55% of leaders report strong and active support fromsenior management 77% of suppliers support SRM 50% of businesses have a specific stakeholder management plan for SRM
ENGAGEMENT
SUMMARY
Leaders in SRM aremore likely to receive strong and active engagement from stakeholders than any other group. Looking across the whole field, however, it’s clear that businesses could domuchmore to foster engagement and support in SRM. Most businesses do not have a specific stakeholder management plan for SRM. Meanwhile, organisations collecting feedback from suppliers remain in theminority. Three-quarters of leaders have gone through this process and there is a strong link between understanding internal stakeholders and suppliers and SRM performance.
No amount of policy diktats or central mandates will make SRM happen unless the people who work with suppliers on a day-to-day basis are on-board. They are the engineering project managers, the marketing directors and the chief information officers, to name but a few. They have known suppliers for years and, in many cases, they make vital decisions, influence other business leaders and control budgets. Why should they allow outsiders to influence how they manage their relationships with suppliers? To succeed, a business-wide SRM programme must convince a broad base of stakeholders that it can help them achieve their objectives. In this respect, it is encouraging that 77% of respondents see stakeholders as supportive and 20% say support is strong and active (Fig 11) . But it remains a matter of concern that one in five see support as neutral, at best.
Tosucceed, abusiness- wideSRMprogramme must convinceabroad segment of stakeholders that it canhelp them achieve theirobjectives.
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