Procurement Success vs. SRM Failure
Supplier Relationship Management
To SRM and Beyond!
Introducing Supplier Interaction Models
The "Critical Cluster"
Putting Supplier Interaction Models to Work
The Role of IT in TrueSRM
The "Difference" You Get from TrueSRM
Über den Autor
Stephen Easton leads the A.T. Kearney procurement team in the UK, and he is based in London. He joined A.T Kearney 14 years ago, focusing on working with clients to improve the effectiveness of their external procurement activity. He has supported a number of both private and public sector clients to achieve significant and sustained financial results. Stephen has an MBA from Cornell University and a first degree in Politics, Philosophy, and Economics from the University of Oxford. He lives in Surrey, southwest of London.
- Procurement Success vs. SRM Failure
- Supplier Relationship Management
- To SRM and Beyond!
- Introducing Supplier Interaction Models
- The "Ordinaries"
- "Problem Children"
- The "Critical Cluster"
- Putting Supplier Interaction Models to Work
- The Role of IT in TrueSRM
- The "Difference" You Get from TrueSRM
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
Supplier Relationship Management is all about how companies can save time and money-and gain a competitive advantage-by working strategically with suppliers.