SRM Learning and Development

SRM needs to win stakeholders’ hearts and minds

Supplier Relationship Management (SRM) is a discipline. And organisations that use SRM to deliver value need to use systems, processes and rigour.

And SRM also needs to be a part of the corporate DNA – a way of working – if it’s to work well. This applies whether the SRM programme is new or has been in place for some time.

To get the most out of SRM you need to get people to understand that SRM means a particular way of working, and show people the value that SRM can bring. Which is why we’ve developed a comprehensive talent development framework, functional competency model and training portfolio to unlock the full value of SRM in your organisation.

A blend of technical and behavioural skills

Our training covers the blend of technical capabilities, behavioural and communication skills that SRM practitioners need.

Technical skills cover the design of processes and organisational structures, how to choose the right contractual vehicles, and SRM measurement systems.

Behavioural, communication and interpersonal skills include influencing and trust-building, how to resolve conflicts collaboratively, and how to create and implement a communications plan.

Training formats to meet different business needs

All State of Flux courses are based on our practical experience of SRM projects. We use three training formats:

  • Bespoke classroom training. Live, workshop delivered training makes the most of our trainers’ practical experiences of working on SRM projects. We have a five-module SRM training framework that we can tailor to meet your business requirements to deliver targeted development and rapid impact.
  • Bespoke e-learning modules. We have developed several online courses for clients that use interactive e-learning modules and webinars. These explain the principles and practices of SRM, and train and test staff on specific SRM tasks and topics.
  • One-to-one coaching. Our clients tend to use coaching in two different ways: to follow-up on training programmes and make sure that training delivers real change; and to help and mentor SRM stakeholders (eg, client-side or supplier-side account managers, executives with management responsibility for SRM programmes).