Category Management

6.
8 Module 8: Category Management
Headline information about the module
Module title Category Management

Module NFQ level (only if an NFQ level
9
can be demonstrated)
Module number/reference MPSCM -CM
Parent programme(s) the plural arises if
there are embedded programmes to be MSc in Procurement and Supply Chain Management
validated.
Stage of parent programme 1
Semester (semester1/semester2 if
2
applicable)
Module credit units (FET/HET/ECTS) ECTS
Module credit number of units 10
List the teaching and learning modes Full time, part time
Learners must hold an honours degree of at least a
Entry requirements (statement of H22 standard in business, management or related
knowledge, skill and competence) field or equivalent qualification from an approved
tertiary or professional institution.
Pre-requisite module titles Not applicable
Co-requisite module titles Not applicable
Is this a capstone module? (Yes or No) No
Specification of the qualifications
(academic, pedagogical and
professional/occupational) and Lecturing staff should hold a masters Level (Level 9)
experience required of staff (staff qualification, preferably with a third level teaching
includes workplace personnel who are qualification (e.g. Certificate in Training and
responsible for learners such as Education).
apprentices, trainees and learners in
clinical placements)
Maximum number of learners per centre
60
(or instance of the module)
Duration of the module 12 weeks
Average (over the duration of the
module) of the contact hours per week 6
(see * below)
Module-specific physical resources and
Normal lecture room with internet access and good-
support required per centre (or instance
quality audio-visual equipment.
of the module)
72
Analysis of required learning effort
Minimum ratio
*Effort while in contact with staff Hours
teacher / learner
Classroom and demonstrations 1:60 60
Monitoring and small-group teaching 1:30 12
Other
Independent Learning
Directed e-learning (hours)
Independent Learning (hours) 178
Other hours (group project)
Work-based learning hours of learning effort
Total Effort (hours) 250
Allocation of marks (within the module)

Continuous Supervised Proctored practical Proctored written
Total
assessment project examination examination
Percentage
100 100%
contribution
Module aims and objectives

The module develops learners’ strategic and critical thinking on how to develop plans to improve
competitiveness by the application of systematic approaches to the management of both direct and
indirect organisational responsibilities. The module will focus on different approaches and
methodologies for strategic category management, demonstrating the role of procurement and
supply chain management professionals in leading these approaches.
Minimum intended module learning outcomes

On successful completion of this module, learners are able to:
(i) develop a critical understanding to the approaches that can be adopted in order to
develop strategic category management for a mix of procurement expenditures
(ii) develop a strategic plan for category management processes in order to improve key
areas of spend, secure added value and mobilise a cross-functional team
(iii) strategically analysis data around the supply base, the supply market, price and cost,
internal needs and the external environment, to determine strategic direction
(iv) identify the optimum high-impact sourcing strategy for the category, and secure
agreement from the wider organisation
(v) strategically plan the implementation of a new category strategy, manage change and
roll out, including negotiation, selecting new suppliers and contracting as appropriate
(vi) demonstrate an appreciation of the importance of supplier relationship management
and ongoing improvement for the category management process.
Rationale for inclusion of the module in the programme and its contribution to
the overall MIPLOs
The module provides learners with knowledge, skills and methodologies of a key strategy employed
in today’s procurement and supply chain environment to ensure that the supply chain maximises its
contribution to an organisation’s success.
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Information provided to learners about the module
The Programme Handbook contains the module descriptor and assessment details. Extensive use of
the VLE, Moodle, provides detailed notes and additional resources. In class, learners are provided with
a PowerPoint pack and extensive reading list, incorporating professional and academic sources.
Module content, organisation and structure

The module involves the application of some material previously covered in related modules, in
addition to new material in the areas of category management methodologies and skills. Throughout
the delivery, case studies and group discussions aim to integrate the relevant theories and applications
in the analysis of particular supply chain scenarios.
Definitions
• Procurement, purchasing, sourcing
• Strategic procurement and strategic sourcing
• Category management – from transactional purchasing to strategic sourcing
Categorising Expenditure
• Cost analysis
• Pareto analysis
• Kraljic analysis
• Bartolini’s scorecard
Strategic Acquisition Process

• Introduction to strategic sourcing models
• CIPS model
• OGP model
• AT Kearney 7-step model
• Category management models
Skills for Category Management

• Work of a Category Manager
• Technical skills
• Behavioural skills
Understanding the Data

• Insights into a category
• Demand patterns for category groups
• Current contracts, suppliers and terms
• Reviewing existing relationships and performance
• Market trends
Preparing for the Process

• Requirements for preparation of plans
• Total cost models
• Portfolio tools
• Stakeholder needs analysis
• Cross functional teams
• Legislative requirements and standards
74
Supply Market Factors
• Industry dynamics
• Competitiveness and pricing behaviour
• Financial data on potential suppliers
• RFI’s to assess market factors
• Internal and external influences
• Corporate social responsibility and sustainability
• Supply chain and value chain analysis
Pre-Planning Preparation
• Make or buy decisions
• Switching costs
• Sourcing options
• Risk planning and mitigation
Planning the Process

• Involving stakeholders
• Creating evaluation criteria
• Specifications, contracts and confidential agreements
Routes to the Supply Market

• Competition and negotiation
• RFP’s
• Supplier selection
• Reverse auctions and joint proposition improvement
Implementing the Process

• Governance structures
• Sourcing transaction approach
• Relationship management
Working with Stakeholders

• Stakeholder buy-in
• Stakeholder communications
• Presenting strategic plans to stakeholders
Mobilisation, Start-up and Transition

• Performance improvement
• Planning for effective start-up
• Mobilising start-up and transition
• Transition arrangements
Managing Contracts and Suppliers

• Contract management responsibilities
• Operational performance
• Stakeholder feedback
• Benchmarking performance
• Creating performance improvements
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Performance Measurement
• Capturing data
• Creating performance measures
• Dashboards
• Reviewing improvements
Risk and Volatility

• Dealing with supply chain risk
• Adjusting for volatility
• Creating exit arrangements
Module teaching and learning (including formative assessment) strategy

A range of delivery methods are adopted, including lectures, tutorials, case studies and in-class
exercises using a range of professional and academic sources. These are designed to engage learners
in the module content, and associated competencies that the programme team wishes learners to
develop over the course of the module. Learners’ guided independent reading and research is
supported by use of Moodle to prepare learners for their classes in addition to developing
autonomous self-directed learners.
Work-based learning and practice-placement

There is no work-based learning on practice-placement within this module.
E-learning
E-learning supports are provided via the college’s online learning environment, Moodle, including
extensive library resources.
Module physical resource requirements

Normal lecture room with internet access and good-quality audio-visual equipment. All learners have
access to an extensive range of “actual” and “remote access” library resources. The library monitors
and updates its resources on an ongoing basis, in line with the college’s Library Acquisition Policy.
Lecturers update reading lists for this programme on an annual basis.
Reading lists and other information resources

Learners can draw on reading lists from their other modules in addition to the resources below.
Primary Reading
Cordell, A. and Thompson, I. (2018) The Category Management Handbook. 1 edition. New York:
Routledge
Jonathan O’Brien (2018) Category Management in Purchasing: A Strategic Approach to Maximize
Business Profitability. Kogan Page.
Secondary Reading
Handfield, R. (2015) Sourcing Portfolio Analysis. Power Positioning Tools for Category Management &
Strategic Sourcing. Stratford-upon-Avon: Earlsgate Press, (ISBN: 9781873439548)
Keith, B., Vitasek, K., Manrodt, K. & Kling, J. (2015) Strategic Sourcing in the New Economy. New
York: Palgrave Macmillan, (ISBN: 9781137552181)
O’Brien, J. (2019) Category Management: A Strategic Approach to Maximise Business Profitability,
Kogan Page.
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Specifications for module staffing requirements
Lecturing staff should hold a masters level (Level 9) qualification, preferably with a third level teaching
qualification (e.g. Certificate in Training and Education).
Module summative assessment strategy

Learners analyse a series of procurement and supply chain issues and case studies. Through these
scenarios and case studies learners can identify and define problems, analyse spend data, develop
their strategic awareness, exercise appropriate professional and ethical judgment and develop
reasoned strategies. Initial summative assessment is through an individual case assignment. End of
semester summative assessment entails a half-day case study project, which is completed individually.
The assessed work breakdown is presented in the table below:
No Description MIMLOs Weighting

1 Individual assignment including peer review (i), (ii), (vi) 40%
2 Individual, Timed, Case Study (iii), (iv), (v) 60%
Sample assessment materials

Please see Sample Assessment Handbook.
77

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6.

8 Module 8: Category Management

Headline information about the module

Module title Category Management

Allocation of marks (within the module)

Module aims and objectives

Minimum intended module learning outcomes

Module content, organisation and structure

Strategic Acquisition Process

Skills for Category Management

Understanding the Data

Preparing for the Process

Planning the Process

Routes to the Supply Market

Implementing the Process

Working with Stakeholders

Mobilisation, Start-up and Transition

Managing Contracts and Suppliers

Risk and Volatility

Module teaching and learning (including formative assessment) strategy

Work-based learning and practice-placement

Module physical resource requirements

Reading lists and other information resources

Module summative assessment strategy

The assessed work breakdown is presented in the table below:

No Description MIMLOs Weighting

Sample assessment materials

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