ENGAGEMENT
SRM LEADERS ARE MORE LIKELY TO GATHER SUPPLIER FEEDBACK
THE HIGH TECH INDUSTRY ENJOYS THE HIGHEST LEVEL OF STRONG SUPPORT
LEADERS SECURE MORE SUPPORT FROMBUSINESS COLLEAGUES THAN OTHER GROUPS
STRONG SUPPLIER SUPPORT IS IMPORTANT TO SRM SUCCESS
% of respondents
Fig 14. Howwould you assess the level of engagement and support from your key suppliers?
Fig 13. How engaged and supportive of SRMare your business and operational colleagues?
Oil & gas
IT / high tech Financial services
Fig 15. Have you gathered structured feedback from suppliers on how they perceive youas a customer in the past 12months?
Fig 12. How engaged and 3supportive of SRMare your senior management and executives?*
Don’t know No Yes
Public sector Transportation
%
Leader
Follower
Other
%
0
10
20
30
40
50
60
Leader
Follower
Other
%
Leader
Follower
Other
Strong and active engagement and support
Strong and active engagement and support
Strong and active engagement and support
37
37%
45%
21
11
Supportive
59%
5
6
3
Supportive
Supportive
60
Neutral
71
55%
64
48%
51
51
36%
36
Neutral
Some opposition
3
Neutral
8%
7%
5%
13
Strongly opposed / resisting
0
35
28
Some opposition
38
*This analysis is for all respondents.
0
Some opposition
4
8
14
17
41% of leaders say other business priorities are the biggest barrier to C-level support and engagement in SRM
Strongly opposed / resisting
SNAPSHOT ANALYSIS Getting feedback fromsuppliers is not just about what they say. The very fact a client is prepared to ask them, and listen to the response, demonstrates a willingness for joint working which may pay dividends in the future. That said, the content of the feedback offers buyers knowledge of behaviours in their organisation whichmay unwittingly add to a supplier’s costs, making them reluctant to collaborate.
21
0 0
Strongly opposed / resisting
1
0 0
2
34
35
ENGAGEMENT STATEOFFLUX 2017GLOBAL SRMRESEARCHREPORT
ENGAGEMENT STATEOFFLUX 2017GLOBAL SRMRESEARCHREPORT
Powered by FlippingBook