STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
RELATIONSHIP DEVELOPMENT & CULTURE 181
Figure 6.10. Frequency of collaboration with key suppliers – all respondents
50%
40%
30%
20%
10%
0%
ALWAYS ('BUSINESS AS USUAL')
RARELY OCCASIONALLY OFTEN
DON'T KNOW NEVER
© 2014 State of Flux
Figure 6.11. Is guidance or direction given to suppliers on areas to focus innovation effort? – Industry sectors
60%
○ ALWAYS
('BUSINESS AS USUAL')
50%
○ OFTEN ○ OCCASIONALLY ○ RARELY ○ NEVER ○ DON’T KNOW
40%
30%
20%
10%
0%
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
COLLABORATION
teams as an important attribute for SRM practitioners yet only 20% are investing in training to help. Indications are that most companies at least collaborate with their key suppliers occasionally and with six in ten reporting that it takes place often or is regular practice. This is another example of an activity considered important and with the potential to add value that is not being effectively put into practice. From an industry sector perspective automotive, manufacturing and IT / high tech are advocates of guided innovation ( figure 6.11 ).
With the propensity for SRM and SPM to be confused it is often the word collaboration that comes to the rescue. Although best practice SPM should include collaboration this will mostly be focused on problem solving with an element of continuous improvement. For SRM collaboration will extend across the whole relationship from developing joint strategies to innovation and relationship planning. Almost nine in ten respondents rate collaboration as an important or very important aspect of SRM ( figure 6.10 ). Collaboration is not reserved for suppliers. The ability to collaborate cross-functionally within an organisation is also important. Almost 70% of respondents identified the ability to work effectively in cross-functional
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