ACHIEVING BUSINESS CHANGE
The commercial benefits of good SRM are clear : more innovation , better speed to market , greater profitability
The starting point for any organisation that wants to secure these
benefits is a well - designed business case ; but that is not , on its own ,
enough . Improving SRM is not about the actions of one person or
department , but about the whole company . More than 90 % of
respondents say that good cultural alignment is important or very
important to successful supplier relationships . This means that
organisations that want to unlock the full value of collaborative ,
innovative and mutually beneficial supplier relationships need to
transform their whole corporate culture rather than simply tinkering
around the edges .
The culture within which SRM can deliver real value is one where all
staff are prepared and willing to collaborate with suppliers . They will
share information openly , work to build trust and search for
opportunities that will add value for both parties . They will hold
suppliers accountable for achieving the appropriate standards but
will not blame them for their own mistakes or behave in a way that
undermines trust . In a very real sense they treat them as an
extension of their own organisation .
Embedding this sort of attitude requires leadership from the very top
and the backing of champions throughout the organisation . It
requires leaders to set the tone by treating suppliers as they would
like to be treated themselves – as professional partners with
expertise and value to offer , not golfing buddies or , worse , cost
centres that are only interesting if there are price concessions to be
won .
Powered by FlippingBook