{"id":41239,"date":"2023-01-17T00:00:00","date_gmt":"2023-01-17T00:00:00","guid":{"rendered":"https:\/\/app-mbe-blog-prd.azurewebsites.net\/?p=41239"},"modified":"2026-01-29T10:57:09","modified_gmt":"2026-01-29T10:57:09","slug":"matrice-de-kraljic","status":"publish","type":"post","link":"https:\/\/www.manutan.be\/blog\/fr-be\/matrice-de-kraljic\/","title":{"rendered":"Qu\u2019est-ce que la matrice de Kraljic ?"},"content":{"rendered":"<div class=\"post-introduction\">\n<p>La matrice de Kraljic est une m\u00e9thode de classification et d\u2019analyse du portefeuille achats qui vise \u00e0 orienter la strat\u00e9gie achats des entreprises. C\u2019est un outil de gestion des familles d\u2019achats pour une entreprise au regard du march\u00e9. Mais quel est l\u2019objectif de la matrice de Kraljic\u2009? Cet article vous pr\u00e9sente le point de d\u00e9part de cet outil et vous donne des pistes pour pousser plus loin cette m\u00e9thodologie. <\/p>\n<\/div>\n<figure class=\"post-hero\">\n        <img decoding=\"async\" src=\"\/wp-content\/uploads\/2023\/01\/DMK2111007PIC2.jpeg\" alt=\"\" \/><br \/>\n      <\/figure>\n<div class=\"post-content\">\n<h2>L\u2019objectif de la matrice de Kraljic : m\u00e9thode de classification <\/h2>\n<p>Initialement th\u00e9oris\u00e9e par Peter Kraljic, dans un <a href=\"https:\/\/hbr.org\/1983\/09\/purchasing-must-become-supply-management\">article<\/a> de la <i>Harvard Business Review<\/i> en 1983, la matrice de segmentation des achats de Kraljic vise \u00e0 accompagner les acheteurs dans un contexte de changements \u00e9conomiques, environnementaux et technologiques. <\/p>\n<p>La matrice de Kraljic est une <b>m\u00e9thode de classification du portefeuille achats<\/b> dont l\u2019objectif principal est d\u2019identifier le poids strat\u00e9gique des diff\u00e9rentes familles d\u2019achats, \u00e0 la fois sur le plan interne et externe, pour adapter ses strat\u00e9gies achats. <\/p>\n<\/p>\n<h2>Le point de d\u00e9part de la matrice de Kraljic : cat\u00e9gories d\u2019achats <\/h2>\n<p>Pour Peter Kraljic, la strat\u00e9gie achats d\u00e9pend de deux facteurs principaux : <\/p>\n<ul>\n<li>\n<p>L\u2019importance strat\u00e9gique des achats\u2009;<\/p>\n<\/li>\n<li>\n<p>La complexit\u00e9 du march\u00e9 fournisseurs.<\/p>\n<\/li>\n<\/ul>\n<p>Le premier \u00e9l\u00e9ment porte sur le volume de d\u00e9penses, les co\u00fbts totaux d\u2019acquisition (TCO), la profitabilit\u00e9, la diff\u00e9renciation, la valeur ajout\u00e9e dans l\u2019entreprise ou encore le processus de vente. <\/p>\n<p>Le deuxi\u00e8me facteur s\u2019int\u00e9resse au monopole ou oligopole, aux obstacles \u00e0 l\u2019entr\u00e9e, \u00e0 l\u2019\u00e9volution technologique ainsi qu\u2019aux co\u00fbts et complexit\u00e9 de la logistique. <\/p>\n<p>Ce principe donne naissance \u00e0 une premi\u00e8re cartographie qui permet de hi\u00e9rarchiser et de classer les achats en quatre grandes cat\u00e9gories : <\/p>\n<ul>\n<li>\n<p>Les achats simples\u2009;<\/p>\n<\/li>\n<li>\n<p>Les achats leviers\u2009;<\/p>\n<\/li>\n<li>\n<p>Les achats critiques\u2009; <\/p>\n<\/li>\n<li>\n<p>Les achats strat\u00e9giques.<\/p>\n<\/li>\n<\/ul>\n<p>Chacune de ces cat\u00e9gories d\u2019achats est pourvue de caract\u00e9ristiques et de strat\u00e9gies qui lui sont propres. <\/p>\n<\/p>\n<h3>Les achats simples <\/h3>\n<p>Ces achats ont peu d\u2019impact sur l\u2019activit\u00e9 de l\u2019entreprise et leur approvisionnement reste simple. Il s\u2019agit, par exemple, <a href=\"https:\/\/www.manutan.be\/fr\/mab\/bureau\">de fournitures de bureau<\/a>. <\/p>\n<p>Les strat\u00e9gies ad\u00e9quates propos\u00e9es sont la rationalisation des produits, l\u2019automatisation des processus et le contr\u00f4le des volumes. <\/p>\n<\/p>\n<h3>Les achats leviers <\/h3>\n<p>Ces achats ont un impact d\u00e9cisif sur le business de l\u2019entreprise, mais leur approvisionnement reste \u00e9galement simple. Avec les achats leviers, l\u2019entreprise dispose d\u2019une marge de man\u0153uvre confortable et d\u2019opportunit\u00e9s de gain int\u00e9ressantes. <\/p>\n<p>Les strat\u00e9gies appropri\u00e9es sont ici l\u2019exploitation de la pleine puissance achat avec la mise en concurrence des fournisseurs, la n\u00e9gociation ou la recherche de produits de substitution. <\/p>\n<\/p>\n<h3>Les achats critiques <\/h3>\n<p>Ces achats affichent un risque business faible, mais souffrent d\u2019un march\u00e9 limit\u00e9 (faible nombre d\u2019acteurs). <\/p>\n<p>Les strat\u00e9gies souvent conseill\u00e9es sont la garantie des volumes, le pilotage de la relation avec les fournisseurs, la s\u00e9curisation des stocks et des approvisionnements ou encore la mise en place de backups. <\/p>\n<\/p>\n<h3>Les achats strat\u00e9giques <\/h3>\n<p>De ces achats d\u00e9pend l\u2019activit\u00e9 m\u00eame de l\u2019entreprise. Il s\u2019agit souvent de <b>ressources rares ou uniques<\/b>, en d\u2019autres termes, des achats \u00e0 fort enjeu pour l\u2019entreprise. <\/p>\n<p>Ici, par exemple, il devient incontournable de d\u00e9velopper les partenariats fournisseurs (notamment via l\u2019adoption d\u2019un logiciel SRM[1], d\u2019analyser le march\u00e9 et d\u2019envisager l\u2019int\u00e9gration verticale. <\/p>\n<\/p>\n<h2>Aller plus loin avec cette m\u00e9thode d\u2019analyse et de classification du portefeuille achats <\/h2>\n<p>Tr\u00e8s souvent, l\u2019approche de Peter Kraljic est r\u00e9sum\u00e9e \u00e0 cette premi\u00e8re cartographie. Pourtant, en revenant sur le texte originel, ce n\u2019est qu\u2019un point de d\u00e9part qui donne suite \u00e0 une <b>d\u00e9marche analytique plus complexe<\/b>, scind\u00e9e en quatre \u00e9tapes : <\/p>\n<ul>\n<li>\n<p>La classification du portefeuille achats\u2009;<\/p>\n<\/li>\n<li>\n<p>L\u2019analyse du march\u00e9\u2009;<\/p>\n<\/li>\n<li>\n<p>Le positionnement des produits strat\u00e9giques\u2009; <\/p>\n<\/li>\n<li>\n<p>Le plan d\u2019action.<\/p>\n<\/p>\n<\/li>\n<\/ul>\n<h3>1. La classification du portefeuille achats <\/h3>\n<p>Ici, l\u2019auteur sugg\u00e8re de r\u00e9aliser une matrice selon deux nouveaux crit\u00e8res sensiblement similaires aux pr\u00e9c\u00e9dents : <\/p>\n<ul>\n<li>\n<p>Le <b>\u00ab\u2009profit impact\u2009\u00bb<\/b>, qui correspond au volume d\u2019achat, au pourcentage du co\u00fbt total d\u2019achat, \u00e0 l\u2019impact sur la qualit\u00e9 du produit ou \u00e0 la croissance de l\u2019entreprise.<\/p>\n<\/li>\n<li>\n<p>Le <b>\u00ab\u2009supply risk\u2009\u00bb<\/b>, qui concerne la disponibilit\u00e9 des produits, le nombre de fournisseurs ou la comp\u00e9titivit\u00e9 de la demande.<\/p>\n<\/li>\n<\/ul>\n<p>\u00c0 partir de cette analyse, il convient de classer ces achats dans l\u2019une des quatre grandes cat\u00e9gories achats \u00e9voqu\u00e9es pr\u00e9c\u00e9demment : les achats simples, critiques, leviers ou encore strat\u00e9giques. <\/p>\n<\/p>\n<h3>2. L\u2019analyse du march\u00e9 <\/h3>\n<p>\u00c0 la suite de cette classification, l\u2019entreprise, et plus particuli\u00e8rement le service achat, doit mettre ces \u00e9l\u00e9ments en perspective avec la situation actuelle du march\u00e9. Pour cela, il lui faut \u00e9valuer sa puissance d\u2019achats, en d\u2019autres termes, le rapport de force qui existe entre elle et le march\u00e9 fournisseurs sur une vingtaine de crit\u00e8res. Ces crit\u00e8res sont, par exemple, la taille du march\u00e9 par rapport \u00e0 la capacit\u00e9 du fournisseur, les parts de march\u00e9 d\u00e9tenues par l\u2019entreprise compar\u00e9 \u00e0 ses concurrents\u2026 <\/p>\n<\/p>\n<h3>3. Le positionnement des produits strat\u00e9giques <\/h3>\n<p>Il est alors temps de positionner les achats strat\u00e9giques (tels qu\u2019identifi\u00e9s dans la premi\u00e8re \u00e9tape) au sein de la matrice finale, selon l\u2019analyse du march\u00e9 r\u00e9alis\u00e9e au pr\u00e9alable. <\/p>\n<\/p>\n<h3>4. Le plan d\u2019action <\/h3>\n<p>De cette matrice finale de Kraljic d\u00e9coulent trois grands axes strat\u00e9giques : <\/p>\n<ul>\n<li>\n<p>Exploiter\u2009;<\/p>\n<\/li>\n<li>\n<p>\u00c9quilibrer\u2009;<\/p>\n<\/li>\n<li>\n<p>Diversifier.<\/p>\n<\/li>\n<\/ul>\n<p>Ces piliers serviront \u00e0 s\u00e9curiser les achats sur le long terme tout en profitant des opportunit\u00e9s sur le court terme. <\/p>\n<p>En conclusion, la matrice de Kraljic est un <b>outil analytique efficace<\/b>, qui permet d\u2019identifier les axes d\u2019am\u00e9lioration de sa strat\u00e9gie achats, mais aussi, et surtout, de mieux g\u00e9rer ses ressources selon les priorit\u00e9s. <\/p>\n<p>Aussi, bien que l\u2019auteur prenne le parti de limiter son analyse aux achats strat\u00e9giques, il peut \u00eatre pertinent de <b>r\u00e9aliser cet exercice sur l\u2019ensemble des achats<\/b> (leviers, critiques et simples compris). La m\u00e9thode de classification et d\u2019analyse de Kraljic permet d\u2019am\u00e9liorer la gestion des ressources en optimisant celle de l\u2019ensemble du portefeuille.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>La matrice de Kraljic est une m\u00e9thode de classification et d\u2019analyse du portefeuille achats qui vise \u00e0 orienter la strat\u00e9gie achats des entreprises. C\u2019est un outil de gestion des familles d\u2019achats pour une entreprise au regard du march\u00e9. Mais quel est l\u2019objectif de la matrice de Kraljic\u2009? Cet article vous pr\u00e9sente le point de d\u00e9part de cet outil et vous&#46;&#46;&#46;<\/p>\n","protected":false},"author":2,"featured_media":26233,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[110],"tags":[],"class_list":["post-41239","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-travailler-malin-et-efficacement"],"aioseo_notices":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Qu\u2019est-ce que la matrice de Kraljic ? - Manutan NV<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.manutan.be\/blog\/fr-be\/matrice-de-kraljic\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Qu\u2019est-ce que la matrice de Kraljic ? - Manutan NV\" \/>\n<meta property=\"og:description\" content=\"La matrice de Kraljic est une m\u00e9thode de classification et d\u2019analyse du portefeuille achats qui vise \u00e0 orienter la strat\u00e9gie achats des entreprises. C\u2019est un outil de gestion des familles d\u2019achats pour une entreprise au regard du march\u00e9. Mais quel est l\u2019objectif de la matrice de Kraljic\u2009? 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