不是。您也可能与我们同意某些人而不是其他人。但是，重要的是我们有这次讨论。我们将在这里每天发布1Chief Procurement Officer，所以确保检查网站以捕捉它们。
8. Category management is an effective component of sourcing and should be used as a better way to engage stakeholders
Category management is not a subset of strategic sourcing focused on identifying spend categories and rationalizing the supply base within those categories. This is category sourcing and implicit within strategic sourcing 101. If you merely re-badge strategic sourcing as “category management,” then you are doing yourself and your stakeholders a disservice. Category management is rather about cross-functionally managing spend categoriesacrossthe process lifecycle from design to sourcing to P2P (and supply chain planning/execution) to ongoing management.
For more on this concept, seehere.
这是一个更简单的方式，可以与利益相关者在所有互动中全能管理类似的供应商交谈，而不仅仅是“开车购买采购活动”，而且帮助利益相关者从这些类别中实现价值并降低风险。
......一个良好的类别管理计划，可以与业务进行更好的讨论。他们的意见，它与他们作为生活文件更加重要
Hi Pierre. I like your reply. Maybe a book rather than a piece! Process breadth and reach is so important not just for this discussion but for procurement as a whole. Sometimes (and more often then we would like) we see procurement not being given the credit it deserves and perhaps this can also curtail the depth and boundaries of Category Management especially wrt the ongoing KPI’s and stakeholder management. And thus instead of fighting to extend those boundaries, Category Management is given a less of a role in an organisation through the overall positioning rather than a desire.
Alun, agreed. It’s part of broader discussion on “Global Process Ownership” where there’s 3 key dimensions:
Process breadth / scope (e.g., end-to-end lifecycle vs. just CM, S2P, P2P
Organizational reach/depth/influence (i.e., to what extent is this being driven w/in the firm). For procurement, this has a spend cat breadth dimension – and it can span across categories too – see the ‘supersizing your market basket’ series I did.
Quality of the process ownership (i.e., single accountability; clear KPIs that drill down; effective operating model; etc.)
The first one is indeed important, but to your point, the quality of the management of the process is also important to drive it effectively into the firm – even if just within sourcing. Thanks for bringing this up. It’s a reminder to get this written up as its own piece!
从纯粹的理论观点来看这一点，并定义“管理”一词作为结束进程，然后在更全面的类别管理下放置类别源似乎是一个好主意。这是我倾向于同意的，也是我们为类别战略和机会vs esourcing开发了一个单独的工具。但是，这并不是说您无法在战略采购下“类别管理”，具体取决于您的组织视图是“类别管理”的界限。