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Competition imposes growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose this research adapts and applies insights from Customer Relationship Management (CRM) as well as existing findings in supplier management literature in order to give managers guidance on how to manage their supplier relationships.

Access more material, e.g. an infographic and related research on: www.sabinebenoit.com

Access the original article here: DOI: 10.1300/J033v13n04_03

Competition imposes growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose this research adapts and applies insights from Customer Relationship Management (CRM) as well as existing findings in supplier management literature in order to give managers guidance on how to manage their supplier relationships.

Access more material, e.g. an infographic and related research on: www.sabinebenoit.com

Access the original article here: DOI: 10.1300/J033v13n04_03

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Srm educator slides

  1. 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. 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. 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. 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. 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.

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