96
The scale and complexity of most strategic supplier relationships make the use of a cross functional team, consisting of the necessary skills and specialist knowledge, an essential element of SRM. We maintain that while these teams are not full time or dedi- cated to a single relationship, they should be set up in a more structured way, rather than coming together in an ad hoc fashion when an issue or incident needs to be addressed. They should form part of the governance model, and individuals from both parties should be identified and given the necessary roles, responsibilities and training.
Typical supplier engagement model
Buy side
Sell side
STRATEGIC
Accountable Executive
Accountable Executive
RELATIONSHIP
HR, Legal, Finance etc.
HR, Legal, Finance etc.
OPERATIONAL
SERVICE MANAGEMENT
SERVICE DELIVERY
R&D
R&D
The survey shows there has been a 23% increase in the number of organisations reporting the deployment of cross functional teams as part of their SRM approach.
Figure 4.5. Deployment of cross functional team – 2011 / 2012 / 2013
68%
■ 2013 ■ 2012 ■ 2011
54%
48%
45%
40%
31%
7%
6%
1%
YES FOR ALL
NO
DON'T KNOW
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