Onsite Seminar

Relationship Management (Supplier and Customer)

Supplier Relationship Management for Collaboration, Impact and Business Success

Continuous improvement in all aspects of the supply chain is necessary to remain competitive in today's global economy. The traditional adversarial relationship and transactional focus of buyers and suppliers cannot meet this demand for continuous improvement in lead-time, quality and overall supplier performance. As a result, significant changes are occurring in the philosophies and approaches that define the relationship between purchasers and sellers in world-class organizations. Simply put, Supplier Relationship Management (SRM) provides an organizational focus on communicating and collaborating with suppliers on the many steps of the Supply Management process. This focus reduces the lead-time and total cost of acquisition, transportation and possession of goods and services for the benefit of both the buyer and seller. As a result, SRM provides a competitive advantage and improved profits.

Who Should Attend

Managers and professionals involved in purchasing, projects, contracts, supply management, operations, maintenance, engineering, quality and other activities that expose them to dealings with suppliers. This program is essential to those who want to improve the supplier relationship for the benefit of the enterprise.

You Will Learn
  • Increased skill sets in supply management
  • The importance of SRM in continuous improvement
  • Benefits of early supplier involvement
  • The move to strategic sourcing
  • Segmentation model for supplier base
  • Total cost of ownership models
  • Process for strategic alliances
  • Key elements in improving the supplier relationship
  • Best practices in supplier qualification, measurement and recognition
  • The basics of reengineering
Course Outline
  1. The three essentials for change, the organizational challenge, comparing the traditional and new business models, the supply management vision, defining Supplier Relationship Management (SRM), SRM and Customer Relationship Management (CRM)
  2. Improvement = SRM = Integration = Supply Chain Management, defining Supply Chain Management, benefits and barriers to integration, stages of integration
  3. Where to start the integration process, strategic sourcing, the critical ABC analysis, developing the spend profile, commodity and service coding, using Excel pivot tables in spend analysis
  4. Segmentation of the supplier base, defining the alliance, the alliance process, success factors and barriers to alliances
  5. Focusing on high value activities, reengineering is a must, common errors in reengineering, the basics of reengineering
  6. Transforming the supplier relationship, developing the skills required for good relationships, defining the organization's mission in building supplier relationships, communication, trust and credibility as key elements, a survey for letting the supplier rate you
  7. Science of selecting and maintaining good supplier performance, example procedure for supplier selection and qualification, monitoring supplier performance, maintaining a performance index
  8. Applying performance measurement, Total Cost of Ownership (TCO), TCO Models, supplier recognition

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