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While not all stakeholders will necessarily take an active role in SRM, an indicator of genuine buy-in will be when senior managers and executives agree to take on the role of accountable executive for key relationships. This chart shows the proportion of respond- ents with accountable executives in place for their key supplier relationships. It’s clear to see that a much higher proportion of leaders have accountable executives in place. However, this still reveals a significant number of key supplier relationships for which no accountable executive is in place.
Figure 2.8. Proportion of key suppliers that have an accountable executive appointed – leaders and followers
■ LEADER ■ FOLLOWER
76100%
5175%
% OF KEY SUPPLIERS WITH ACCOUNTABLE EXECUTIVE IN PLACE
2650%
025%
DON'T KNOW
0% 10% 20% 30% 40% 50% 60%
% OF RESPONDENTS
We would maintain that SRM only takes place with the permission of stakeholders. That’s why we believe that stakeholder engagement and support must be secured from the three groups mentioned previously as a fundamental step to achieving a successful SRM programme. The big difference between the level of senior management and executive stakeholder support achieved by leaders and followers, is linked to the devel- opment of the SRM value proposition. Of the 43% of respondents who have written an SRM value proposition, 72% are leaders and 34% are followers. The SRM value propo- sition is one of the key vehicles to help gain senior management and executive support. The low level of engagement with the business suggests that respondents view their support as not important. On the contrary, business and operational colleagues are likely to be affected the most by changing roles and responsibilities, and they are in a position to either make or break an SRM programme. A similar case can be made for suppliers. Engaged suppliers will be one of the most visible and influential aspects of the programme. This commitment will be observable by all that come into contact with them and is one of the best possible adverts for SRM. “The continuous marketing of SRM is a challenge. However this is helped on supplier days when the suppliers are in front of your exec- utives and are promoting the benefits of the approach themselves.” – CATHY KUTCH, DIRECTOR SUPPLIER RELATIONS AND DIVERSITY, KELLOGG’S
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