Synopses & Reviews
The supply base represents a wealth of opportunity that can bring significant value to an organizations brand value, competitive position and future security.
This book discusses the process of Supplier Relationship Management (SRM) - a discipline used to strategically plan and manage interactions with suppliers. Jonathan OBrien offers a practical and structured approach to understanding and implementing SRM. He explores how to get the most out of a supply base by identifying the most important suppliers, improving and measuring current relationships and what to do when a relationship changes.
Topics covered include: identifying the power of a supply base, comparing suppliers, Supplier Management (SM) versus SRM, measurement approaches, improvement processes, the role of category management, reducing risk, internal SRM strategies and the life of a supplier relationship.
Review
"[A]n extensive look at the metrics, relationships, and change management considerations associated with supply base collaboration." Spend Matters
Review
"This deserves to become THE standard book on this topic ... This is a book that every senior procurement practitioner, and everyone involved with the management of strategically important suppliers, should have on their real or virtual bookshelf." Inbound Logistics
Review
"[A]n advanced guide to managing suppliers ...an accessible yet invaluable reference for corporate managers and executives." Kelly Barner - Buyers Meeting Point
Review
"As businesses grow, it can sometimes be hard to differentiate between key strategic partners and lower-tier suppliers, and to maximize the value of each relationship. This guide helps readers build a supplier management strategy that helps drive improvements and reduce risks. It also delves into the potential of supplier networks to foster innovation, process improvement, and growth." Jason McDowell
Synopsis
This book discusses the process of Supplier Relationship Management (SRM) - a discipline used to strategically plan and manage interactions with suppliers. Jonathan OBrien offers a practical and structured approach to understanding and implementing SRM. He explores how to get the most out of a supply base by identifying the most important suppliers, improving and measuring current relationships and what to do when a relationship changes.
Synopsis
Experienced purchasing professionals who are responsible for managing key suppliers or significant areas of spend, CPOs, CFOs, or anyone leading a purchasing team who needs to understand how to manage the supply base
About the Author
Jonathan OBrien is CEO of Positive Purchasing Ltd., an international purchasing consulting firm and training provider. He has worked all over the world helping global organizations increase their purchasing capabilities. He is also the author of Category Management in Purchasing and Negotiation for Purchasing Professionals (Kogan Page).
Table of Contents
About the author
Preface
Acknowledgements
Introduction
01 What we need from our suppliers is...
Our changing world
Supplier - friend or foe?
What we need from our suppliers
02 Five good reasons to get close to our suppliers
Setting the direction for SRM
VIPER: defining the value we need from suppliers
03 Introducing the orchestra of SRM
Defining SRM
An organization-wide philosophy
The three pillars of SRM
Introducing ‘the orchestra of SRM
04 Segmenting the supply base
Which suppliers should we spend time on?
Segmentation criteria
The segmentation process
Determining intervention and the right relationship
05 Supplier performance measurement
Why measure?
Introducing SPM
Common performance measurement approaches
06 Building a supplier performance measurement system
The SPM system
Step 1: Determine the SPM aim
Step 2: Supplier-specific requirements and targets
Step 3: Determine KPIs
Step 4: Measurement system design
Step 5: SPM outputs
07 Acting upon measurement
How much improvement?
Gauging the suppliers appetite for improvement
Making them want to...
Learning from common improvement methodologies
08 Supplier improvement and development
Introducing ‘STPDR
Step 1: Study the situation
Step 2: Target for improvement
Step 3: Plan
Step 4: Do
Step 5: Review
Making it work
Supplier development
09 Supplier management
A core activity
Managing for results
Supplier risk management
Supplier reviews
10 Contract management
Introducing contract management
Contract planning
Contract management
Exiting a contract
11 Relationship management
The right relationship
Staying in control of the relationship
Bribes, lunches and chai pani
Conflict and dispute
12 Supply chain management
Introducing supply chain management
The supply and value chain network
The five pillars of SCM
Supply and value chain network mapping
Optimizing supply and value chain networks
13 Strategic collaborative relationships
Introducing strategic collaborative relationships
Building strategic collaborative relationships
The ‘5A SCR process 333
International Standards for SCRs - ISO11000/BS11000
14 Innovation from suppliers
‘Lets go get innovation from those suppliers!
FIFI can help find innovation
Networking: a key enabler for innovation
15 The orchestra of SRM is ready to play
5P governance
Governance: people
Governance: proficiency
Governance: promote
Governance: pay-off
Governance: Programme
Where SRM sits in the organization
What the future holds
The orchestra of SRM is ready to play
Glossary
References
Index