Based on our experience of working with major blue-chip clients and through conducting global research into the state of supplier relationship management (SRM), we have developed a contemporary insight into how best practice is evolving in the ‘new frontier’ of procurement and supply chain. 

 

While the concept of customer of choice benefits and value creation focus of SRM is becoming more widely acknowledged and understood, we see that the people and skills aspect of SRM is an area where the least progress is being made.

 

When the subject of people and skills comes up, the conversation usually focuses on training options for supplier relationship managers. While this is important, we like to broaden the discussion to cover the wider aspect of talent development, i.e. job roles, definitions and performance support, as well as the underlying skills and competencies that make managing strategic supplier relationships such a demanding (and hopefully rewarding) career. To this end we also make a deliberate effort to include both the art and science of supplier management, to recognise the technical skills and soft skills needed.

 

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