Supplier Relationship Management

Supplier quality leaders can drive supplier improvements beyond just compliance requirements through a series of steps that do not require additional financial resources.

More than $160 billion was spent with diverse suppliers in the past year among just 326 companies analyzed by Supplier.io, directly supporting 1.3 million jobs.

This paper outlines strategies for supply chain professionals looking to strengthen their supplier relationships to better manage disruption.

Past negotiation strategies often develop the future negotiation strategy expectations of their suppliers and how buyers perceive the performance of their supply partners.

What happens to supplier relationships when there has been a violation of trust? That’s the subject of this month’s video from the Journal of Supply Chain Management

Whether you are just stepping into supplier relationship management or looking to improve your existing process, having a great supplier relationship management system is essential.

When buyers and suppliers are at loggerheads, how a buyer reacts, and the message that reaction sends, has an impact on how suppliers respond

Creating a culture that prioritizes the right inventory, people, and services at the right time can mitigate supply chain management challenges in remote locations and drastically improve supply chain performance.

Developing long-term, stable business partnerships depends on selecting financially viable suppliers, and entering blindly into a supplier relationship without evaluating existing suppliers’ financial health can expose a company to delays, damaged reputations, lost revenues, and wasted time.

Developing and executing the right kind of supplier relationship based on the right kind of sourcing business model moves an organization from traditional supplier relationship management to the next generation.

This white paper is a collaborative effort among the University of Tennessee, the Sourcing Industry Group, the Center for Outsourcing Research and Education, the International Association for Contracts and Commercial Management, and was the inspiration for the 2015 book, Strategic Sourcing in the New Economy: Harnessing the Potential of Sourcing Business Models in Modern Procurement.

This case study is a perfect example of the journey of Telia Company AB, a Swedish listed telecommunications company and mobile network operator, of the dynamics of the Vested learning and implementation process.

This case study details how Dell and FedEx Supply Chain stopped thinking about “What’s in it for Me (WIIFMe)” and embraced Vested’s “What’s in it for We (WIIFWe)” mindset, and how, by reinventing their relationship achieved record-breaking results.

This report reveals why and how executives are reevaluating their long-term technology strategies.

While many companies are challenged to grow their revenue in today’s slow economy, Pratt & Whitney faces a different Issue: How to lock up supply as it ramps up to double the output of its new jet engine over the next five years - this is how they did it.