Stakeholder Engagement & Support
STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
78
Figure 2.13. The proportion of companies that have gathered feedback from suppliers on how they are perceived as a customer in the last 12 months – all respondents
Figure 2.14. The proportion of companies that have gathered feedback from suppliers on how they are perceived as a customer in the last 12 months – leaders / fast followers / followers
○ YES ○ NO ○ DON’T KNOW
43% YES
0% 10% 20% 30% 40% 50% 60% 70% 80%
8% DON’T KNOW
49% NO
LEADER
FAST FOLLOWER
FOLLOWER
© 2014 State of Flux
© 2014 State of Flux
Figure 2.15. The proportion of companies that have gathered feedback from suppliers on how they are perceived as a customer in the last 12 months – industry sector
0 10% 20% 30% 40% 50% 60% 70% 0.8
○ YES ○ NO ○ DON’T KNOW
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
VOICE OF THE SUPPLIER
about the method. Clearly some approaches will be more effective and glean better quality feedback than others, but gathering feedback in any form is to be encouraged. Overall, we found that 43% of companies had gathered feedback from their suppliers on how they were perceived as a customer in the last 12 months. The feedback from leaders, in contrast shows a much better position, with 68% having gathered feedback in the last 12 months. For fast followers and followers the figure is 55%. The industry sector data reveals that the automotive, food and beverage, IT / high tech and public sectors are the only sectors where more companies are collecting supplier feedback than not. The sectors least likely to be gathering feedback are healthcare, utilities and financial services.
For many, the starting point for SRM is obtaining real insight into how they are perceived as a customer by their key suppliers. This information is also a key input to reassessing and refocusing SRM programmes to ensure they are on the right track. The very act of asking for feedback can be the first step on a path that ultimately leads to more collaborative and mutually beneficial supplier relationships. Earlier in this section, we examined how suppliers are regarded and engaged as stakeholders in the SRM process. Fundamental to good stakeholder management is asking questions and understanding what both parties need. Therefore, gathering information from suppliers is consistent with treating them as stakeholders in the SRM process.
Gathering supplier feedback can take many forms and our survey question was not prescriptive
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