(Solution) CIPS Category Plan Implementation, Challenges Faced and Solutions
- In this report, a category plan for Oracle in office materials category of spend has been developed.
- Category planning has been noted to be a practice where category plans are established aligned with clients business objectives strategically to maximise value, risk reduction, and supply of goods and/or services effective management.
- Therefore, the Oracle category plan is in tandem with retail and business portfolio objectives to advance clients’ needs. The process is applicable in enhancing value maximisation, reducing risks, and goods and services supply management.
- The applied data inform this assessment findings obtained using techniques such as Kraljic Matrix, Market Structure, PORTER’s 5, and SWOT analysis.
- Further, existing data focusing on insights of market competition and TCO is successfully analysed.
- Eventually, a successful category plan implementation has been developed, identifying challenges and approaches for mitigating the difficulties identified.
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Description
Solution
Implementation of category plan is vital for ensuring an organisation capitalizes on its competitive advantage to increase overall revenues and control the business environment (Oppong, 2018). The different encountered challenges would also be solved.
5.1 Customer-centric Organisation Arrangement
As identified in Oracle (2021), Oracle operations are informed by the necessity for creating sustainable relations with suppliers leading to delivering a high-level value to their software products customers. This is with high trust, collaborative practice, and innovation. Nevertheless, the Oracle procurement department needs to diversify its operations by engaging cross-functional teams involved in the entire category plan. The products in appendix 1 are further grouped into market segmentation. A successful segmentation is impacted by the employees’ lack of detailed skills and relevant knowledge of advancing the practice. For solving the issue, change of their standardised category plan is essential, which has been in place for many years. Further, the capacity development of different stakeholders in regard to their knowledge on products and marketing knowledge could be improved.
5.2 Developing a Functional Supplier Trust
For category plan to guide an organisation to achieve value addition and reduced costs, implementation of a long-term, stable and mutual progressive commercial relations is essential. Inexistence of functional relations is noted in Chang et al. (2018) to lead to the category plan implementation failure. To create a sustainable relation with all the previously identified suppliers, supplier management plan can be established. Different advisors and experts would also be engaged to promote the process involved in communication and attaining procurement department objectives.
In this category plan stage, the challenge would include a sustainable and future-oriented relationship by the different stakeholders. This has a direct impact on the success of the overall category plan. For solving this problem, in line with the interests and influence of the different stakeholders, they could engage actively in the different phases of the category plan. Appropriate guidance to add customer value and dominate the market could be harnessed with distinct stakeholders involved, establishing mutual trust.
5.3 Evaluation and monitoring of Success of Category Plan
In the procurement of different spend categories for Oracle company, particularly office materials procurement, scorecards despite their impact influencing a holistic transformation of various business measures. As evidenced in Ingólfsdóttir and Dyndegaard (2012), planning is essential for the category plan to be successful. For evaluating the success of category plan, the starting plan success is supposed to be evidenced. The different activities advanced at the start of the category plan represent antecedents of success. However, there prevail useful metrics intended to ensure that a category plan implementation succeed owing to customers change, retailers, and different vendors.
In this regard, a significant issue is the inexistence of a direct strategy adopted to measure category plan success. Consequently, it is challenging to implement a category plan and achieve or leverage a competitive advantage. To mitigate the identified challenge, there could be a need for the Oracle team to make sure they are integrating relevant checklists and scorecards to measure category plan success levels.
5.4 Definition of categories, Improvement and Enhancement
This is the last phase of implementing the category plan. In this regard, rather than an introduction of product line, various subcategories are used to guide the planning to establish the ultimate category. Also, in this step, the major challenge is a failure of assigned distinct category roles and prioritising appropriate systems for Oracle to be positioned in differentiating their categories. To solve the challenge, a competitive-based analysis can be implemented. For the success, incurred gains from different categories and value for money would be achieved. Hence, this would interfere with Oracle’s capacity to capitalise on the competitive advantage from the category plan. Also, to solve this issue, the competitiveness ability of Oracle could be evaluated. This can be achieved with Oracle identifying the association of category roles and performance financially. The process can be inclusive of successfully transitioning from traditional procurement strategies to a modernised approach inclusive of all stakeholder’s interests. Therefore, a successful competitive analysis can be used in generating different incentives from end-users stakeholders for varying market segments characterised by distinct customer categories.
6.0 Conclusion and Recommendations
6.1 Conclusion
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Executive Summary
This assignment talks about the effective negotiation of procurement and supply. It includes at the beginning a brief about ROSHN company and its commercial department and what each function’s role. It also talked about the importance of procurement planning that assists in securing the best deals for the company. In addition to a specific category of spend that is commonly procured within the procurement function. Then it referred to the definition of the negotiation and what are the skills that any negotiator must have. It talked in details about the stages of negotiation and the importance of having a preparation stage, negotiation stage, and a post-contracting stage and what each of these stages include from activities need to be fulfilled in order to have a successful project. Moreover, there has been some information regarding the negotiation process within the approval cycle of procurement and how the negotiation is crucial prior approaching the market with a request for a quotation/proposal and what might impact any negotiation process such as PESTLE and Porter’s Five Forces elements. At the end, there has been some recommendations to enhance the knowledge of the current procurement officer at ROSHN along with nominating CIPS courses for any employee works in the procurement department. This report findings identify negotiation plan in procurement and supply management as essential for achieving value for money outcomes and leveraging in property sector where the organisation has based their operations. Also, this report has found that the Post-COVID global economic recession has elicited a reduction in overall performance of the property sector specifically in the real estate. Therefore, for ROSHN, limited resources have been identified as an issue impacting on the organisation success. This inform on the need for a detailed negotiation amongst the organisation different stakeholders to guarantee their continuity in business. The negotiation plan identified in this report is in alignment with various sourcing strategies, terms and conditions and stakeholder relationship. As part of this integrated report, the obtained findings and conclusions inform on the best practice of developing the negotiation plan. This is by following the phases of preparation, test, propose, bargain, agree and close. In all these identified stages, different tools and techniques can be used with all stakeholders relationships enhanced. Further, for achieving an optimum success in negotiation for design services, ROSHN would manage to achieve BATNA and MLA for best resources to be attained. From the findings and conclusions presented, there are different gaps noted affecting success of the negotiation plan. In order to fill the identified gaps, ROSHN can pursue various recommendations. These recommendations include implementing detailed plans with all stakeholders involved. Also, innovation and technology need to be introduced to be part of their negotiation process and successfully merged. An elaborate documentation is also important to be part of the negotiation plan with any conflict of interest mitigated. Also, depending on ROSHN target in terms of stakeholders, it is important to customise their negotiation plan.(Solution) CIPS Oman Cohort PSE Sourcing Essentials
- This assessment has focused on identifying four sourcing approaches and explaining their application in the category of spend within XXX organisation.
- Based on the different categories selected in sourcing approaches, IT category of spend supplier appraisal has been conducted.
- Through a detailed evaluation, the sourcing approaches identified include multiple, single, dual, and sole.
- For the IT category of spend, multiple sourcing has been selected as the most suitable due to the procurement nature.
- In the Kraljic analysis tool identifying the nature of supplier relationships, IT has been classified as a leverage item.
- The availability of different suppliers in procurement is identified as a multiple sourcing approach.
- A single, dual or sole supplier is not suitable for IT procurement due to its technical and quality specifications required.
- Carter’s 10Cs model has been selected for XXX IT sourcing supplier selection in the supplier selection.