In addition to providing insights across the six pillars of supplier management, this year's report focuses on the Extended Enterprise, delving into the ever-evolving landscape of supplier relationships and strategies shaping the future of global business. We invite you to explore actionable insights that may empower your organisation in this dynamic environment, along with case studies and engaging articles.
In addition to providing insight across our six pillars of supplier management, this year’s State of Flux report, explores the topic of building resilience within your organisation and supply chain, supported by global research, interviews, and case studies from international organisations.
For many organisations, supplier-enabled innovation remains a prized yet elusive goal. This paper aims to help firms overcome the innovation gap, more effectively:
This white paper is written for supplier relationship managers to help them create an environment where suppliers are actively bringing new ideas to the table and then screening, selecting and managing those ideas having true joint value potential through to delivery.
In this paper we aim to show the approach we use to uncover the supplier relationships that have the potential to deliver real value. When it comes to SRM specifically, the aim is to identify the suppliers where the extra time and effort of SRM will deliver benefits. Segmentation is an important subject because it sets the stage for effective governance, and, in turn, the treatment strategy that is used with each supplier.
Stepping into the role of Chief Procurement Officer (CPO) is both an honour and a challenge. The success of a CPO can significantly impact the organisation's bottom line, efficiency, and overall competitiveness. Recognising the importance of Supplier Management, a new CPO should prioritise a 100-day plan to review and strengthen these crucial relationships from the outset, aiming to position procurement as the "customer of choice," as emphasised in State of Flux's annual Supplier Management research.
In almost 20 years helping clients to make Supplier Management successful, we have learnt that it is crucial to get the right person for the head of Supplier Management role, but not only this, equally important is making sure you have set them up for success. Too often we have seen heads of Supplier Management appointed because they have done a good job managing one or two large complex relationships or been good at managing procurement systems and processes so it would seem a good fit to expand their role. In our experience, to make Supplier Management work in an organisation, it needs to be supported by a business change programme which is led by procurement but is not a procurement change programme. So how do you establish the role and the programme for a successful outcome?
For the past 16years, our supplier management specialists have gathered and analysed more insight and data about global supplier management than anyone else in the field - this year is no different.
In this year’s report you'll discover how to grow and nurture value in extensive detail, supported by global research, interviews and case studies from leading international organisations.
Sustainable SRM was chosen as our theme for this year’s report for two reasons. Firstly, organisations are under increasing pressure to become more sustainable, and in most cases the majority of the social and environmental impact comes through suppliers. Only by managing relationships with them can we improve practice through the value chain.
With digital technologies transforming markets and relationships, all companies are alert to disruption. Organisations know the way to compete is by innovation and collaboration. With an entrepreneurial approach to SRM, Procurement can make a big impact. It can find suppliers to collaborate with, form relationships and use these to innovate at speed. This research will share insights that will help you accelerate growth and grasp new opportunities from supplier relationships.
Fortune global 500 businesses are missing out on potential savings, increased revenue and improved efficiencies worth an estimated $550 billion or approximately a third increase in profit. This eighth edition of the report includes case studies from businesses such as Mars, Ladbrokes, Telstra and AIB, all of which show how a systematic approach to SRM can save money and foster innovation.
The 2015 SRM research has found there is a direct correlation between companies that are leading in supplier relationship management and strong senior backing. 46% of leading companies say that SRM has the support of their top executives.
The 2014 SRM report focuses on customer of choice and the need for companies to develop a better understanding and awareness of the importance of being a good customer. We delve into how to define customer of choice and map a path to achieving it.
The 2013 SRM report is now out and shows that SRM leaders are twice as likely to be receiving financial benefits of 8% or more. They are also twice as likely to be receiving customer of choice type benefits such as supplier innovations, access to best supplier resource, and joint product or service development.
Fill in your details below to read the executive summary and the report.
While the origins of the Greek economic crisis can be traced back several decades, it has been the past couple of years that have really seen Greece bearing the full force of a recessionary storm.
Procurement and supply chain management practices, when appropriately implemented, can deliver results that go directly to the top and bottom lines, mitigate risks and help to build the basis for sustainable investment and growth.
"From a procurement and supply chain perspective, the disruption is immense because COVID-19 is unprejudiced, affecting every geography, industry, and sector".
In Part One we breakdown the key themes that COVID-19 has brought to the surface over the last 18 months, as well as how to implement supplier management at speed.
"If the global economy is to recover and move forward, procurement and supply chain need to reinvent supplier relationships to be more collaborative at all levels."
In part two we present The Safe Supplier Operating Standard, designed to gauge your supplier's health and viability, and facilitate the discussion and application of safe working practices.
T: +44 (0)20 7842 0600
E: enquiries@stateofflux.co.uk
© 2024 State of Flux