ENGAGEMENT
Growing support for SRM has levelled off in the last three years Business and operational team support for SRM 2010 to 2019
Opposed
Neutral
Supportive
80%
60%
40%
20%
0%
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
supportive and see SRM as a real opportunity to engage more pro-actively with customers. Supplier support for all programmes is healthy (at 72%) but shouldn’t be taken for granted. The picture over time shows supplier support peaking around 2014, but since then, the research shows a declining trend. This could indicate a growing level of supplier frustration with SRM projects which organisations have launched but failed to sustain in the longer term. supplier engagement and support are IT and telecoms and manufacturing and automotive. There is a an opportunity to better engage stakeholders in the value SRM brings. To gain the greatest benefits, organisations should invest more time and effort in identifying, understanding and communicating with stakeholders. They also need something to tell them: that’s why a compelling value proposition is the cornerstone of engagement. The industry sectors that are maintaining the highest level of
programmes being in early development or, in some cases, failing to engage with the business. Over the last 10 years, the research has shown some increase in operational support for SRM. However, the general level of support remains too low, and growth in support has levelled off in the last three years. Given the important role that business and operational teams play in delivering SRM and business benefits, the level of engagement and support must be stepped up. The industry sectors that have the strongest support from their business and operational teams are IT and telecoms and financial services. Supplier support While they are a vital ingredient in successful SRM and the delivery of value, suppliers are not always regarded as genuine stakeholders in the approach that organisations adopt. There can be a tendency to assume that suppliers will simply comply with the SRM strategy; that it is something done to them, rather than with them. Suppliers are generally
While procurement cannot force stakeholders to understand the importance of SRM, they can set the stage for them to learn. That’s what engagement is about.
2019 GLOBAL SRM RESEARCH REPORT
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