Senior executives who want to change this picture in their own
organisation need to take on two interlinked roles . The first is
around programme support . This means backing
the business plan , creating a culture that supports SRM and
allocating the resources needed to do this .
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Alongside that is the need to offer individual support . Key suppliers
are key stakeholders , and should be managed as such . Very often
this means that the chief executive will play an important role in
building their company ’ s relationship with the supplier by forging
their own relationship with his or her counterpart there . This
demonstrates to others in both organisations that SRM is taken
seriously at the highest levels , which will in turn assist with work on
cultural change .
THE CHANGING ROLE OF THE CPO
As the procurement function continues to mature and embrace the
benefits of SRM , so to should the role of the modern chief
procurement oficer ( CPO ). This is particularly so when we consider
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