97
■ VERY IMPORTANT ■ IMPORTANT ■ USEFUL ■ NOT IMPORTANT
Figure 4.6. Knowledge and skills priorities for SRM
Skills for the job
1
TRUST BUILDING COMMUNICATION
2
3
STRATEGIC THINKING INFLUENCING SKILLS
Our research indicates that as SRM is becoming better defined and organisations are establishing their preferred operating model, an increased understanding of the skills and competencies required to deliver SRM value is emerging. We asked what skills and compe- tencies were considered most important for SRM practitioners to have. The most important was considered to be good communi- cation skills , followed by the ability to build trust , influence effectively , think and act strate- gically , and to be able to work in cross functional teams .
4
5
NEGOTIATION SKILLS FACILITATION SKILLS LEADERSHIP CROSSFUNCTIONAL WORKING
ANALYTICAL SKILLS CREATIVE MINDSET COMMERCIAL AND CONTRACTUAL EXPERTISE CHANGE MANAGEMENT MARKET AND CATEGORY KNOWLEDGE
ACCOUNT PLANNING BUSINESS COACHING UNDERSTANDING THE SALES AND KEY ACCOUNT MANAGEMENT PROCESS PROJECT MANAGEMENT
0% 20% 40% 60% 80% 100%
Supply and demand
Figure 4.7. Training demand and supply – buy side
■ DEMAND ■ SUPPLY
Having established the skills and competencies organisations believe are most important to SRM, two additional questions were asked to understand which of these skills were in need of improvement, and what training has taken place in the last 12 months. This chart combines the answers to provide an indicative supply and demand picture. What is clearly shown is that demand for training in the skills and competencies required to deliver SRM value, significantly outstrips supply in nearly every area. Some of the biggest gaps are in the areas iden- tified as the most important in the previous analysis ( above). Adequate training only appears to be provided in the areas of negotia- tion , and commercial and contractual expertise . This is easily explained by the fact that these are core procurement skills and that almost 70% of SRM is currently delivered from the procurement function.
4
STRATEGIC THINKING
5
CROSS FUNCTIONAL WORKING
COMMERCIAL AND CONTRACTUAL EXPERTISE CHANGE MANAGEMENT
7
1 2
COMMUNICATION
TRUST BUILDING
3
INFLUENCING SKILLS
LEADERSHIP
6
NEGOTIATION SKILLS
ACCOUNT PLANNING
UNDERSTANDING THE SALES AND KEY ACCOUNT MANAGEMENT PROCESS FACILITATION SKILLS
PROJECT MANAGEMENT
CREATIVE MINDSET
ANALYTICAL SKILLS
BUSINESS COACHING
OTHER
0% 10% 20% 30% 40% 50%
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