ENGAGEMENT
ENGAGEMENT
State of Flux opinion
High-tech firms enjoy themost strong and active supplier support for SRM. Fig. 11. How would you assess the level of engagement and support for SRM from your key suppliers?
Financial service
FMCG / CPG
IT / high tech
Oil & gas
Public sector
Engagement and value are inextricably linked. You can’t achieve one without the other. It’s no accident that these pillars sit together at the start of the SRM journey. However, as vital as good stakeholder engagement is at the start of a programme it needs to be maintained. SRM is not a quick fix and programme leaders need to engage stakeholders as the business moves through different phases of SRM where priorities and focus might change. For example, if an organisation finds itself in more challenging market conditions, the value proposition needs to be ‘tweaked’ to reflect this and stakeholders re-engaged to position SRM as part of the solution and not something that should be put on hold. In another example, an organisation becoming more aware of its sustainability obligations, and how important they are to their customers, may consider SRM in that context.
Telecommunications
Utilities
0% 20% 40% 60% 80%
Strong and active engagement and support*
Supportive
Neutral
Some opposition Strongly opposed / resisting
SRM followers struggle tomake a compelling business case to C-level management Fig. 12. What are the biggest barriers to more C-level support and engagement in SRMwithin your organisation?
Leader
Fast follower
Follower
Disagree with the concept
No barriers - our C-level is fully committed
45%
5%
21%
2%
10%
4%
Difficult to make a compelling business case
Insufficient awareness of the value proposition
36%
0%
33%
15%
58%
22%
Other barriers (please specify)
Other business priorities
36%
0%
64%
2%
67%
3%
Procurement and supply chain is not high enough on the corporate agenda
9%
26%
35%
38
STATE OF FLUX
2018 GLOBAL SRM RESEARCH REPORT
39
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