TECHNOLOGY
IFGIVENTHEOPPORTUNITY MOST COMPANIESWOULD IMPLEMENT TECHNOLOGY INPARALLELWITH THEDEVELOPMENTOFTHEIR SRMPROCESS
INTHENEXT SECTION... Developing strong capability across the previous five pillars of SRM progressively contributes to and culminates inmore collaborative and productive relationships for both parties. In the next section we explore the key components of collaborative relationships.
STATEOF FLUXOPINION: The roll out of new business applications tends to follow an established route: secure the commitment from leadership; build new processes; identify skills required; train people; and, lastly, go live with the technology. But businesses no longer have to adhere so strictly to this path. Consumer-facing social media, e-commerce, smartphone apps and web-based services mean people are increasingly adept at solving their own problems with the right technology tools. SRM applications built in this vein can become a catalyst for the behavioural and cultural
Fig 29. Relative to your SRM capability development when do you plan to implement a technology solution?
68 %
In parallel with the development of SRM processes
26 %
When your SRM process has been developed
6 %
Before the process to use it as a change agent
changes necessary to see strategic benefits result from better management of supplier relationships.
There is a clear opportunity for businesses to use technology to inspire a change in the way they manage supplier relationships. Some companies are already taking advantage of cloud-based applications designed specifically for this purpose, available at little upfront cost and easily expanded according to demand (see Ladbrokes case study). Businesses failing to exploit the opportunity these technologies offer will not see the greater supplier innovation, reduced supply chain risk or operational efficiencies that enterprise-wide SRMmakes possible.
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