I see procurement capacity planning as one component of a wider Procurement Control Tower. It connects incoming tasks and existing commitments with the resources needed to deliver them. We can start developing that component even before reliable operational data is available.

Including TCE analysis at the sourcing readiness stage matters because specifications and sourcing scenarios follow from the key category management decision - Make vs Buy.

The Kraljic Matrix was never intended to become a yearly PowerPoint ritual. It was supposed to support procurement decision-making. The more repeatable, transparent, and automated the process becomes, the more useful the model actually appears.

Transforming procurement isn’t a walk in the park. It takes planning, patience, and a bit of grit.

Most supplier surveys don’t fail because of bad questions. They fail because of how they are performed.

Payment terms are only an “asset” if it produces financial benefits or savings.