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11 Jun 2012 07:14 GMT • 1 response
Implementing SRM - successes and failures
I would be really interested in hearing stories on how you went about implementing SRM into your organisation, both the good and the bad experiences.
I've seen alot of organisations where it needs to be implemented, but the one that I remember most is where SRM was in place, but two other teams both claimed that they were doing it as well. There then followed several meetings where each put forward their respective activities and the air was quite frosty, with cards held very closely to the chest. It seemed that there was great attempts to undermine the role of SRM, primarily because the other two teams had a lack of trust in sharing responsibilities.
16 Jun 2012 12:04 GMT
The example you mention is sadly common - though given typical company politics, probably not unique to SRM. The problem seems to be when SRM is a bottom-up push, rather than a top-down pull. If there is a powerful executive sponsor who beleives SRM is important to the business, organizational issues will be pushed into the background. The focus will be on developing capability and a suitably connected project owner will have the resources and support needed to drive towards a consolidated model.
When the sponsorship is weak, or mid-level managers are trying to grab more control, the sort of rivalries you mention are inevitable. In these circumstances, the whole concept of meaningful SRM is undermined. No one has the support or authority to develop a worthwhile program, it has no value to the business or to the supplier, so everyone ignores the self-proclaimed 'Supplier Relationship Managers'.