PEOPLE & SKILLS
STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
124
Figure 4.0. SRMrecognised and defined as a specific role – all respondents
Figure 4.1. SRM recognised and defined as a specific role – leaders / fast followers / followers
3% DON’T KNOW
0% 20% 40% 60% 80% 100%
○ YES ○ NO ○ DON’T KNOW
DON'T KNOW NO YES
48% NO
52% YES
LEADER
FAST FOLLOWER
FOLLOWER
© 2014 State of Flux
Figure 4.2. SRM recognised and defined as a specific role – industry sectors
○ YES ○ NO ○ DON’T KNOW
0% 10% 20% 30% 40% 50% 60% 70% 80%
FINANCIAL SERVICES
MANUFACT URING
OIL AND GAS
FOOD AND BEVERAGES
IT / HIGH TECH
UTILITIES
PUBLIC SECTOR
HEALTH CARE
PROFESSIONAL SERVICES
AUTO MOTIVE
© 2014 State of Flux
SRM AS A ROLE
From an industry perspective, you are far more likely to come across a clearly defined SRM role in the financial services, oil and gas, healthcare or automotive sectors than in the manufacturing, utilities or public sector.
Over the six years since we started our SRM research, we have been watching the development of the SRM role in organisations ( figure 4.0 ). We have seen a steady, if not spectacular, increase in the number of companies taking at least the first step in recognising the SRM role as one that is distinct and different from the more traditional procurement and supply chain management roles. This year we see that progress maintained with, for the first time, more than half the respondents reporting that the role is defined in their organisation. What is evident is that the SRM leaders are far more advanced in this area, with more than eight in ten reporting that the role is clearly defined and recognised ( figure 4.1 ). The fast followers are also approaching this level, with followers at six in ten.
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