Increasing agility is among the top prioritized goals of leading procurement organizations. It’s on every Chief Procurement Officers’ (CPO) ‘s agenda these days, but what does it mean in practice?
Category Management rarely is a one-person show, and neither is Category Strategy Creation. It is a team exercise involving experts from various corners of the procurement organization and internal customers and stakeholders from other functions.
“We’re drowning in data yet starving for insights.” I am not sure who came up with that one, but it really hits the nail on the head in our information age.
“Digital Category Management” seems to become one of the most talked-about topics in strategic procurement lately. But why? What is it expected to deliver?
Category Management isn’t a new concept, neither is Category Strategy Creation. And still, we often see procurement teams struggling to get started with the process or following it through.
When would you say is a good time to focus on strategy creation or procurement strategies in general? Rather in turbulent times like now, or better wait for sunny days and smooth sailing in the more distant future?
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