138
The type of collaboration taking place is revealed by the responses to the following ques- tion. So too is an apparent disconnect over what might actually be regarded as collaboration. The most frequent form of collaboration reported by both sides is joint planning. Although here and elsewhere we see a significant difference in the level of collaboration taking place. This would appear to be a direct contradiction on the frequency of collaboration where both parties broadly agreed.
Figure 6.15. What form does collaboration take – buy side / sell side
■ BUY SIDE ■ SELL SIDE
12%
CODEVELOPMENT OF PRODUCTS AND SERVICES
29%
0%
JOINT RESEARCH
8%
35
1%
JOINT VENTURES
8%
2%
JOINT MARKETING CAMPAIGNS
13%
8%
JOINT PLANNING
54%
4%
JOINT BIDS / PROPOSALS TO CUSTOMERS
25%
18%
JOINT IMPROVEMENT PROJECTS
52%
32%
JOINT PROBLEM SOLVING
63%
9%
JOINT RISK MANAGEMENT
43%
5%
IMPROVING SUSTAINABILITY
37%
5% 5% 5%
NO COLLABORATION TAKES PLACE
OTHER
2%
Effective collaboration is vital to the success of SRM and the delivery of real business value. Without collaboration, SRM is little more than governance. The evidence here suggests there is much more scope for effective collaboration in areas such as joint planning, joint problem solving and joint risk management as these type of activities are not constrained by the nature of the products or services being supplied.
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