Supplier Relationship Management

Negotiation Matters: Time Pressure

  Time is one of the four elements that are always present in any negotiation (the others are the relationship, the substance of the negotiation, and the process that may be deployed by either party). And note that each party may have their own approach which may not necessarily be

Transforming Procurement: SEI – What is ‘Best Practice’​?

In the previous two videos in this short series on Supplier-Enabled Innovation (SEI), I placed SEI in the realm of Supplier Relationship Management (SRM), and suggested why innovation capture is an important part of Procurement’s value-improving agenda. I also posed a number of questions practitioners should ask themselves to baseline

Transforming Procurement: Innovation and Procurement

Why do organisations seek to innovate, and in particular, why is the Procurement function so interested in tapping-in to supplier’s innovative capabilities? This is mainly because 70% of a typical company’s Cost of Sales is in products and services sourced from external suppliers and providers. That’s where tomorrow’s innovations are

Transforming Procurement: Supplier-Enabled Innovation and Relationship Management

In this video I discuss Supplier-Enabled Innovation (SEI), and Procurement, and how innovation is an important component of the Supplier Relationship Management (SRM) agenda. We all agree that innovation is a ‘good thing’ and that smart suppliers can supplement the smart people in our organisations in generating new ideas. It’s

Supplier Relationship Management – A Personal Journey

10 Minute Read People occasionally ask me why, when there is generally so much attention given to sourcing and procurement tech, do I persist in focusing on supplier relationship management as a means of securing best value from supply relationships.  There isn’t a single reason, but there are two major

Procurement 2018: Getting off to a great start

You lead a procurement function. You worked your butt off in 2017 to hit your savings target, and improved supplier performance through your SRM efforts. Those SRM efforts stretched to improving your key supplier’s business operations, and you secured the lion’s share of the benefits that accrued from that support.

Successful supplier relationship management needs a ‘sense of purpose’

Getting the fundamentals right is key to SRM success, says supply chain management expert David Atkinson By Tom Holmes, Marine Trader Editor Most change programmes fail because of a lack of senior management buy-in and a haphazard approach. That was the opening message from David Atkinson as he began his talk on

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