We saved 15% on rates. Our costs still went up. Here’s why most procurement teams get category management wrong.
Category management isn’t about managing suppliers — it’s about managing business outcomes. But most organizations treat it like a sourcing calendar: run tenders, negotiate prices, report savings. Rinse and repeat.
In this video, I break down a real example of how one organization transformed their IT consulting spend — not by negotiating harder, but by thinking differently.
The shift? Moving from “How do we get lower rates?” to “How do we reduce total cost and increase delivery value?”
**What you’ll learn:**
✅ Why focusing only on rates leads to higher total costs
✅ The difference between tactical sourcing and strategic category management
✅ How to map demand and align stakeholders for real results
✅ The tiered supplier model that reduced costs AND improved delivery
✅ How procurement moves from gatekeeper to strategic advisor
Great category managers think in ecosystems, not vendors. They shape demand, understand markets and risks, and know where partnerships create competitive advantage.
If you’re in procurement, supply chain, or category management — this is for you.
**Category management isn’t about buying better. It’s about enabling the business to perform better.**
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