The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Category Spend Savings (Hard Savings)
The actual, validated reduction in cost for your managed categories, directly impacting the P&L.
Target · Achieve 8-15% year-on-year savings on managed spend categories. Negotiated a new contract for raw material 'X' saving £150,000 annually, verified by the Finance team and reflected in the budget.
Supplier On-Time, In-Full (OTIF) Performance
Measures the percentage of deliveries from your key suppliers that arrive on time and contain the correct quantity of goods.
Target · Improve average OTIF for strategic suppliers from 92% to 97%. Worked with Supplier A to reduce their late deliveries from 15% to 5% over Q2, directly improving production scheduling.
Spend Under Management
The proportion of total category spend that is actively managed through contracts, sourcing events, or preferred supplier agreements.
Target · Increase spend under management for your categories by 20% year-over-year. Brought an additional £2M of previously unmanaged MRO spend under a new framework agreement, increasing compliance and achieving better pricing.
Cost Avoidance
The prevention of future costs through proactive negotiation or strategic sourcing decisions, even if not an immediate P&L saving.
Target · Identify and validate £500K-£1M in cost avoidance opportunities annually. Successfully negotiated a 12-month price freeze with a critical component supplier, avoiding a projected 7% price increase that would have cost £70,000.
Contract Compliance Rate
The percentage of purchases within your categories that adhere to established contracts and preferred supplier agreements.
Target · Maintain a contract compliance rate of >95% across managed categories. Reduced maverick spend in the facilities management category by 10% through improved contract adherence and stakeholder education.
Stakeholder Satisfaction & Influence
How well you build trust and influence with internal teams, ensuring procurement is seen as a strategic partner, not just a blocker.
- You'll be proactively consulted on new projects and budget planning. Operations leaders will seek your advice on supplier selection and market trends. You'll get positive feedback in 1-on-1s and annual reviews from key internal partners. When there's a problem, they'll come to you first for solutions, not just to complain.
Supplier Relationship Health & Innovation
The quality of your relationships with strategic suppliers, driving mutual value and encouraging innovation.
- Key suppliers will proactively bring us new ideas or cost-saving solutions. You'll have regular, structured business reviews that go beyond just performance, focusing on future collaboration. We'll see evidence of joint problem-solving and shared risk mitigation strategies. They'll see us as a 'customer of choice'.
Supply Chain Risk Mitigation
Your ability to identify, assess, and proactively reduce risks within your managed categories.
- You'll have a clear risk register for your categories, with mitigation plans in place for critical suppliers. We'll see evidence of dual-sourcing or alternative supplier qualification for high-risk components. You'll present scenario plans for potential disruptions to leadership, showing you've thought ahead.
Team Development & Mentorship
How effectively you develop and guide your direct reports, building their capabilities and confidence.
- Your team members will show clear growth in their negotiation skills and category knowledge. They'll be taking on more complex tasks independently. You'll regularly provide constructive feedback and create opportunities for their development. They'll feel supported and challenged, and their engagement scores will reflect that.
