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Articles in category: Supplier Relationship Management
If you feel that one of your key suppliers has put you on the back burner, he probably has. We depend on our suppliers to stay in business and we need to manage those relationships that really matter, and actively. We usually categorise key suppliers in leading organisations and assess them according to various criteria: how much we spend with them and how critical it would be if they failed.
The profession's increased involvement in wider business strategy has altered the skill set needed by those working in the function. Generally speaking this has manifested itself in a focus on skills related to relationship management and strategic thinking.(Read Full Article)
The supply base plays a pivotal role in any organisation’s success. Without a robust system to evaluate supplier performance, a business can never reach the point at which it can derive real value from its suppliers. CPOs need a system in place for evaluating, selecting and re-evaluating the suppliers they work with. Here are seven tips to help effectively rate suppliers and monitor their performance: 1.(Read Full Article)
Cabinet approves implementation of programme to ensure compliance by government departments with policy on procuring goods, services from local suppliers(Read Full Article)
If you are not the top priority for your supplier you may be at the back end of the queue if they run out of capacity. Thus getting fired by your supplier!
Listening to supplier opinion can deliver great benefit to any organisation. Product or process improvements, design changes or new materials can be the result from opening up to suppliers.(Read Full Article)
These types of brands are more likely to spend more time with suppliers and understand them at a personal level, the study says. Often design-led, luxury brands are also always pushing suppliers’ capabilities and testing their flexibility. Procurement consultancy State of Flux’s study of luxury brands, part of its annual research into supplier relationship management (SRM) launched yesterday, said 59 per cent of luxury brands reported more innovation from suppliers as a result of their SRM programmes. This compared to 43 per cent across all industry sectors surveyed. Premium brands have a better understanding of the value of SRM ...(Read Full Article)
Shell Supplier Diversity is introducing a new strategy and technology to create efficiencies while helping potential suppliers interested in doing business with Shell. The new Shell Diverse Supplier Pipeline Management System, which Shell developed, will make the sourcing process more transparent and easier for Shell Supplier Diversity to identify current opportunities for minority business enterprises (MBEs), women-owned business enterprises (WBEs) and Small Business Enterprises (SBEs).
The system will also track the progress made by diverse businesses introduced to Shell stakeholders.(Read Full Article)
Mike Blanchard, general manager of strategic procurement at Sydney Trains, made the point while addressing delegates at the CIPS Australasia Conference this month. He said high-performing teams have the following five characteristics: they share the same vision; have a healthy team culture; clearly defined roles and expectations that encourage excellent performance; everyone is held accountable and; the leader of the team acts by example.(Read Full Article)
As uncomfortable as it may be, procurement needs to hear from unhappy suppliers. In fact, giving suppliers the opportunity to complain or otherwise rate the way they are treated is a vital part of effective supplier relationship management (SRM).
Procurement Leaders, citing news stories in other media, reported last week that suppliers to giant UK food retailer Tesco are unhappy with the company’s organization and certain business practices, branding the firm as leaderless and difficult to work with. It’s a stunning indictment, all the more so since it turns the table on the usual paradigm of buyers complaining ...
In March 2012, Hollard Insurance hosted a procurement conference with a primary focus on supplier management and cost controls. It was the start of their own reworked procurement strategy (officially launched in April 2012), designed and developed to ensure best service and to curb costs during the insurance claim settlement process. Now, a little over two years down the line, the procurement policy is paying off, says Arie de Ridder, Head of Claims for Hollard Broker Markets.(Read Full Article)
The upcoming contract management event – organised by Bespoke and the International Association of Contract and Commercial Management (IACCM) – promises to deliver international leading practice knowledge on contract management and supplier relationship management, with two experienced international speakers presenting at the event.(Read Full Article)
There are changes afoot, and what’s most important is not necessarily just the ascent to board-level recognition as much as it is a growing understanding of what procurement does and where its potential lies.
I admit a certain level of cynicism whenever I read about the c-suite increasingly viewing procurement as a strategic function.
It seems as if this represents a real change from it being a privilege to do business with Unilever to it being a privilege for Unilever to do business with suppliers, especially those who share your values and commitments.
Read this inspiring interview with CPO Dhaval Buch where he discusses Unilever’s strategic approach to supplier relationship management and it’s Sustainable Living Plan.
Kellogg’s has announced a new commitment to enable improved productivity of 15,000 smallholder farmers in its agricultural supply chain, with a focus on rice, as well as support the reduction of greenhouse gas emissions. The company made the announcement this week at the UN Climate Summit held in New York. Rice is a staple food for more than half the world's population, and is grown by a number of smallholder farmers in several parts of the world.(Read Full Article)
How do you become a customer of choice?
Udesh Kaul, VP of global supply management at Delphi Electronics and Safety, told Procurement Leaders’ Boston Forum: "First, earn the trust of the suppliers."
But earning trust requires a disciplined approach to supplier relationship management.
Kaul said: "We see our suppliers as our biggest asset, and we help them by discussing our growth plans so they can grow with us. We bring our business leaders to discussions with suppliers."(Read Full Article)
It is critical we approach supplier development “with the right intentions”. This was according to Mark Frankel, the CEO of Shanduka Black Umbrellas, a nonprofit company involved in the support of emerging black businesses through enterprise development.(Read Full Article)
Phones4u has gone into administration after contracts with EE and Vodafone were not renewed. The collapse of Phones 4u (P4U) has been described as a “classic example of a relationship breakdown with a series of strategic suppliers ...(Read Full Article)
It’s said that “a rising tide lifts all boats.” This is particularly true when it comes to standardizing and streamlining business processes; greater coordination between stakeholders results in situations where everyone the process touches wins in some way. This truth also extends to the procure-to-pay (P2P) process, which when improved accrues benefits to both internal [...](Read Full Article)
With the original B-BBEE Codes released in 2007, the BEE Act allows various industry sectors to issue their own sector codes. Nine sectors, including construction, have their own codes and the Construction Sector Codes were issued in June 2009.
This implies that anyone in the construction sector must follow the construction codes. The construction codes apply to any business involved in “construction related activities”.(Read Full Article)
Relationship management is the primary skill missing from procurement teams, according to a survey.
More than half (60.3 per cent) of the 120 purchasing professionals surveyed by ProcureCon Europe, cited it as a skills gap in their organisation, followed by risk analysis (51.7 per cent), and supply chain analysis (39.7 per cent).
The poll emphasised the importance of building relationships in order to achieve sustainable success, not only internally with stakeholders but also externally with suppliers.
Roger Davies, group head of procurement at Marks & Spencer, told the survey that relationship management and influencing skills were core to ...(Read Full Article)
Buyers have backed the use of charters that set out the “rules of engagement” in supplier relationships, according to a survey.
The SM Jury voted by eight to four in favour of charters, with members saying they promoted ethical behaviour and improved supplier relations.
Cristian Martin, procurement and contracts officer at the Commonwealth Secretariat, said: “It is important for suppliers to understand what standards your process is aligned to; everyone understands what everyone’s rights are. If you are not aligning to a standard, a charter would help suppliers understand your process better.”(Read Full Article)
The fourth annual Bespoke Supplier Development Seminar and Workshop took place in Midrand, Gauteng, from July 29 to 30. Presentations were made by Royal Bafokeng Enterprise Development, SA Supplier Diversity Council,Passenger Rail Agency of SA (Prasa), Empowerdex; Martjie Cloete, Council for Scientific and Industrial Research (CSIR) and Shanduka Black Umbrellas.(Read Full Article)
Supplier information and supply chain management firm Achilles has detailed its ‘community model’, which it says aims to enhance supply chain and procurement processes between local small- and medium-sized enterprises and international corporations.(Read Full Article)
It’s time to get direct about indirect: businesses are leaving millions on the table. Indirect spend can represent up to 20-30% of revenues and you can expect to save 10-30% on spend through ’excellent’ procurement, but this requires the right mix of technology, people and processes.
In order to make the most of this opportunity, teams need to step up in these areas:
The focus with indirect procurement is often on procurement technology. Yet, there’s another, deeper level of specialized category tools that can provide an even stronger level of savings and quality service opportunities. Companies must ...(Read Full Article)