Summary of Key Statistics
Behaviours as part of treatment strategies
Most Leaders are holding regular scheduled meetings at the operational and strategic level with their critical suppliers. 90% Operational and strategic meetings
Risk assessments
Companies are increasingly defining behaviours that should apply to both parties as an element of their treatment strategies. 51%
Over half of Leaders still rely on an ad-hoc approach to conducting risk assessments during the contract lifecycle. 52%
77% Identifying skills and competencies
19% Skills and competency assessments training. 88% Training
Labour shortages have been highlighted as the most common cause of supply chain disruption in the last 12 months. 70% Supply chain disruption
The visibility necessary to forecast demand and plan has been a major challenge for over half of companies. 55% Forecasting and planning
The most widely reported mitigating action to counter supply chain disruption has been engagement with suppliers and joint planning activities. 60% Mitigating actions
Leaders are providing the most supplier management
Leaders have made significantly more progress in defining the requisite of supplier management skills and competencies and developing a framework.
Where companies are using some form of technology to help with performance management, almost three quarters report positive results. 70% Performance Management Less than 1 in 5 companies conduct specific supplier management skills and competency assessments.
Increasing supply chain resilience 59% Companies are looking to supplier management to build more resilient supply chains. management attribute. 83% Business drivers for supplier management Now regard improved risk management as a key supplier
Leaders have developed their business case for supplier management. 82% The business case for supplier management
Satisfaction with supplier management technology remains very low, with just 1 in 10 companies reporting total satisfaction with current solutions. 10% Satisfaction 30% Joint goals and objectives The number of companies setting joint goals and objectives with their suppliers has reduced compared to 2020/21.
35% Fit for purpose
At the other end of the scale from satisfaction, are over one third of companies who report their current supplier management technology solution is inadequate for their needs.
Leaders and Fast Followers are much more successful at securing the vital engagement and support of their senior managers and executives for supplier management programmes. 88% Senior management and executive support
80% Supplier engagement
Suppliers remain overwhelmingly supportive of supplier management programmes when engaged correctly and treated with respect.
suppliers. 84% Customer of choice
Leaders believe they are achieving customer of choice status with their critical and strategic
Other business priorities are often the main barrier to getting more engagement and support from senior managers and executives. 72% Barriers remain
56% 360-degree relationship health checks
Over half of Leaders have conducted 360 o relationship health checks with more than 50% of their critical and strategic suppliers.
26
27
Powered by FlippingBook