ARTicle
STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
140
GOALS
CONTRA-INDICATIONS
PROOF POINT
12 ––– STRATEGIC THINKING
ö ö Strategic information exchange. ö ö Account plan has strategy focus.
Focus is on operational and / or performance-centric matters. More comfortable talking about metrics and results rather than the future and possibilities. Innovation is required from the supplier but no structured management, follow up and results are delivered. Supplier fatigue occurs.
Considers the futureneeds of the business andhowsupplier contributes to strategy. Fosters two-way dialogue on strategic matters to facilitate alignment and strategy convergence. Written, oral and presentation skills are used effectively to secure commitment and gain support. Initiates productive dialogue, provides feedback, and demonstrates empathy and good listening skills.
13 –––
ö ö Stakeholder feedback.
COMMUNICA- TION SKILLS
LEADING AND MANAGING TO MOTIVATE
It’s important to enquire about the quality and focus of the supplier manager’s line manager – how well are they supporting the supplier manager and are they effective at performance management in the context of the job (and the role they are supposed to be performance managing)?
GOALS
CONTRA-INDICATIONS
PROOF POINT
14 ––– LINE
ö ö Employee engagement measures.
Line managers do not fully understand the role, ‘act’ interested in the right things or offer support.
Line managers are fully effective in supporting supplier relationship managers through individualised on-the-job coaching and active support. Line managers use a competency model as baseline for performance
MANAGER SUPPORT
15 –––
ö ö Employee performance reviews. ö ö Personal development plans.
Performance management not anchored to job description or competency framework.
PERFORMANCE MANAGEMENT
reviews and to drive ‘high performer’ behaviours.
REWARDING RESULTS
The supplier relationship manager should be a critical role, especially when high contract value supplier relationships are being managed. As such the compensation plan and the aspect of retaining talent is paramount.
GOALS
CONTRA-INDICATIONS
PROOF POINT
16 ––– RETAIN AND REWARD
ö ö Compensation plan competitive. ö ö Compensation plan rewards collaboration and results.
Salary, working conditions, etc. are driving a ‘look for something better’ behaviour. Issue of fair salary not addressed. Work / life balance challenges.
Supplier relationship manager compensation plan is competitive. Element of individual and team (including supplier) performance incorporated into reward plan.
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