73
The second element of the operating model to understand, is how the role was being executed. Is it a full time dedicated role or combined with a wider set of responsibilities? The feedback we received is shown firstly as an overall picture compared to 2012. This year we see a slight shift towards the SRM role being a full time dedicated role, managing a portfolio of suppliers .
Figure 3.7. How the SRM role is organised – 2012 - 2013
45%
41%
■ 2013 ■ 2012
1
26%
20%
20%
17%
14%
11%
4%
2%
PART OF A BROADER OPERATIONS / SERVICE MANAGEMENT ROLE
OTHER
FULL TIME DEDICATED MANAGING ONE SUPPLIER RELATIONSHIP
FULL TIME DEDICATED MANAGING MULTIPLE SUPPLIER RELATIONSHIPS
PART OF A BROADER CATEGORY MANAGEMENT / SOURCING ROLE
The view below again shows the variations by industry sector. Financial services and oil and gas have a tendency towards the SRM role being a full time dedicated role, with 35% of respondents from these sectors . It’s also clear that FMCG, IT / high tech and manu- facturing clearly favour the combined role with category or sourcing responsibilities.
Figure 3.8. How the SRM role is organised – industry sector
■ FINANCIAL SERVICES ■ FMCG / CPG ■ IT / HIGH TECH ■ MANUFACTURING ■ OIL AND GAS ■ UTILITIES
0% 10% 20% 30% 40% 50% 60% 70% 80%
1
OTHER
FULL TIME MANAGING ONE SUPPLIER
FULL TIME MANAGING MULTIPLE SUPPLIERS
PART OF BROADER CM / SOURCING ROLE
PART OF BROADER OPERATIONS / SERVICE MANAGEMENT ROLE
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