Relationship optimised business eco-systems

Tell Me More
  • Complicated situations delivered with logic and simplicity - SUPPECO

Supplier Management Optimisation

Supplier management optimisation focuses on the introduction of measurable, relationship led consistency and manageability along the entire supply chain, and throughout all contract life-cycle events.

Organisational maturity and native environment is normally a core influence on relationship and service success. As expected this is more commonly found on the customer’s side of a managed service contract, but also applies to provisioning supply chains.

Supplier Management Frameworks

Our supplier management frameworks are a combination of collaborating components, which run together creating smoothly integrated workflows.

All based on good practice supplier and relationship management methodology, service improvements are achievable through implementation of components, or through full supplier relationship management transformation.

The following sections provide further insight into the various components of our frameworks.

Supplier Catalogue

Our supplier catalogue, a tower or service based view of third party contract metadata, quickly becomes a source of achievable wins and commercial risk mitigation.

For supplier management transformation or improvement programmes, our supplier catalogue forms an important baseline from which to work. We call this, establishing the point of departure – a key variable in measuring benefits.

Maturity Model Assessment

Whilst every organisation is different, where priorities and drivers change from one company to the next; when it comes to supply chain and SRM, there are several important constants.

Our maturity model assessment is an insightful way to gauge the depth of both the implementation and the utilisation of supplier and relationship management processes and good practice.

These range for example, from knowing who the suppliers are, visibility and condition of metadata, category spend and budget allocation, risk readiness, preparedness for Plan B (critical or strategic supplier replacement), collaboration, performance etc. We call this, establishing the aspirational point of arrival.

Supplier Categorisation

Certainly a fundamental consideration is preparing for categorisation, thus establishing how and why to position those important supplier and partner relationships.

Applying one of our logically filtered approaches to meaningful categorisation of (for example) strategic, tactical, contingency, or emerging suppliers is the fist important step.

It’s also crucial to factor in to the decision making process, what will be required in terms of managing sometimes complex reciprocal relationships, as well as operationally aligning supplier and category management, operational delivery functions, and governance.

Functional Governance

Conformity is one of the primary paths to efficiency – though of course not exclusively. We start then with a standard model approach to functional governance. We then introduce intrinsically important factors such as supplier categorisation, relevant stakeholder contribution, divisional vendor footprint, retained function shape and size, meeting duplication even meeting fatigue.

Once everything has been duly considered, we then produce the terms of reference to support a productive standardised governance model.

Contract Lifecycle Management

Contract lifecycle management identifies every type of instance and purpose to engage with your suppliers throughout the relationship lifecycle – from ideas generation through to renewal or exit. Without mapping these events, many of the opportunities that they present, are overlooked or remain only partially explored.

Innovation Frameworks

Innovation is fast becoming business as usual. That is to say, success is now as much about delivering innovation as it is about core services.

Innovation is the life blood of sustaining business and technology advancement. Creative thinking shapes how we use technology in business and in our personal lives – changes are constant. So to ensure that we’re able to benefit, it’s imperative that we build the facility to support innovation into in-life contracts as well as those that we’re negotiating now.

Our approach to encouraging a culture of innovation, is to work together, to construct business or technology led frameworks, designed to foster and nurture divisional or community wide creative thinking – embedded against a tangible company vision, technology roadmap, ICT or corporate strategy.

Stakeholder Management

We recognise the increasing demand and time pressure on key resource, be it through winning new business, shared or acquired services etc. and how a modern and dynamic operation demands intelligent and relevant stakeholder mapping.

Our engagement processes and models assist organisations to drive value-add by emphasising the relevance in delegation and contribution, both internally and across the boundary to the external landscape.

Stakeholder mapping within Suppeco, Supplier Engagement Activator, and Stakeholder Activity Integrator, are our stakeholder engagement drivers; successfully implemented by several of the worlds best respected brands.

Relationship Management Plans

To us, relationships are the atom – at the centre of everything. Successful relationships are almost always reciprocal in terms of constructive management critique and a 360 approach to optimisation.

Well managed relationships are the engines that drive and inform all aspects of commercial, service, finance, projects and business as usual; serving to manage challenges, contain and reduce risk, create valuable insight, as well as unlocking an infinite array of opportunity.

Continual Service Improvement

Our relationship management plans constantly monitor in the background every aspect of service.

Meanwhile stakeholder mapping ensuring relevant contribution, and relationship facilitation ensures all areas are collaboratively assessed, decisions made, metrics applied, and then regularly reviewed.

Whilst performance monitoring overseeing everything, simultaneously takes an action to run fully ITIL aligned service improvement plans.

360 Reporting

360 reports provide multi-format comprehensive and configurable dashboards on every aspect of the relationship, commercial and finance, and projects and service; in a variety of reporting styles, including compellingly reciprocal heat maps, where honest assessment and feedback is encouraged on both sides of the relationship.

It’s fair to say that many of the performance related issues in a traditional supplier to end-user setting (that is to say away from the suppliers provisioning or subcontracting supply chain) stem from the buy-side of the relationship; as SRM maturity levels and processes tend to be lower and fewer in this area.

Financial Due-Diligence

In our opinion financial assurance and due diligence is a critical undertaking, prior to embarking on contracted relationships with new suppliers, or when negotiating joint engagements, or where improvements to risk assurance are being introduced.

Our financial reports provide comprehensive insight into the financial dealings of organisations that may either be approached, or are incumbent service providers.

In order to keep risk to our clients to a minimum it is vital to continually monitor previously approved suppliers. This requirement should be met by repeating supplier assessments on a regular basis.

Corporate Social Responsibility

CSR, once a nice to have, is now very much a mandatory requirement. Corporate Social Responsibility assessments provide vital insight into the standards and compliance operated by organisations that may from time to time be approached to provide services.

Maintaining high standards of CSR compliance internally as well as throughout a company’s supply chain, is now considered a key performance indicator in denoting the integrity and standing, of most forward thinking organisations.

CSR assurance being a mandatory requirement is performed on a periodically reviewed basis within supplier management optimisation and within the transition modelling practice.

Engaged on a number of key new contracts within Fujitsu, demonstrating business accumen, skill set and professionalism across a broad range of commercial and procurement areas

Dan Jenkins | Fujitsu Services

Hands-on approach meant not only delivered what was required, but also provided value-added consultancy to other business functions within pre-sales and transition.

Paul Gallagher | T Systems

Simple solutions to complicated situations...

Relationships are complex, managing them isn’t meant to be complicated.

Thank you

for your quick request. A member of our team will be in touch shortly.