1. Sabine Moeller (now Benoit), Martin Fassnacht, Sonja Klose, (2006): "A Framework for Supplier Relationship
Management (SRM)", Journal of Business-to-Business Marketing, Vol. 13 Issue: 4, pp. 69-94.
Read the entire article: https://doi.org/10.1300/J033v13n04_03

2. ABOUT THE STUDY
The research aims to contribute by developing a framework for
Supplier Relationships Management applying insights from
Customer Relationships Management (CRM) as well as existing
findings in supplier management literature.
Read the entire article: : Sabine Moeller (now Benoit), Martin Fassnacht, Sonja Klose, (2006): "A Framework for Supplier Relationship
Management (SRM)", Journal of Business-to-Business Marketing, Vol. 13 Issue: 4, pp. 69-94. https://doi.org/10.1300/J033v13n04_03
SUPPLIER RELATIONSHIP MANAGEMENT (SRM)
is the process of engaging in activities of setting up,
developing, stabilizing, and dissolving relationships with
in-suppliers as well as the observation of out-suppliers
to create and enhance value within relationships.
PURPOSE

3. Read the entire article: : Sabine Moeller (now Benoit), Martin Fassnacht, Sonja Klose, (2006): "A Framework for Supplier Relationship
Management (SRM)", Journal of Business-to-Business Marketing, Vol. 13 Issue: 4, pp. 69-94. https://doi.org/10.1300/J033v13n04_03
MAIN AND SEQUENTIAL PHASES OF SRM
OUT-SUPPLIER
MANAGEMENT
IN-SUPPLIER
MANAGEMENT
IN-SUPPLIER
DISSOLUTION
MANAGEMENT
The intention is to keep relationships with
the best suppliers available on the market.
The objective is building up and maintaining
relationships with the in-suppliers to enhance
value creation
To avoid harmful and costly legal disputes
this stage is of major importance
IN-SUPPLIER MANAGEMENT
OUT-
SUPPLIER
MANAGEMENT SET-UP
MANAGEMENT
DEVELOPMENT
MANAGEMENT
CONTRACT
MANAGEMENT
DISTURBANCE
MANAGEMENT
takes into consideration that
partners usually need to invest
in setting up a relationship
potential areas of improvement
are identified, evaluated and
enhancing activities can be
undertaken
implies a relatively high level of
contractual agreements and a low
level of specific investments
precedes the potential dissolution
of the relationship in an idealized
supplier relationship life cycle
INITIALIZATION SOCIALIZATION GROWTH SATURATION DEGENERATION
THE SUPPLIER RELATIONSHIP LIFE CYCLE AND CORRESPONDING MANAGEMENT TASKS
ABSTINENCE
IN-SUPPLIER
DISSOLUTION
MANAGEMENT

4. Read the entire article: : Sabine Moeller (now Benoit), Martin Fassnacht, Sonja Klose, (2006): "A Framework for Supplier Relationship
Management (SRM)", Journal of Business-to-Business Marketing, Vol. 13 Issue: 4, pp. 69-94. https://doi.org/10.1300/J033v13n04_03
MANAGING THE SUPPLIER PORTFOLIO WITHIN SRM
POTENTIAL VALUE
ENHANCER
REAL VALUE
ENHANCER
VALUE
CONTRIBUTOR
UNDERPERFORMER
Development or
Contract Management
Development Management
at a higher level
Contract Management
Without alternatives:
Contract Management
With alternatives:
Dissolution Management
RELATIONSHIP CONTRIBUTION
STRATEGIC
IMPORTANCE
The Supplier Portfolio allows purchasing firms to identify the status
of their suppliers to allocate resources adequately.
M
A
J
O
R
M
I
N
O
R
LOW HIGH

5. Read the entire article: : Sabine Moeller (now Benoit), Martin Fassnacht, Sonja Klose, (2006): "A Framework for Supplier Relationship
Management (SRM)", Journal of Business-to-Business Marketing, Vol. 13 Issue: 4, pp. 69-94. https://doi.org/10.1300/J033v13n04_03
MANAGERIAL IMPLICATIONS
Out-suppliers have to be
systematically integrated
into supplier selection in
order to optimize the
supplier portfolio.
The importance of the purchasing
function of the supplier base for the
overall success and value creating
potential of purchasing firms.
Stabilize different types
of relationships within
In-Supplier management.