Sometimes this is because soft benefits are hard to measure – less
than 8 % of respondents could quantify benefits such as
competitiveness , supply continuity and improved customer
experience in financial terms – which may explain why 42 % of
respondents do not know what post - contract benefit SRM activity
brings them .
One company that has seen a raft of tangible benefits since
implementing SRM is United Utilities . Its approach starts with how
contracts are agreed , says Mark Hopkinson , the water company ’ s
head of SRM . “ The benefits we have seen are significant ,” he says .
“ We can report improved service , reduced cost and improved
sustainability performance . We know it ’ s dificult to measure SRM
benefit on its own as it is intertwined with overall business and
supply - chain strategies but we haven ’ t let this stand in our way .
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“ We believe it ’ s more important to get on with the job than to haggle
over where savings are attributed . However , where we have made
specific interventions , we have achieved post - contract savings in the
region of £ 30 million , and contributed to much more .”
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