Kraljicportefölje

The Kraljic portfolio, often referred to as the Kraljic matrix or purchasing portfolio, is a strategic tool used in procurement and supply chain management to categorize purchased items or suppliers based on their strategic importance and supply market risk. Developed by Peter Kraljic in 1983, this matrix helps organizations optimize their purchasing strategies and manage supplier relationships more effectively.

The matrix consists of two dimensions. The first is "Profit Impact," which measures the item's or supplier's importance in terms of cost, revenue, or overall impact on the company's profitability. This can be assessed by factors such as purchase volume, percentage of total costs, or impact on product quality. The second dimension is "Supply Risk," which assesses the complexity and risk associated with the supply market. Factors contributing to supply risk include the number of suppliers, the availability of substitutes, logistical complexity, and potential for disruption.

These two dimensions create a 2x2 matrix with four distinct quadrants. Items or suppliers in the "Leverage Items" quadrant have high profit impact but low supply risk. These are typically purchased in large volumes from numerous suppliers, allowing the buyer to negotiate favorable terms. "Strategic Items" are in the high profit impact, high supply risk quadrant. These require close collaboration with suppliers and long-term partnerships to ensure continuity and innovation. "Non-Leveraged Items" fall into the low profit impact, low supply risk category. These are often standardized and can be purchased efficiently with minimal management effort. Finally, "Bottleneck Items" are characterized by low profit impact but high supply risk. While not a major cost driver, their absence can disrupt operations, necessitating careful management and security of supply. By analyzing its purchasing portfolio using the Kraljic matrix, a company can tailor its procurement strategies, allocate resources appropriately, and build resilient supply chains.