Viewing a category strategy from the lens of a Kraljic’s Matrix is just one of many ways to understand where opportunities lie and how value can be created.
Two factors are considered when utilizing this tool to drive strategy:
- Business Impact (Internal)
(How critical is this category to the goals and operations of the business?)
Categories with low business impact are characterized by low expenditure levels, small influence in key functions, as well as tolerance for lengthy lead times before the product is received. The opposite is true for high impact categories – these are identified by high percentages of spend, direct consequence to core business functions, and high sensitivity to delivery windows.
- Supply Risk/Market Complexity (External)
(How hard is it to create competition among suppliers?)
Low supply risk/low complexity categories offer many options; clear buyer leverage, and low complication to name a couple. Categories that fall on the high end of risk/complexity will likely be fulfilled by few exceptionally technical suppliers, leaving little leverage for negotiation.