Category Management #CMM Protips below!
Can the Non-Addressable Spend have Potential Opportunity to Source?
Addressable Categories: Consulting, Advertising, IT Software, Facilities, Capital
Non-Addressable: Taxes, Utilities, Transfer Pricing, Salaries, Benefits
But are these really not-addressable? (And yes, by definition, it’s literally that.) But, why can’t you take a second look at their status? You can negotiate your utilities you owe as a single person, why can’t an entity? And are salaries and benefits really non-addressable when you consider back-fills and changes in the organization?
Pro Tip 1 – Challenge the status quo – for those who are part of organizations that have been sourced, sourced again, and then re-sourced… look outside your usual suspects. See how relationships, ideas, and other ‘outside the box’ ideas could change a categories’ status. Ask questions as moving the organization headquarters location be worth the change in TCO?
Pro Tip 2 – Look for other ‘big ideas’ that could impact these categories such as zero based budgeting, new AI technologies, etc.
Protip #1 – Not every organization will have the same category structure due to size and spend (and that’s okay!) Therefore, you should always assess the structure before moving into the sourcing phase (See the three arguable levels below).
Protip #2 – Since there is no hard and fast rule, you must take a look at everything that can help support your choices, such as:
- Internal Spend Levels / Budgets per Category
- Number of Stakeholders
- Overlap between Categories (ex: Meetings / Travel is typically outside S&M)
- External Supplier Capabilities (one or mlutiple categories at what levels)
- Previous strategies/successes and failures at each level
- External Benchmarks and Best Practices
- UNSPSC – Classificiation
Protip #3 – There is no right or wrong! So don’t get bogged down on aligning with external sources, companies or benchmarks. It may help with the implementation of sourcing technology (spend analysis, etc.) but it’s not useful if you are left with way too many or too little categories defined.
#CMM Protip 1 – These are all questions, you should as PRIOR to starting a new project
- Do you have ALL major stakeholders aware/involved?
- Are project goals and milestones clearly defined?
- Are all requirements clearly documented and agreed upon?
- Do you have the proper resources/support and are they committed to seeing the project succeed?
- Do you have a communications plan for the duration of the project?
- Are there any potential process improvements that might impact the project?
- Are there any risk involved? If so, is there a plan in place to address this?
- If budget is needed, has it already been approved by management/finance?
#CMM Protip 1 – You may not be able to achieve Category Management techniques, based on a couple of things:
- Lack of C-Suite Support
- Ability to have major shifts in company culture
- Cross-Functional Buy-In
#CMM Protip 2 – If you can’t get to the true “category management” aspects, then build your business cases with increasing levels of portfolio category management vs. single sourcing of categories. Proving out the business case with minor change management, proves out the idea for the more impactful change management strategies.
Part of category management is building key relationships with strategic partners. What does that mean? Well it means you don’t beat your suppliers over the head with a reduction in rates, payment terms and KPI’s. It also means, that if you want to have a true partnership with a supplier to have innovation, you must treat them like one. This means having them come to the table not to gain more business or decrease pricing, but to become more effecient and effective. It allows then for the opportunity for a collaborative work environment that will foster innovation. Which is at the top of your AQSCI pyramid (the foundational business requirements).
#CMM Protip 1 – If you want to foster a strategic relationship, treat the suppliers as friends, not enemies. Find out what process changes you both can make to ensure profitability and success.
#CMM Protip 2 – Not every supplier will constitute a strategic relationship. Make sure you go through the SRM tiering process to ensure you are focusing on the right ones!
If you are struggling to come up with KPI’s for the Advertising Industry, then look no further. These are the basics to help support your business and set you up for success.
CMM Protip 1 – The KPI metrics vary based on factors such as target audience, strategic or tactical plan, specific insight or goal of the marketer etc. The KPI’s are basically formulated on the basis of marketer’s business vision, in order to help them attain better ROI.
CMM Protip 2 – Include your busines partner in KPI discussions. You’ll want to ensure their buy-In even if they don’t want to be part of the adherence process.
CMM Protip 3 – You can always ask suppliers for best practices in KPI’s and SLA’s they have with other companies.
People. Process. Technology.
The technology roadmap is meant to help leaders makea long-term digital investment strategies that not only aligns with procurement, but also company goals. So it’s useful to take a look at your current systems, and see where they fall within the chart. And because Category Management is about looking at the bigger picture, we must look at how our technologies align with the larger Procure to Pay Organization.
#CMM Protip 1 – Start with an issue or recently identified pain-point in the current process. (Becareful not to boil the ocean!)
#CMM Protip 2 – Don’t keep old systems, just because it’s easier to do so (than having to learn something new). The risk and pain are definitely worth the reward, so ensure you have something that not only will support you now, but also in the future vision of your group.
Want to know more about digitizing the entire source to pay process? Then check out this McKinsey Article for additional insight.