Organizations that lead to procurement ability have a Category Management procedure that has, in fact, three critical parts. These are the category planning - the annual strategy of both sourcing and distributor management actions, Strategic Sourcing - the formation and execution of category plans and Supplier Management which is the administration of provider performance and value amelioration.
One thing that is correct about Category Management is that true Category Management is a great complex procedure to implement robustly and needs an expert skill set both in the rigid skills of procurement but also a great EQ around behavioral skills. Category Management is an accurate cross functional way where team doing job along the business stakeholders is needed to perceive what it is you're striving to get and explore the several data sets, cost drivers, chances together to make a strategy that is really representative and suitable to the business context. Perceive how to work along the folks to influence& facilitate the procedure towards a general aim is no mean feat.
The softer skills needed to implement elevated Category Management - which is in effect a project based activity - are much more arduous to codify although there are several nice tools and maps that support stakeholder influencing & engagement and the formation of communication strategy.

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