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Demand & Supply Chain Management Evolution


Supply Chain Glosario

Glosario  >  P  >  Portfolio Analysis  


 

Portfolio Analysis


Fuente: Procurement Glossary
Autor: Paul Rogers
Instituto: CIPS - UK

Cortesía de


 

One of the most widely used tools in procurement is portfolio analysis, based on the work of Peter Kraljic.  Published in 1983, in the Harvard Business Review, Kraljic’s article, ‘Purchasing must become supply management’, was a milestone in the evolution of procurement.  Kraljic pointed out that organisations should not buy their goods and services mechanistically by inviting three bids for all requirements.  Instead, he proposed two key factors that should be considered in developing supply strategies. The first was the strategic importance of the category in terms of the value added by the category, the percentage of total spend and the impact on profitability.  The second factor was the complexity of the supply market gauged by supply scarcity, the pace of technology, the availability of alternatives or substitutes, the barriers to entry, and market structures such as oligopoly or monopoly.

Kraljic proposed that senior managers and procurement staff should develop category-specific categories based upon understanding the balance between risk and opportunity.  Routine categories should be subject to lower level effort, as they were unimportant categories sourced from simple markets, although he anticipated that many categories were not sourced from simple markets.  Leverage categories represented an opportunity to use competition to generate profit for the buyer, though he suggested that, leverage should not be a universal strategy.  Bottleneck categories involved lower value acquisitions that were sourced from complex markets and strategic categories required careful management and longer-term agreements.

The significance of Kraljic’s work was his emphasis on strategy, and the use of the word ‘strategy’ would have been considered revolutionary in the context of purchasing at that time.  Rather than ad-hoc tactics, he advocated the need for business managers to be involved in strategising, and the necessity for different strategies across the spend portfolio.  See also Critical, Leverage and Routine.

 

 

 

 

 

 

 




Ofertas de Trabajo
 
Responsable de Compras - Empresa de maquinaria - Urola Kosta
     
     Guipúzcoa  -  PERM  -  Michael Page

Responsable de Logística - Supply Chain
     
     Madrid  -  PERM  -  Michael Page

Responsable de Almacén
     
     Madrid  -  PERM  -  Michael Page

Responsable de Turno de Almacén con SAP (h/m)
     
     Valencia  -  PERM  -  Michael Page

Global Construction Sourcing Manager and Team Lead
     
     Barcelona  -  PERM  -  Michael Page

Responsable de compras (H/M)
     
     Huesca  -  PERM  -  Michael Page

Asesor Técnico / Comprador especialista en Ganado Vivo (h/m) - Gran compañía alimentaria a nivel nacional.
     
     Madrid  -  PERM  -  Michael Page

Planificador de la producción
     
     Valencia  -  PERM  -  Michael Page

Purchasing Analyst -Multinacional líder en el sector industrial
     
     Barcelona  -  PERM  -  Michael Page

Gerente de Cargas Completas para Cataluña (H/M) - Importante operador Logístico
     
     Barcelona  -  PERM  -  Michael Page

Procurement Supervisor
     
     Madrid  -  PERM  -  Michael Page

Técnico de Compras Packaging
     
     Valencia  -  PERM  -  Michael Page

Senior Supply Chain Planner (H/M) - Importante empresa de Gran Consumo
     
     Barcelona  -  PERM  -  Michael Page

Director de Compras para producto Comercializado (H/M) - Importante empresa del sector FMCG
     
     Barcelona  -  PERM  -  Michael Page

Responsable Procesos Logísticos - Empresa Industrial - Extremadura
     
     Badajoz  -  PERM  -  Michael Page



 
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Última actualización 1 Feb 2019
Upturn in growth signalled during January
   Fuente: Markit Spain Manufacturing PMI ®  -  IHS Markit
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