95
Figure 4.2. Is SRM defined and recognised as a specific role and discipline within your organisation? – industry sector
An industry sector perspective
■ FINANCIAL SERVICES ■ FMCG / CPG ■ IT / HIGH TECH ■ MANUFACTURING ■ OIL AND GAS ■ UTILITIES
0% 10% 20% 30% 40% 50% 60% 70% 80%
Looking at the industry sector view reveals that SRM is more recognised in the financial services sector, with over 70% of respondents answering posi- tively. This is followed by FMCG and manufacturing. The role is least recog- nised in IT / high tech companies.
YES
NO
DON'T KNOW
A sell side perspective
Figure 4.3. Job profile and description changes resulting from SRM – sell side
DON’T KNOW 12%
While the SRM role is increasingly being recognised in buy side organi- sations, SRM is clearly having an impact with the sell side. This anal- ysis is the proportion of sell side respondents that reported their customers’ SRM programmes have led to changes in job profiles within their own organisation. Teamwork While many organisations have made the supplier relationship manager the focal point of the supplier rela- tionship, the majority also realise that effective SRM is also about teamwork. We asked to what extent organisa- tions are using cross functional teams as part of their operating and governance model. The question was specifically about formerly consti- tuted teams of named individuals with defined roles and responsibili- ties, as opposed to informal ad hoc arrangements. Our research revealed that 68% of all respondents were making use of cross functional teams, with this chart indicating it is a standard feature of SRM for over 30% of leaders .
YES 40%
NO 48%
Figure 4.4. Cross functional supplier management teams consisting of named individuals with defined roles and responsibilities for key supplier relationships – leaders and followers
■ LEADER ■ FOLLOWER
56%
52%
1
33%
26%
16%
12%
2% 1%
YES FOR ALL
YES FOR SOME
NO
DON'T KNOW
Powered by FlippingBook