The executives we surveyed said the top factors driving the implementation of category management include creating value for the business as the top factor, followed by reduced costs, and reduced supply chain risk.
Online marketplaces are becoming more popular for B2B purchases. 73% of respondents are currently using or plan to start using online marketplaces.
Tactical v. strategic SM functions
Tactical sourcing activities are critical to keep organizations running smoothly, but supply management groups are now focusing more on strategy.
Most Commonly Assessed Risk Categories
We asked companies which risk categories they assess most often with “general performance and business risk” garnering the highest number of mentions at 44%.
SM Employees as a % of All Employees
Across industries, supply management personnel relative to all company employees is 1.6% this year.
Average cost savings per employee
Cost savings is a powerful KPI for demonstrating the value of your supply management group. How much total cost savings are your strategic supply management employees delivering?
Spend under management
Across industries, category management employees comprise 15.6% of the total supply management headcount. We share their spend by industry.
Tracking human rights and diversity initiatives
Monitoring your supply chain has obvious benefits for your organization and your global supply network, but for efficiency and accuracy often requires the use of third-party tools.
Ensuring Diversity in the Contracting Process
74% of companies require sourcing and buyers to include a certain percentage of diverse suppliers in RFPs
Driving Business Partner Engagement
Engaging supply management with internal business partners has the protentional to create value and alignment with business goals. What methods does your group use to engage internal business partners?
Supply management professionals from member and non-member companies can participate in benchmarking surveys and get metric reports in return.