STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
six pillars of SRM, benchmarking & maturity model explained 13
ESTABLISHED ö ö Good alignment between SRM value and key business drivers. ö ö Good range of SRM value being captured with both financial and non-financial value being realised. ö ö C-level support established. ö ö Good level of stakeholder engagement and support achieved across impacted business operations. ö ö Suppliers supportive. ö ö Supplier segmentation using a range of criteria and differentiated supplier management strategies implemented. DEVELOPING ö ö SRM value proposition developed but clear links to business drivers not fully defined. ö ö Some SRM value captured. ö ö Stakeholder engagement and support building. ö ö Some suppliers engaged. ö ö Supplier segmentation completed or underway. ö ö Risk, contract and performance management capability being developed. ö ö Some governance structure in place. UNDEVELOPED ö ö No specific SRM value proposition developed. ö ö No clear evidence of SRM value demonstrated. ö ö Stakeholder engagement and support low. ö ö Few, if any suppliers engaged in a constructive dialogue. ö ö Supplier segmentation not complete or very rudimentary. ö ö Risk, contract and performance management capability poor.
ö ö Robust risk, contract and performance management in place. ö ö Effective governance in place with a good level of compliance. ö ö Skilled practitioners in clearly defined roles. ö ö Capability regularly reviewed and leading training solutions in place. ö ö Technology solution in place that enables information management and sharing, and collaboration across key SRM areas. ö ö Good relationships being established with high levels of trust and collaboration. ö ö Relationships assessed using a 360° approach. Relationship development plans in place. ö ö Work underway to define the SRM role. ö ö Some practitioners in place. ö ö Some general training delivered. ö ö Information generally collected from various sources and reports most likely created in Excel. ö ö SRM activities and suppliers are managed on Excel. ö ö Number of supplier relationships being developed that are more collaborative. ö ö Supplier relationships not currently assessed using a 360° approach. ö ö Very little structured governance of supplier management in place. ö ö SRM role not defined. ö ö No recognised SRM practitioners in place. ö ö Very little supplier related information collected or shared. ö ö Supplier relationships not developed. ö ö Supplier relationships not currently assessed using a 360° approach.
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