90
There is recognition that positioning businesses correctly with their suppliers reaps rewards. This will surely lead to those who improve capability generating the quickest and largest benefits.
Figure 3.21. Supplier engagement – ROW and Australasia
■ KEY SUPPLIERS FULLY ENGAGED ■ KEY SUPPLIERS MODERATELY ENGAGED ■ KEY SUPPLIER ENGAGEMENT IS MINIMAL ■ KEY SUPPLIER ENGAGEMENT IS NON EXISTENT
GLOBAL EXCL. AUSTRALASIA
AUSTRALASIA ONLY
0% 20% 40% 60% 80% 100%
One of Australia’s leading banks has recognised this and considers innovation to be a source of supplier value: “We are using SRM as an ideal platform for us to engage with the business on the innovation agenda. Our first step has been to organise innovation break- fast sessions with our suppliers to help tap into their wealth of knowledge”. TRAINING – THE CONSISTENT FACTOR While in other areas there appears to be some disconnect, there is one area that remains consistent in its requirements – training. The key skills, i.e. cross functional working, influ- encing and communication, that enable successful SRM, are the ones that receive the least training. In addition, the perception that resource is less mature in Australasia, is supported by the fact there is a higher perceived need for upskilling people in Australasia.
Figure 3.22. Skills needing improvement / training delivered – Australasia
NEEDS IMPROVEMENT ■ GLOBAL EXCL. AUSTRALASIA ■ AUSTRALASIA ONLY
TRAINING DELIVERED ● GLOBAL EXCL. AUSTRALASIA ● AUSTRALASIA ONLY
0% 10% 20% 30% 40% 50%
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