In May, Sabrina Hueren, Senior Manager and Strategy Consultant at Sourcing Champions, joined forces with Christian Herdelt, VP Customer Success at akirolabs, to host a webinar titled “Outsmarting Uncertainty: How Leading Teams Navigate Category Complexity and Risk.”

With more than 20 years of combined experience in procurement, Sabrina and Christian tackled a challenge that keeps many procurement leaders awake at night: how to stay ahead in a world where a new disruption can emerge at any moment.

The Environment Category Managers are Operating in

“Disruptions are no longer coming from one direction” Sabrina captured with one strong statement.

Geopolitical tensions, extreme climate events, and ongoing price volatility shape the new reality of procurement. Christian expands on this challenge by introducing the concept of the VUCA world: Volatility, Uncertainty, Complexity, and Ambiguity. This framework perfectly captures the environment in which procurement professionals operate today, where rapid change, interconnected risks, and limited predictability have become the norm.

In 2026 alone, organizations have had to contend with escalating tensions in the Strait of Hormuz and the resulting energy market volatility, unprecedented weather anomalies across Europe, the United States, and India, as well as a rapidly evolving regulatory landscape.

However, Sabrina argues that these events are not unique to 2026.

“They are parts of a much larger pattern,” she explained. “Disruption is no longer the exception, it has become part of the environment in which we operate.”

According to Sabrina, many organizations developed category strategies for a more stable and predictable world. In that environment, disruptions occurred occasionally, organizations responded, and operations eventually returned to business as usual.

Today, that assumption no longer holds true.

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The Shift from Zombie Category Strategy

Traditionally, teams documented category strategies in papers, slide decks, and roadmaps, reviewed them once a year, and then shelved them until the next cycle. Sabrina and Christian refer to this approach as the “Zombie Category Strategy.”

Like a zombie, the strategy appears to exist, but it is not truly alive. It has supplier strategies and initiatives but it is mainly focused on cost reduction, using historical spend data. The strategy remains static, disconnected from day-to-day market realities, and unable to respond to emerging risks, disruptions, or opportunities.

“It neither senses changes in the world nor adapts quickly. When disruptions happens it does not help the team to make better decisions.” said Sabrina, “Honestly, I think many organizations are still operating this way.”

Moreover, the planning process can take months, involving multiple rounds of analysis, stakeholder alignment, and approvals across procurement, finance, and business functions.

By the time the strategy is approved by the CPO and key stakeholders, market conditions may have already changed, and previously identified opportunities may no longer be relevant.

Values beyond cost

“People often ask whether cost is still a key objective,” Sabrina explained. “My answer is absolutely yes.”

However, she emphasizes that the conversation has evolved. “The issue is not that cost has become irrelevant. The issue is that cost alone is no longer a sufficient definition of value.”

While cost optimization remains an important responsibility for procurement, leading organizations are increasingly evaluating value contribution targets through a broader lens to give saving goals a context. In an environment defined by uncertainty, the lowest-cost option might, in fact, becomes a costly one. The most effective category strategies balance cost considerations with long-term business objectives and values.

“The question now is that, are we just optimizing cost or are we protecting the values of the company?” asked Sabrina. 

“Value can mean much more than just cost savings,” added Christian. “For example, do we have a resilient supply base? How quickly can we respond when something goes wrong? It’s not only about achieving better prices through RFPs. It’s also about understanding where we are exposed in the market and what the potential impact would be if those risks materialize.”

Analyze, Strategize, and Realize Differently

akirolabs operates category strategy based on the “Analyze, Strategize, Realize” framework, guiding users through comprehensive phases of category management, reimagined in the new approach to be more dynamic, forward-looking, and scenario-driven.