Relationship Management (Supplier and Customer)

Internal / External Supplier & Shareholder Relationship Management

1. Introduction
   1. Why the Need for this Type of Management
   2. Transition to this Style of Management
   
   
2. Understanding the Supplier and Shareholder Approach to Business Today
   1. Defining:
      1. Supplier Relationship Management (SRM)
      2. Portfolio Management
   2. Typical Approached to Supplier Relationship Management
   3. How to Apply and Implement
   4. Supply Side vs. Sellers Side
   
   
3. How SSRM Influences the Supplier Model
   1. Developing and Applying a Power Matrix Model
   2. Creating a Power Model
   3. Improving the Outcome from the Model
   4. Deploying Leverage to Enhance Power Position
   5. Group Example
   
   
4. Attaining Success in SSRM Through Operational Means
   1. Buyer's Choices Through Business and Operational Elections
   2. Creating the Matrix Model
   3. Supplier's Choices Through Business and Operational Elections
   4. Creating the Matrix Model
   5. Developing the Tier One Level of Management Styles for both the Buyer and the Supplier
   6. Group Example — Creating Our Model
   
   
5. Framing the Buyer and Supplier Relationship
   1. Value and Power Alignments Both New and Old
   2. Six-Step Model to Successful Relationship Models
   3. Assessing Our Model Employed Today
   4. Overlaying the New Standards of Expectations
   5. Filling in the Gaps
   6. Group Example — Assessing and Correcting the Gaps
   
   
6. Growth Tools to Utilize with Your Suppliers
   1. Conventional Wisdom
      1. Punitive Assessments
      2. Report Cards Models
      3. Attainment Incremental
      4. Others
   2. Supplier Relationship Management Tools
      1. Strategic Alliances
      2. Value Derivatives
      3. 1/0 Employment for Usage
      4. Others
   
   
7. Why There are Dysfunctional Buyers, Suppliers and Internal Customers
   1. Defining the Gaps and Risk Differentials
   2. Most Common Failures
      1. Buyer
      2. Seller
      3. Internal Customer
   3. Why Management Has Allowed These to Occur
   4. Employing Influence and Persuasion
   5. Ten Steps to Find Your Influence Differential
   6. How to Win Through Influence
   7. How Best to Conquer the Persuasion Criteria
   
   
8. Misaligned and Sub-Standard Goal Attainment
   1. Defining Misalignment and Sub-Standard Performance Case Example — Licensing
   2. Case Example
   
   
9. Successes in the SRM Realm
   1. Why the Benchmark Firms are so Successful
   2. Most Common Rationales for Success
      1. Buyer
      2. Seller
      3. Internal Customer
   3. How Management Could Provide Support
   4. Case Example
   
   
10. Tools for Decisions to Support and Move SSRM Forward
    1. Driving the value Home to Management
    2. Creating a decision Model for Aligning Buyer-Supplier-Internal Customer Relationships and Support
    3. Drawing the Outcomes all Together
    4. Group Example — What We Need for Success
    
    
11. Conclusion