When it comes to oversight of SRM governance , process
compliance and general activities for key suppliers , only 10 % of
respondents think what they do is very good , with 28 % reporting
good , 34 % adequate and – worryingly – 21 % poor or very poor . The
only good news here is that the results are all slight improvements
on last year .
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There are , however , still some significant gaps in many companies ’
governance models when it comes to their key supplier
relationships . For a start , only 16 % say that they have a model that is
both fully documented and implemented , while 38 % describe theirs
as a work in progress and 32 % say their model has been
documented but only partially implemented .
Typically , these models incorporate : regular performance review
meetings ( 78 %); periodic strategic relationship review meetings
( 71 %); a performance scorecard or dashboard ( 64 %); and a
designated accountable executive . It is rarer to find a relationship
scorecard or dashboard ( 27 %) or a documented responsibility
assignment matrix for each key relationship ( 25 %) – despite the fact
that this is basic good practice , as well as a regulatory requirement
in some industry sectors .
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