STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
ARTicle 163
We have also undertaken a process of educating the supplier managers within the business on the simple, free and easy access tools available to monitor intelligence on suppliers and sectors, e.g. Google Alerts. We use a dedicated tool for financial stability monitoring and are currently reviewing the continuing suitability of this in light of a desire to increase the monitoring frequency and the metrics assessed. We have had a group-wide roll-out of improved audio and WebEx facilities that now allow us to host meetings for large groups without having to rely on room availability. This reduces travel, both for colleagues in other offices and our suppliers. Q: What key actions or initiatives do you have planned over the next 12-18 months within SRM information and technology? G&G: We are currently reviewing the requirements for a dedicated supplier management workflow and reporting tool. This is at the early requirements gathering stage, however it has been recognised that for the department to develop its function and provide a ‘centre of excellence’ service across the Bank, we should move towards a more dedicated and specialist tool rather than continue the heavy reliance on spreadsheets – regardless of how detailed they are. However, this has to be balanced against the cost and length of the
learning curve to minimise operational impact and to maximise benefit.
We will continue to review the requirement of the business and good practice in terms of SRM, and while there is a business-wide roll-out of technology platform upgrades, these will be assessed for the benefits they can bring to the SRM functions, e.g. wider use of personal video conferencing and WebEx sessions.
Q: What do you consider are the main benefits of strong SRM information and technology?
G&G: There are a number of benefits of SRM technology – in our view these are: 1. Centralised data. 2. Efficiency of data capture and reporting, including the ability to generate ‘on demand’ reports. 3. Provides a drive towards common tools allowing us to focus on the SRM activities to build and strengthen relationships – not just report on them. 4. Better utilisation of external information sources by being able to filter the right information at the right time. 5. More efficient risk management by being able to identify trends quicker and any adverse news / incidents can be reacted to immediately.
SUPPLIER INTELLIGENCE AND SOCIAL COLLABORATION
The creation of a ‘one-stop SRM shop’ which is the go-to place for everyone in the company including the CEO and supplier is a clear imperative. Scott Paull, Group Vice President, Global Supply Chain & Corporate Operations at KLA-Tencor is managing all key data this way and layering in social media to increase the dynamic nature of information, both in terms of maintenance and action generated from data insights. Q: What are the key actions or initiatives you have taken to improve your SRM information and technology? SP: We put all data into a single database. We centralised report generation, with input from all areas, with highlights, lowlights and actions developed. We incorporated it into our management system and thus it is used for management reviews, presentations, and communication, all the way up to the CEO.
Q: What key actions or initiatives do you have planned over the next 12-18 months within SRM information and technology? SP: While we continue to enhance our current methods, we are adding the use of social media to enable better collaboration and awareness.
Q: What do you see as being the main benefits of strong SRM information and technology?
SP: SRMitself is a critical function. Having the right technology to support the essential business processes and business requirements enables efficient and effective strategic planning and execution.
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