In our first article, titled Strategic vision – enhance procurement’s impact, we outlined how strong category strategies help procurement shift from reactive execution to proactive leadership. But a strategy, no matter how well crafted, only creates value if it is executed in a structured, timely, and coordinated way.
That’s where planning comes in.
Planning is more than setting dates on a calendar. It is a strategic discipline that connects what procurement wants to achieve with how and when it gets done. When planning is executed well, it builds credibility, creates alignment, and accelerates impact.
Why planning often gets overlooked
In many organizations, planning is an afterthought. Sourcing timelines are developed reactively. Budget cycles and business initiatives move forward without procurement alignment. This leads to less than optimal outcomes:
- Events are rushed and/or poorly sequenced
- Stakeholders are unsure of next steps and/or procurement’s role
- Suppliers are engaged too late to shape value
These issues are less likely due to poor execution. Rather, they stem from a lack of structured, forward-looking planning.
Three planning practices that improve performance
High-performing procurement teams treat planning as a strategic discipline—not a scheduling exercise. The goal is to stay ahead of demand, not just respond to it.
1. Build a forward-looking sourcing roadmap
Go beyond static calendars. Use a rolling roadmap to sequence sourcing initiatives over time, aligned to category strategy and business priorities:
- Stage major sourcing events, supplier transitions, and renewals
- Prioritize based on complexity, value, and resource availability
- Refresh quarterly to reflect changing needs or market shifts
2. Integrate with business planning cycles
Procurement should align its planning with how the business sets goals, funds initiatives, and executes projects:
- Align sourcing with budget approvals, operational milestones, and growth plans
- Partner with Finance, Operations, and other functional leads early in the cycle
- Shape the sourcing agenda based on enterprise priorities—not just individual project intake
3. Govern planning like a core business process
A plan only works when it is consistently maintained. Build a governance cadence that keeps sourcing plans visible, actionable, and responsive:
- Conduct monthly or quarterly planning reviews with stakeholders
- Monitor sourcing readiness and adjust proactively
- Keep leadership informed on key milestones and risks
What effective planning enables
With structured planning, procurement becomes more responsive, more aligned, and more strategic. Teams move with intention. Stakeholders know what to expect. Suppliers are brought in at the right time to compete and deliver.
Planning transforms procurement from a service provider orientation into a value-added business partner that enables execution.
How we help
We help clients build procurement planning capabilities that are structured, forward-looking, and integrated with the business and its operations. This includes developing multi-year sourcing roadmaps, integrating procurement timelines with enterprise planning cycles, and establishing the governance structure required to stay ahead of change.
Our focus is on enabling smarter execution, better alignment, and sustained impacts.
When planning is intentional, procurement becomes a driver of business performance—not just a passive participant.
Reach out here if we can help you become a catalyst for positive change in your organization.
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