Supplier Relationship Management [electronic resource] : How to Maximize Vendor Value and Opportunity /
Easton, Stephen.author.
Hales, Michael D.author.
Schuh, Christian.author.
Strohmer, Michael F.author.
Triplat, Alenka.author.
Kearney, AT.author.
There’s a new buzz phrase in the air: Supplier Relationship Management (SRM). Corporate executives know it’s necessary, but there’s only one problem. Nobody yet knows how to do it. Or they think it’s all about bashing your vendors over the head until they reduce the price another 4%. Supplier Relationship Management: How to Maximize Vendor Value and Opportunity changes all that. Containing the best and most innovative advice from the operations and procurement experts at consultant AT Kearney, this book shows that SRM is at root a strategic discussion requiring cross-functional interaction and internal alignment at the highest levels. It requires an honest appraisal of the value that suppliers now bring to your firm, as well as their potential value. It then requires a frank and constructive business-to-business dialogue about how to improve the relationship. When this happens, a company reaps myriad benefits, ranging from new opportunity to added value to competitive advantage—and, quite likely, to overall (and sometimes substantial) cost reductions. This book shows the most concrete methods you can use today to: Identify value-adding opportunities in the supply chain Work closely with suppliers to maximize the benefits Work the "Critical Cluster" of suppliers, where the greatest opportunity for advantage lies Review suppliers to encourage constant gains in quality and cost Turn your SRM strategy into a major competitive advantage Supplier Relationship Management introduces and explains the Supplier Interaction Model, a key tool that will help you get the most from your supplier relationships. It segments the supplier universe into nine categories, from those you want to run away from fast to those so good and so useful to your organization that it can make sense to invest in them directly. Numerous case studies show how to apply the principles to your situation. Supplier Relationship Management burns off the fog that has surrounded the procurement process for far too long. It is the definitive guide for business executives who want to get the maximum benefits from suppliers and gain very real advantages over competitors.
Contents; Chapter 1: Procurement Success vs. SRM Failure; Everything Is Rosy, Then?; Key Account Management vs. SRM; The Prize; This Book Is Not About Procurement (At Least Not Only); Chapter 2: Supplier Relationship Management; But, What Does It Mean?; The Problems; So, What Is TrueSRM Really About?; TrueSRM Does Not Vary by Industry/Business; The Challenge; Chapter 3: To SRM and Beyond!; Trouble Brewing; The First Workshop; The Second Workshop; The Third Workshop; The Fourth Workshop; The Fifth Workshop; Getting to TrueSRM; Key to a Profitable Future
Chapter 4: Introducing Supplier Interaction ModelsPerformance Axis; Strategic Potential Axis; The Framework; The Nine Relationships; Critical Cluster: The Relationships to Nurture; Integrate: Worthy of Commitment; Influence: Joint Development of New Offerings; Invest: Promise of Capability; Ordinaries: The Widget Providers; Harvest: Highly Productive But Still Needs Cultivating; Sustain: Worthy of Continuous Improvement; Improve: Shortcomings Need to Be Addressed; Problematic Suppliers: The Serious Fixes; Mitigate: Need to Be Disengaged on Good Terms; Develop: Candidates for the Ideal Source
Bail Out: Stepping In Is NecessaryHeartland Develops TrueSRM; Categorizing Suppliers; Chapter 5:The "Ordinaries"; Characteristics of Improve Suppliers; What Kind of Behavior to Drive; How to Work with Improve Suppliers; Governance; Case Example; Characteristics of Sustain Suppliers; What Kind of Behavior to Drive; How to Work with Sustain Suppliers; Governance; Case Example; Characteristics of Harvest Suppliers; What Kind of Behavior to Drive; How to Work with Harvest Suppliers; Governance; Case Example; Rethink Relations with Ordinaries; Chapter 6: "Problem Children"
Characteristics of Mitigate SuppliersWhat Kind of Behavior to Drive; How to Work with Mitigate Suppliers; Governance; Case Example; TrueSRM Comes to Marketing; Characteristics of Develop Suppliers; What Kind of Behavior to Drive; How to Work with Develop Suppliers; Governance; Case Example; Implementation Challenges at Heartland; Characteristics of Bail Out Suppliers; What Kind of Behavior to Drive; How to Work with Bail Out Suppliers; Governance; Case Example; Heartland: Calbury Races Ahead; Problematics: Handle with Care; Chapter 7: The "Critical Cluster "
Characteristics of Influence SuppliersWhat Kind of Behavior to Drive; How to Work with Influence Suppliers; Governance; Case Example #1; Case Example #2; Characteristics of Invest Suppliers; What Kind of Behavior to Drive; How to Work with Invest Suppliers; Governance; Case Example #1; Case Example #2; Characteristics of Integrate Suppliers; What Kind of Behavior to Drive; How to Work with Integrate Suppliers; Governance; Case Example #1; Nourishing the Critical Cluster; Chapter 8: Putting Supplier Interaction Models to Work; A Dynamic Framework; Onboarding New Suppliers
Supplier Moves You Are Driving
Includes index.
There’s a new buzz phrase in the air: Supplier Relationship Management (SRM). Corporate executives know it’s necessary, but there’s only one problem. Nobody yet knows how to do it. Or they think it’s all about bashing your vendors over the head until they reduce the price another 4%. Supplier Relationship Management: How to Maximize Vendor Value and Opportunity changes all that. Containing the best and most innovative advice from the operations and procurement experts at consultant AT Kearney, this book shows that SRM is at root a strategic discussion requiring cross-functional interaction and internal alignment at the highest levels. It requires an honest appraisal of the value that suppliers now bring to your firm, as well as their potential value. It then requires a frank and constructive business-to-business dialogue about how to improve the relationship. When this happens, a company reaps myriad benefits, ranging from new opportunity to added value to competitive advantage—and, quite likely, to overall (and sometimes substantial) cost reductions. This book shows the most concrete methods you can use today to: Identify value-adding opportunities in the supply chain Work closely with suppliers to maximize the benefits Work the "Critical Cluster" of suppliers, where the greatest opportunity for advantage lies Review suppliers to encourage constant gains in quality and cost Turn your SRM strategy into a major competitive advantage Supplier Relationship Management introduces and explains the Supplier Interaction Model, a key tool that will help you get the most from your supplier relationships. It segments the supplier universe into nine categories, from those you want to run away from fast to those so good and so useful to your organization that it can make sense to invest in them directly. Numerous case studies show how to apply the principles to your situation. Supplier Relationship Management burns off the fog that has surrounded the procurement process for far too long. It is the definitive guide for business executives who want to get the maximum benefits from suppliers and gain very real advantages over competitors.
Business.
Management science.
Business and Management, general.