The evidence also suggests that suppliers that are engaged through
SRM programmes are more willing to put in effort and resources
above and beyond what is contracted . More than half of
respondents say that their key suppliers ’ senior management team
is more committed to their partnership as a result of their SRM
activities , while the same proportion see improved account
management as a result . Other examples of additional commitment
from suppliers include : proactive ideas for continuous improvement
( 46 %); collaborative problem - solving ( 45 %); and priority access to the
best people and resources ( 21 %). All of these can help a business
get a jump on its competitors , particularly in the case of the last two
elements . But the flip side is that they also indicate areas of potential
commercial risk : few chief executives would be happy telling their
boards that they were struggling to get a product to market because
their main competitor had done a better job of securing their supply
chain .
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