Category Strategy Template (Spend Analysis, Kraljic Matrix)

Spend analysis, stakeholder requirements, supply market, Kraljic positioning chart, sourcing levers with savings, risks, roadmap, KPIs

AchatsStandardKraljic (1983) purchasing portfoliocategory strategyMis à jour 29 oct. 2026

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Mode d'emploi: Use it to plan how a spend category is bought over two to three years. Fill the spend analysis and stakeholder requirements first, then the market analysis, before positioning segments on the Kraljic matrix. The main pitfall is writing the strategy before the data, or counting the same saving under two levers.

Aperçu

Category Strategy: [Category name], [Period]

Multi-year plan for one spend category: spend analysis, internal requirements, supply market analysis, portfolio positioning with the Kraljic matrix, sourcing strategy, savings and risk levers, and an implementation roadmap. Built from established category management practice and the purchasing portfolio model in Kraljic (1983). Replace every [bracketed] value and every row marked Example.

Document control

Field	Value
Document ID	[CAT-NNN] Example: CAT-ELEC-2027
Category	[Name] Example: Electronic components
Strategy period	[Start to end] Example: 2027 to 2029
Category manager	[@name]
Stakeholders	[@engineering], [@operations], [@quality], [@finance], [@sustainability]
Approved by	[@cpo], [@coo]
Status	[Draft / Approved]
Last updated	YYYY-MM-DD
Classification	[Confidential]

Revision history

Version	Date	Author	Change summary
0.1	YYYY-MM-DD	[@name]	Spend analysis and market review
1.0	YYYY-MM-DD	[@name]	Example: Approved with dual-sourcing plan for sensor modules

1. Spend analysis

Organisation-wide view (Example, last 12 months, GBP thousand, excluding VAT):

Category	Spend	Share	Cumulative share
Machined and cast parts	14,200	31.6%	31.6%
Electronic components	11,800	26.3%	57.9%
Logistics and freight	4,600	10.2%	68.2%
IT software and cloud	3,900	8.7%	76.8%
Packaging	3,100	6.9%	83.7%
Facilities services	2,700	6.0%	89.8%
Professional services	2,400	5.3%	95.1%
Travel	1,300	2.9%	98.0%
Office and MRO supplies	900	2.0%	100.0%
Total	44,900	100%

Electronic components by supplier (Example, GBP thousand):

Supplier	Spend	Share of category	Contract
Daskivo Electronics GmbH	5,300	44.9%	CTR-002 framework, notice deadline 2027-01-01
Fennick Components Ltd	2,600	22.0%	Supply agreement
Arlowe Distribution Ltd	1,500	12.7%	Distributor terms
Long tail, 34 suppliers	2,400	20.3%	Mostly POs without contract
Total, 37 suppliers	11,800	100%

Electronic components by segment (Example, GBP thousand): custom sensor modules 3,900; microcontrollers and memory 2,700; printed circuit board assembly (PCBA) 2,400; standard passives 1,900; specialist connectors 900. Total 11,800.

2. Internal requirements

Stakeholder	Need or constraint
Engineering	Example: Sensor modules are designed in; changing supplier requires 9 to 12 months of requalification
Operations	Example: 12-week lead time on microcontrollers; buffer stock at 8 weeks
Quality	Example: Components must be traceable by lot; counterfeit risk from brokers
Finance	Example: Cost reduction target of 3% on category spend per year
Sustainability	Example: RoHS and REACH declarations on every part; Scope 3 data from top suppliers

3. Supply market analysis

Factor	Finding
Market structure	Example: Sensor modules: two qualified producers globally. Microcontrollers: several manufacturers, sold through authorised distributors
Cost drivers	Example: Wafer capacity, precious metals in passives, freight and energy
Capacity and lead times	Example: Lead times normalised in 2025 after the 2021 to 2023 shortage; allocation risk on specific nodes remains
Supplier power	Example: High for sensor modules, low for passives and PCBA
Regulatory and geopolitical	Example: Export controls and sanctions screening on dual-use items; forced labour import rules for upstream minerals
Our attractiveness	Example: Mid-size buyer; core customer for Fennick, minor customer for Daskivo

See mba/mba-five-forces-card and business/pestle-analysis for the full analysis.

4. Portfolio positioning (Kraljic matrix)

Segment	Spend (GBP k)	Profit impact	Supply risk	Quadrant	Playbook
Sensor modules (Example)	3,900	High	High	Strategic	Partnership, long-term agreement, joint development, second source qualification
Microcontrollers and memory (Example)	2,700	High	Low	Leverage	Competitive tender among authorised distributors, volume consolidation
PCBA (Example)	2,400	High	Low	Leverage	Tender, should-cost model, multi-year price agreement
Passives (Example)	1,900	Low	Low	Non-critical	Catalogue, consolidate long tail into one or two distributors
Specialist connectors (Example)	900	Low	High	Bottleneck	Standardise designs, safety stock, qualify alternatives

Kraljic positions are relative and change over time; reposition at each annual refresh.

5. Sourcing strategy and levers

Lever ID	Segment	Lever	Addressed spend (GBP k)	Estimate	Benefit (GBP k per year)
LEV-01 (Example)	Passives and long tail	Consolidate 34 long-tail suppliers to two authorised distributors	2,400	6%	144
LEV-02 (Example)	Sensor modules and Daskivo framework	Renewal negotiation of CTR-002 with index-linked pricing and volume tiers	5,300	3%	159
LEV-03 (Example)	Specialist connectors	Standardise connector families across products (design-to-value)	900	12%	108
		Total			411 (3.5% of 11,800)
LEV-04 (Example)	Sensor modules	Qualify a second source to reduce supply risk (no saving counted)	3,900	Risk	n/a

LEV-01 spend includes the passives bought from the long tail; LEV-02 covers Daskivo spend across segments. The two do not overlap because Daskivo is not in the long tail.

6. Risks, sustainability and supplier relationships

Risk ID	Risk	Mitigation
CR-01 (Example)	Sole source for sensor modules	LEV-04 second source, 16 weeks safety stock, last-time-buy clause
CR-02 (Example)	Counterfeit parts from brokers	Buy only from manufacturers or authorised distributors; broker purchases need quality approval
CR-03 (Example)	Missed CTR-002 notice deadline (2027-01-01)	Decision at the November 2026 category board; tracked in `procurement/contract-register`
CR-04 (Example)	Forced labour in upstream mineral supply	Supplier Code of Conduct flow-down and smelter due diligence questions in the RFP

Sustainability criteria for the RFPs in this category: material declarations, product carbon data and code of conduct acceptance, weighted at 10% as required by the procurement policy for high-impact categories.

7. Roadmap

Milestone	Date	Owner
Example: Category board decision on CTR-002 (renew or re-tender)	2026-11-20	[@category-manager]
Example: Notice or option exercise on CTR-002	By 2027-01-01	[@legal]
Example: Distributor RFP for passives and long tail (LEV-01)	2027-Q1	[@buyer]
Example: Connector standardisation workshop (LEV-03)	2027-Q1	[@engineering]
Example: Second source qualification start (LEV-04)	2027-Q2	[@quality]
Example: Strategy refresh	2027-Q4	[@category-manager]

8. KPIs and references

KPI	Baseline	Target
Suppliers in category	Example: 37	12
Spend under contract	Example: 79.7%	95%
Contracted savings	Example: 0	GBP 411k per year by end 2027
Segments with two qualified sources	Example: 3 of 5	4 of 5

Example baseline: spend under contract = (11,800 - 2,400) / 11,800 = 79.7%, treating the long tail as uncontracted.

References:

Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, September 1983 issue. https://hbr.org/1983/09/purchasing-must-become-supply-management
Caniëls, M. C. J. and Gelderman, C. J. (2005). Purchasing strategies in the Kraljic matrix: a power and dependence perspective. Journal of Purchasing and Supply Management, 11(2-3), 141-155. https://doi.org/10.1016/j.pursup.2005.10.004

Standard and licence note

Based on established category management practice and the purchasing portfolio model published by Kraljic (1983), described in original words; no publisher text is reproduced. Corvanna Instruments, its suppliers and all figures are fictional. The text is original. Template licence: MIT.

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