160
Figure 4.5. Deployment of cross functional team – 2011 / 2012 / 2013
96
Figure 4.6. Knowledge and skills priorities for SRM
97
Figure 4.7. Training demand and supply – buy side
97
Figure 4.8. Level of investment in training – 2011 / 2012 / 2013
98
Figure 4.9. Level of investment in training – leaders and followers
98
Figure 4.10. Level of investment in training – industry sectors
99
Figure 4.11. Level of investment in training – buy side / sell side
99
INFORMATION & TECHNOLOGY Figure 5.0. Degree to which IT systems are being used to support SRM activities – buy side 2011 / 2012 / 2013
112
Figure 5.1. How well current IT systems are supporting SRM – buy side
113
Figure 5.2. Typical problems encountered using IT systems – buy side
113
Figure 5.3. Degree to which IT systems are being used to support SRM activities – leaders and followers
114
Figure 5.4. How well current IT systems are supporting SRM – leaders and followers
114
Figure 5.5. Degree to which IT systems are being used to support SRM activities – industry sector
114
Figure 5.6. How well current IT systems are supporting SRM – industry sector
115
Figure 5.7. Effective customer SRM IT systems – sell side
115
Figure 5.8. Managing and sharing information relating to key supplier relationships – buy side
116
Figure 5.9. Creating SRM related reports – buy side
116
Figure 5.10. Visibility and oversight of SRM activity – buy side
116
Figure 5.11. Metrics employed to measure SRM success
118
RELATIONSHIP DEVELOPMENT & CULTURE Figure 6.0. Types of information shared with key suppliers – buy side
130
Figure 6.1. Ability to attract, evaluate and implement supplier innovation – buy side / sell side
131
Figure 6.2. Barriers to supplier innovation – buy side / sell side
131
Figure 6.3. SRM helped innovation? – sell side
132
Figure 6.4. Degree to which guided innovation is used – buy side / sell side
132
Figure 6.5. Ability to attract, evaluate and implement supplier innovation – industry sector
133
Figure 6.6. The most important factors in the success of an SRM approach, top five aligned – buy side / sell side
134
Figure 6.7. The most important factors in the success of an SRM approach, five least aligned – buy side / sell side
134
Figure 6.8. What suppliers value from relationships – buy side / sell side
134
Figure 6.9. Use of 360 relationship assessment tool – buy side / sell side
135
Figure 6.10. Use of 360 relationship assessment tool – leaders and followers
135
Figure 6.11. Importance of trust to the success of SRM – buy side
136
Figure 6.12. Importance of trust to the success of SRM – sell side
136
Figure 6.13. How frequently collaboration takes place – buy side / sell side
137
Figure 6.14. How frequently collaboration takes place – industry sector
137
Figure 6.15. What form does collaboration take – buy side / sell side
138
Figure 6.16. Impact of SRM on negotiations
139
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