Category management involves applying the end-to-end procurement process to a specific range of goods or services. This involves pre-award processes such as category analysis and demand management, sourcing and contract negotiation, and the post-award processes such as performance management. It is essential that those involved in managing procurement and supply activity can evaluate approaches to develop category management and are able to create process plans which ensure category management success.
This course is designed for those who have responsibility for category management as it focuses on the differing approaches for category management using the tools and techniques which are available to assist with the creation of the associated processes for direct or indirect expenditure.
In any organisation, a significant element of procurement and supply activity is based around decisions to internally conduct activity or to source from an external supplier. Hence, the selection of the correct external suppliers is a vital contributor to overall organisational success.
Strategic Procurement Manager, Senior Category Manager, Supply Chain Manager, Head of Logistics and Operations Manager.
Senior Buyer, Chief Buyer, Category Manager, Contract Manager, Contract Officer, Logistics Manager and Supply Chain Executive.
As we will be referring to case studies during the course it is important to read these before attending.
Training will be facilitated through a mixture of tutor lead discussions and syndicate work, particular reference to the case study provided in advance. Post training delegates will receive handbook highlighting the key models, tools and techniques refer to during the sessions
Delegates would benefit from access to calculators and Microsoft Excel for use in day 2
3 Days ( 24 hrs.)
The indicative content supplied below have been broken down into a series of two-hour sessions, whilst each session is timed at 2 hours this is minimum and overruns should be expected depending on the level of interactivity and time to complete the exercises.
On completion of these workshops’ delegates will be able to.
Session 1 (2 hours)
Critically compare strategic and conventional sourcing processes and their role in category management
Critically compare models for the adoption of category management
Identify the technical and behavioural skills required to implement category management
Session 2 (2 hours) Understand the concepts, tools and techniques associated with managing expenditure
Contrast the types of expenditure that can be analysed for category management processes
Compare and contrast the tools and techniques that can be applied to map categories of direct and indirect expenditure
Session 3 (2 hours) Understand the strategic impact of a category management process
Analyse the data required for the development of a category management process
Examine the requirements for initiating and preparing the introduction of a category management process
Analyse supply market factors that impact on the development of a category management process
Session 4 (2 hours)
Identify the sourcing process in relation to procurement
Differentiate between approaches to the sourcing of requirements from suppliers
Session 5 (2 hours)
Define selection criteria that can be commonly applied when sourcing requirements from external suppliers
Session 6 (2 hours)
Define award criteria that can be commonly applied when sourcing requirements from external suppliers
Session 7 (2 hours)
Compare the key legislative, regulatory, and organisational requirements when sourcing in the not- for-profit, private and public sectors
Session 8 (2 hours)
Compare the key legislative, regulatory, and organisational requirements when sourcing from international suppliers
Session 9 (2 hours) Understand ethical and responsible sourcing
Identify practices that support ethical procurement
Compare the use of audits and other feedback mechanisms to evaluate ethical standards in the workplace
Contrast processes and practices that the organisation could adopt to meet the requirements of Corporate Social Responsibility (CSR)