adaptive strategies 89, 91; see also disruptive strategies
affinity-sorting 91
Association for Project Management 144
benefits realisation 117–118, 132–135, 144; benefits realisation plan (BRP) 132–135, 182
blockchain 77
breakthrough thinking xvii, 1; breakthrough value 61, 76, 88, 117
business process reengineering 1, 86, 90
business requirements xvii, 11, 30–31, 34, 36–40, 42, 47, 87–88, 92–93, 109–110, 115, 117, 129, 144; availability 38; cost 38; hierarchy of needs 31; innovation 31, 38; quality 31, 38; RAQSCI 16, 34, 37–39, 42, 47, 109, 156; regulatory 31, 38, 156; service 31, 38, 156
Call-off frameworks 98–99, 172
category xvi, 11; definition xvi, 10
category analysis 43, 45, 65–66, 68, 70–71; category analysis triage 62
category hierarchy 5, 10–12, 73, 150; master category 10–11, 150; micro-category 10–11, 150; sub-category 10–12, 150
category implementation cycle 116
category maturity matrix 4
category plan 12, 18, 38–39, 45, 54–55, 68, 91–92, 111–113
category profile 34, 40–42, 157, 47–49, 112
category spend 41, 857, 89, 118; see also spend analysis
category sponsor 2, 111, 116, 176; senior responsible officer 2
category strategy xviii, xix, 11–12, 29, 33, 40, 42, 45, 47–8, 85–93, 111–113, 115–119, 61–65, 70, 72, 74, 97, 100, 110, 121, 129, 141; category strategy cube 86, 89–91
change management xvii, 117–118, 124–127
Chartered Institute of Procurement & Supply (CIPS) xviii, 86
Chartered Institute of Public Finance & Accounting (CIPFA) 108
communication plan 5, 6, 22–24, 128
community benefits 39
comparative portfolio analysis 63; see also Dutch windmill
competition analysis 63–64, 72–74; bargaining power of customers 73; bargaining power of suppliers 73; barriers to entry 73; rivalry 73; threat of new entrants 73; threat of substitutes 73
competitive advantage 72
competitive bidding 85
competitive forces 64; see also competition analysis
continuous improvement and review xviii, 118, 136–139; continuous improvement (CI) 58, 90, 137, 139, 142, 145; Deming, Edwards 137; Deming wheel 137; DMAIC 137; kaizen 137; plan-do-check-act (PDCA) 137
contract management 141
cost 38
Cox, Professor Andrew 62, 77, 97
cross-functional xvii–xvii; see also stakeholders
cultural fit 39
data gathering 34, 43–45; data gathering action plan 43–45
disruptive strategies 89, 91; see also adaptive strategies
dual sourcing 100
Dutch windmill 91–92, 95–97, 171; Weele, Professor Arjan van 96
fair trade 70
gateway xviii, 5, 35, 61, 65, 92, 115, 119, 145; gateway approval 61, 92; gateway approval checklist 6, 36, 66, 93
idea generation 89, 91; ideas log 91
implementing change 118, 124–127; see also change management
intellectual property rights (IPR) 51
Ishikawa, Karo 137; cause and effect diagram 137; fishbone diagram 137
key performance indicators (KPIs) 141
key supplier profile 34, 46–49
Kotter, Professor John 124
Kraljic, Peter Dr 10, 78; Kraljic matrix 52, 81, 83; Kraljic portfolio analysis 63–64, 78–80, 96, 98; supply positioning 79
leverage 10, 12, 42, 45, 47–48, 51, 58, 63–64, 67, 73, 78–79, 89–90, 93, 95–99, 115, 169, 171–172
logical incrementalism 87
offshoring 86
oligopoly 79
open-book costing 58; open-book collaboration 57
opportunity analysis and quick wins 92, 105–107, 110; PICK chart 105–106
pace 23
pareto analysis 41
PCA strategy development model 87, 89
Porter, Professor Michael 72, 75
Porter’s five forces 72–74; see also competition analysis
Post-Project review 119, 143–146; lessons learned 144, 146; organisational learning 145
power/dependency profiling 92, 102–104
power/interest matrix 18–21; Mendelow, Aubrey 18–21
primary supply chain 76
procurement 1, xiii, xv, xvi, xviii, xix, 2, 10, 18, 38–39, 44, 50–51, 54–55, 57, 78–79, 81–82, 85–86, 91, 97, 101, 106, 109, 126, 131
project charter 4, 6–9, 14, 130, 149
project initiation document (PID) 8; targets xvii, 1, 53, 88
project management 2, 118, 122, 128–131, 181; Project Management Institute 7
purchase price cost analysis (PPCA) 34, 47, 56–59; cost of goods sold (COGS) 76; labour costs 56–57; material costs 56–57; overheads 56–57; profit 57; selling price 57; should-cost 58; tear-down analysis 57, 64
purchasing chessboard 89
RACI 5, 6, 16–18, 24, 145; responsibility assignment matrix (RAM) 16
request for information 64
reverse engineering 64
risk management cycle 25
risk profile 48
single sourcing 99; see also dual sourcing
situational analysis 34, 53–55, 66; Fosmire, Fred Dr 53; STP 34, 36, 53–55, 66, 130, 161
sourcing xvi, xix, 85–89, 91–93, 97, 99–100
sourcing groups 11; Massin, Jean-Philippe 11; see also category hierarchy
sourcing strategy wheel 92, 98–101
spend data 32–33, 145; see also category spend
Stage 5: Implementation 115–146
stakeholder management 5, 19–21
stakeholders 6, 8–9, 16–18, 38, 54–55, 62, 64, 88, 91, 93, 110, 112, 115–119, 122, 125–126, 129–130, 142
STEEPLE 64, 68–71, 112; PEST 69–70; PESTLE 70
strategic position 87
strategy 29
suitability acceptability and feasibility 89, 91–92, 107
supplier development 57, 90, 96, 99
supplier preferencing 63–64, 81–83, 97
supplier profile 41
supplier relationship management (SRM) 86, 90, 99, 140–141
supply chain disintermediation 86, 90
supply chain mapping 76; supply chain mapping and value chain analysis 75; supply and value chain analysis 64, 75–77; value chain analysis 75–76
supply market analysis 49; see also category analysis
supply market profile 40–41; see also category profile
sustainability 48
value network 75