Leaders invest in training anddeliver more as a result
Influencing , one of the areas emphasised by P & G , is a skill that 35 %
of respondents feel could be improved . This skill is particularly
important given that significant elements of SRM involve interactions
where individuals do not have oficial hierarchical authority , for
example because they are working with colleagues from different
departments or functions . The chance that people are working in
such a team has increased slightly this year over last , with 61 % of
organisations now relying on a cross - functional team for supplier
management . However , this is still lower than 2013 , when nearly 70 %
did so .
Tailored training
One of the most effective approaches for organisations that want to
improve their SRM skills base is to start by defining the relevant
skills and competencies for each role . Once this is clear , it is
possible to tailor training and development opportunities to meet
the particular needs of the organisation and the individuals within it ,
thus avoiding a ‘ sheep dip ’ approach where everyone gets the same
treatment , whether they need it or not .
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