Supplier Management Peter
The focus in this area for me has been on Supplier Performance Management (SPM);
To manage key suppliers – assuring their performance and expanding our supplier network’s capabilities.
To ensure all key suppliers have the correct SPM framework and controls in place – from on-boarding through to in-life service support.
To provide insight and consultancy on supplier performance management – to ensure SPM best practice across the team.
To support high level critical escalations that could impact my company’s reputation and customer relationships.
The 3 pillars to successful SPM are;
Focus on Root Cause Analysis – Increase focus on root cause analysis of escalations to drive down overall volumes. This will require a move away from operational management of individual escalations to create oxygen for RCA.
Drive Cycle Time Improvement – Drive sustainable improvement in delivery cycle time by focusing on the top suppliers that have the most impact.
Partnership with our Stakeholders – Work even more closely with our key stakeholders; procurement, service delivery, service assurance, global access and account teams to improve overall cycle time, reduce service failures and improve our costs.
Procurement is obviously a different function, and what broadly is covered in this function is described below;
Sourcing strategy & supplier selection
Defining and capturing requirements that are to be delivered by a supplier
Contract negotiations and agreement
Lead sign on and sign off for supplier deals
Manage the formal contract handover to the contract manager