Hi Safak,

to me the correct criteria are the criteria that are relevant in a certain situation :).

What Kraljic does is a power-based matrix to contrast risk and benefits. See also work by Andrew Cox. However, a relation typology based on Vested (Vitasek) may be more relevant in modern procurement. Have you stumbled across the PhD By Kees Gelderman on Kraljics. He also published in the topic with his supervisor Arjan Van Weele.

Interesting topic! Good luck.

Hi Anne,

Thank you very much for your comment and advice. I am also aware of the critics made against Kraljic Portfolio Matrix (KPM) and I fully agree that it further requires supplier analysis considering buyer-supplier power, dependency, capabilities, and willingness etc. based on each category in order to develop complete and sound purchasing strategies. However, as a first phase, I think KPM is still powerful tool for “purchasing category segmentation”. Therefore what I am trying to do actually is to develop, a contemporary “pool” of criteria of KPM from which relevant ones can later be taken according to the situation related with the industry and company to be investigated.

Thank you again for your contribution and best regards.

Good morning Safak,

Thanks. Good use of the KPM indeeed depends on the context as the contingency theory teaches us. That is a wide and open field. For example if the company pursues a customer strategy based on product leadership versus operational excellence, a given set of suppliers will be positioned differently in the KPM. (Dr Kirstin Scholten). If the procurement officer is experienced in negotiations versus a rookie, positioning may be done differently. If the you can combine purchasing power with another organisation, it will make a difference. So perhaps the contignency lens may help you. (See my PhD thesis). Enjoy weekend,

Anne Staal

Thank you Anne for your remark, it gives me another perspective.

Alexandru Szel

Hi Alexandru. I think you wanted to add a file ( exemple.docx ) but I can not to open it. Thank you.