50% of leadersmake the SRM role dedicated 55% of companies rate strategic thinking as a key SRM skill 39% of companiesmake no real investment in SRM training
PEOPLE
SUMMARY
Businesses are taking an inconsistent approach to skills and people development. While there is recognition that SRM is a distinct and valuable role, investment in training is falling and only around half of organisations say they are planning to invest in SRM training in the next year. Our research has found that the biggest gaps between skills requiring improvement and supply of training are in areas such as strategic thinking, building trust, cross-functional working, and communication and influencing. People skills are fundamental to SRM and an area where organisations would be wise to invest.
Excellent plans for SRM are worth nothing if employees don’t possess the necessary skills to put them into practice. Businesses can only benefit from better supplier relationships if they employ people with the appropriate skills or if they develop existing staff. We’ve found more companies are seeing that SRM is distinct from the more traditional procurement and supply chain management roles, with 95% of SRM leaders and 78% of followers saying it is clearly defined and recognised.
SRMrolesare important, but people fromall over theorganisation become involved in managingsuppliersat somepoint.We found 59%of all respondents areoperatingcross- functional SRMteams.
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