Skip Ribbon Commands
Skip to main content

Category Management Community Homepage

Welcome to the Category Management Community of Practice!

The Category Management Community of Practice serves as the DoD's central hub for enterprise-wide Category Management support, resources, training, collaboration, and development. 

Policy and GuidancePolicy and Guidance
Category Management Policy & Guidance materials.
Policy and GuidanceIn page navigation
Industry ReportsIndustry Reports
Repository of Industry-specific reports & information
Industry ReportsIn page navigation
Training ResourcesTraining Resources
Training materials & links
Training ResourcesIn page navigation
Strategic Comms & Success StoriesStrategic Comms & Success Stories
News from the CM front
Strategic Comms & Success StoriesIn page navigation
Market IntelligenceMarket Intelligence
Repository of market-specific intelligence
Market IntelligenceIn page navigation
BIRs/CIRs In page navigation
Organizational NewslettersOrganizational Newsletters
Newsletters from the DoD CM Workforce
Organizational NewslettersIn page navigation
2/13/2023 12:34 PM
12/6/2022 11:38 AM
11/29/2022 9:16 AM
11/3/2022 4:00 PM
11/2/2022 7:48 AM
9/15/2022 10:23 AM
9/15/2022 8:18 AM
5/25/2022 7:54 AM
2/17/2022 7:44 AM
2/7/2022 8:27 AM
1/18/2022 5:44 PM
9/7/2021 6:53 AM
1/14/2021 12:41 PM
12/20/2020 6:02 AM
12/2/2020 7:35 AM
10/23/2020 9:51 AM
9/10/2020 11:43 AM
6/23/2020 8:01 AM
4/27/2020 8:12 AM
05/2/2022 9:09 AM

​NAVSUP 2022 Commander's Guidance.  Naval Supply Systems Command (NAVSUP) governs, coordinates, and synchronizes strategic supply chain decisions across Navy.  The 2022 Commander's Guidance to drive higher performance uses the following Pillars:

  • Demand Management,  looking to reduce demand and increase predictability through design, engineering, maintenance, etc.
  • Optimize Working capital fund portfolio, takeing a portfolio approach to manage cash allocation to maximize readiness.
  • Shape the industrial base.  Expand competition with suppliers and deepen parnership with strategic suppliers
  • Encrease E2E Velocity--shorten End-to-End (E2E) repair Turn-around-Times in line with commercial benchmarks and to move parts in the supply system faster.
  • Integrate existing supply chain resources to achieve E2E integration.

5/2/2022 9:09 AMNo
04/21/2021 9:06 AM

​OMB M19-13, Category Management: Making Smarter Use of Common Contract Solutions and Practices, rescinded the Sept. 29, 2011 OFPP Memo entitled Development, Review, and Approval of Business Cases for Certain Interagency and Agency Specific Acquisitions.  The paragraph below introduces the Analysis of Alternatives to make the business case for creating agency contracts, considering category management.  NOTE: This is NOT about AoAs for supporting Materiel Solutions Analysis which may be found in the JCIDS Manual.

[OMB M19-13, para. c] Analyze alternatives to support investment decisions. Effective immediately, to support the successful achievement of Spend Under Management (SUM), Best in Class (BIC), and small business contracting goals, agencies shall develop analyses of alternatives (AoAs) for certain planned acquisitions of common goods and services. AoAs are critical to ensuring that agencies give serious consideration to BIC and Government-wide solutions. AoAs may also help category managers and service providers of these solutions to determine where to strengthen future iterations of vehicles to meet agency needs. Accordingly, agencies shall develop AoAs for acquisitions of common goods and services planned for award that are:
o over $50 million and will be considered “Tier 0” spending; and
o over $100 million and will be considered “Tier 1” spending. 

If you have an example that I can share here on the Category Management Community, please send it to your DAU editor, Adam Stroup at [email protected]  

4/21/2021 9:06 AMNo
19/18/2020 10:35 AM

​New at CM or an old hand, can you answer this question??  

ADAM STROUP9/18/2020 10:36 AMNo
27/22/2020 7:26 AM

​GSA's Cross-Agency Priority (CAP) Goal includes design and deliver expanded shared services within GSA and across the Federal Government to improve performance and save taxpayer money.  This Bloomberg Government analysis [requires a subscription] looks at the market using keywords based on GSA’s definition of shared services and finds within the DoD IT programs that have a shared services component.  It's a big market for contractors as we have known by following the spend.

OMB M-19-16, Centralized Mission Support Capabilities for the Federal Government, provides a new approach to shared services and a strategy based on industry experiences, and lessons learned from other central governments that will reduce duplication, improve accountability, and improve Federal shared services.

Below you'll find the section describing the QSMO that I find relevant to our CM Community.  Quality Service Management Offices (QSMO)
Agency QSMOs offer solutions that, over time, will standardize processes, reduce the technology footprint, and reduce Government-wide operating costs. Once an opportunity for centralization or sharing is identified, OMB will designate a lead agency as the QSMO to take responsibility for establishing and/or managing such capabilities. A QSMO must be responsive to the customer agencies that will be using the service and must offer premiere capabilities, employing best practices from both the public and private sectors to offer competitive solutions that drive standardization and provide high quality service offerings that are responsive and adaptable to agency business needs. Specifically, QSMOs will have the following responsibilities:
● Offer and manage a marketplace of solutions for common technology, services, or fully managed services to respond to agency needs;
● Guide and govern the long-term sustainability of the services and solutions;
● Work with agencies on alternative strategies to help them build a business case if a marketplace for a particular solution is not yet available;
● Institute a customer engagement and feedback model that allows for continuous improvement and performance management of solutions; and
● Drive the implementation of standards that produce efficiencies in process and scale and that are established through the collaborative governance process.

So, when will we communicate the DoD governance structure?  Where will we place the "QMSO" (i.e. category management support office) within DoD?  The question is a bit premature as we work to decide on the future of the Office of the Chief Management Officer (OCMO), but that function will remain.  Any policy wonks here?  What's going on in the MILDEPs and Fourth Estate agencies?  Have you captured the 'goodness' of the QMSO responsibilities, perhaps in a charter or other documents?  Let's share; let's discuss! 

ADAM STROUP8/17/2020 6:22 AMNo
312/10/2019 12:41 PM

​In FY 19, the Office of the Chief Management Officer, contracted services reform group, contracted for Contract Efficiency Assessments (CEAs).  DoD agencies and the Military Departments nominated acquisitions to undergo an assessment.  Initial efforts were undertaken to develop this capability in house.  Then category management took off as the success of the Air Force's Category Managment efforts become widely known and their immersion training became popular throughout the department.  While category management begins with a category of spend, a CEA focuses on a given acquisition.  So are the two terms still relevant today?

ADAM STROUP7/22/2020 7:48 AMNo

 Category Management Videos

 Category Management Blog

Category Management Blog

What's happening
ADAM STROUPModerator/Editor
Chat with DAU Assistant
Bot Image