159
Figure 2.5. Supplier engagement and support – industry sector
53
Figure 2.6. Specific SRM value proposition developed – leaders and followers
54
Figure 2.7. Proportion of impacted internal stakeholders informed of the SRM value proposition – buy side
54
Figure 2.8. Proportion of key suppliers that have an accountable executive appointed – leaders and followers
55
Figure 2.9. Proportion of key suppliers regarding your company as a strategic customer – buy side
56
Figure 2.10. Proportion of SRM programme with strategic customers – sell side
56
Figure 2.11. What proportion of your key suppliers currently regard you as a customer of choice?
65
Figure 2.12. Typical voice of the supplier summary output
65
GOVERNANCE & PROCESS Figure 3.0. Organisations that have a single SRM process owner – buy side
68
Figure 3.1. Process owner responsibilities – buy side
68
Figure 3.2. Budget responsibility for SRM
68
Figure 3.3. Most commonly used segmentation criteria – buy side
69
Figure 3.4. Number of suppliers classified as strategic – buy side
70
Figure 3.5. Proportion of spend with segmented strategic suppliers – buy side
70
Figure 3.6. Where SRM practitioners are located organisationally – industry sector
72
Figure 3.7. How the SRM role is organised – 2012 - 2013
73
Figure 3.8. How the SRM role is organised – industry sector
73
Figure 3.9. Contract management in place for key suppliers – buy side
75
Figure 3.10. Performance management in place for key suppliers – buy side
75
Figure 3.11. Contract management in place for key suppliers – industry sector
76
Figure 3.12. Performance management in place for key suppliers – industry sector
76
Figure 3.13. Customer contract management in place – sell side
77
Figure 3.14. Customer performance management in place – sell side
77
Figure 3.15. Importance of SRM in the next 12 months – rest of world (ROW) and Australasia
87
Figure 3.16. Primary focus of SRM programmes – ROW and Australasia
87
Figure 3.17. Performance and contract management – ROW and Australasia
88
Figure 3.18. SRM value proposition – ROW and Australasia
89
Figure 3.19. Financial benefit – ROW and Australasia
89
Figure 3.20. Customer of choice benefits – Australasia
89
Figure 3.21. Supplier engagement – ROW and Australasia
90
Figure 3.22. Skills needing improvement / training delivered – Australasia
90
PEOPLE & SKILLS Figure 4.0. Is SRM defined and recognised as a specific role and discipline within your organisation? – buy side
94
Figure 4.1. What elements of the usual infrastructure to support a properly defined role are in place? 94 Figure 4.2. Is SRM defined and recognised as a specific role and discipline within your organisation? – industry sector 95 Figure 4.3. Job profile and description changes resulting from SRM – sell side 95 Figure 4.4. Cross functional supplier management teams consisting of named individuals with defined roles and responsibilities for key supplier relationships – leaders and followers 95
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