It can also help to be able to demonstrate quick wins so that the
organisation as a whole can see the results of the changes they are
making , as this will encourage people to get behind SRM . As Mark
Hopkinson , head of SRM at United Utilities , explains : “ It was very
mixed when we started , but as the benefits have started to come ,
there is much more engagement .” He advises organisations that are
just starting out on SRM to “ focus on a case study to deliver SRM
value that has the highest likelihood of success , not necessarily the
one with the greatest benefit , which may be very dificult to deliver .”
This is also why the value proposition really needs to resonate with
the business and represent its broader interests . For a company like
TSB Bank , for example , this means aligning SRM with its core aim of
providing great customer service . “ As a bank we are really focused
on our customers . We believe they want us to do the basic things
brilliantly ,” says Kate McKnight , supplier management oversight , and
Laura Ryan , supplier relationship manager , procurement and
property . “ So from a supplier management perspective we need to
optimise the supply of goods and services , in particular those that
have a direct impact on our customers .”
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