STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
ARTicle 137
VALUE
_1_ BUSINESS DRIVERS & VALUE
_2_ STAKEHOLDER ENGAGEMENT & SUPPORT
_3_ GOVERNANCE & PROCESS
_4_ PEOPLE & SKILLS
_5_ INFORMATION & TECHNOLOGY
_6_ RELATIONSHIP DEVELOPMENT & CULTURE
DEFINE THE ROLE
ATTRACT TALENT
DEVELOP TECHNICAL SKILLS
DEVELOP BEHAVIOURAL (SOFT) SKILLS
LEAD AND MANAGE TO MOTIVATE
REWARD RESULTS
1 JOB DESIGN
3 ROLE ‘BRANDING’ 4 HIRING STRATEGY 5 ON BOARDING
6 GOVERNANCE
10
14 LINE MANAGER SUPPORT
16 RETAIN AND REWARD
STAKEHOLDER MANAGEMENT
2 COMPETENCIES
7 JOINT ACCOUNT
11 XFUNCTIONAL
15
PERFORMANCE MANAGEMENT
8 VALUE RELEASE PLAN
12 STRATEGIC THINKING
9 NEW VALUE CREATION
13 COMMUNICATION SKILLS
DEFINING THE PEOPLE AND SKILLS AGENDA
At State of Flux we consider SRM in terms of six enabling ‘pillars’. People and skills is one of these six fundamental components of value creating SRM. We see it as fundamental because SRM happens where people deal with people across multiple levels of the buy-sell relationship, between a wide range of players. And it further strengthens the importance of addressing the gap areas our research revealed: Strategic thinking –Directly links to the need to elevate SRMbeyond the operational and performance centric aspect of traditional vendormanagement. Cross-functional working – Collaboration and effective cross-functional and cross-business working is needed to deliver results. A supplier relationshipmanager is, in effect, the leader of a cross-functional (and cross-business) team. As such, many (if not all) of the members on that teamwill not be direct reports – so using influence without authority is a real element of the job. Communication – This is a key skill for capturing mind share, engaging and building the commitment needed in themulti-stakeholder
cross-functional, cross-business environment. Communication skills should include written, team, individual and high stakes messaging scenarios. Trust building and influence – Our view on these topics is based on seeing the supplier manager as someone who ultimately ‘faces off’ to a strategic account manager and has to create alignment across multiple stakeholders. As such, by adopting the mindset of being a business-to- business coach, trust building and influence fall into place by a) ensuring the best outcome for both parties and b) taking a facilitative approach to driving the relationship. So, the people and skills agenda (figure 2) is comprised of six underlying areas: defining the role; attracting the right talent; developing technical skills; developing the soft (behavioural) skills in context; leading and managing supplier relationship managers in a way that drives motivation; and rewarding the right results (in order to retain talent).
Let’s take a look at each of these underlying areas and the proof points we would expect to see.
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