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Home > Computers and Information Technology > IT Administration & Services > IT Spending & Administration
Supplier Relationship Management Strategies (Strategy Brief)
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| Published Date:
January 2007
Published By:
Datamonitor
Page Count:
9
Order Code:
R313-19358
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| DATAMONITOR VIEW 1
CATALYST 1
SUMMARY 1
METHODOLOGY 1
ANALYSIS 2
Identification and basic spend analysis are the starting point for SRM strategies 2
Identifying those internally who are spending is key to understanding enterprise procurement 2
Manufacturers are seeking to find out exactly who their suppliers are 2
What is being bought remains a fundamental issues of improving spend 3
Tracking the performance of suppliers can help manufacturers improve their relationships 3
Key performance indicators form the basis of performance monitoring 4
Accessing, displaying and sharing performance data is the key to extracting real benefits for manufacturers 5
Procurement is where manufacturers stand to gain the most benefit from SRM 5
Reducing rogue spend can affect a manufacturer's bottom line in a relatively short time 5
Identifying the best suppliers, and then working with them, is the obvious step for manufacturers 6
Contract management remains a key issue for companies looking to improve their procurement processes 6
Strategic sourcing has been a hot topic, but it isn't for low-cost regions alone 7
Low-cost region sourcing can yield significantly lower cost bases 7
There are other areas of strategic sourcing that don't focus on low-cost regions 7
APPENDIX 9
Definitions 9
Extended methodology 9
Further reading 9
Ask the analyst 9
List of Figures
Figure 1: Top concerns of 155 European and North American manufacturers (2006) 4
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