2021-08-03-毕马威-Supplier_relationship_management_8页_151kb

报告摘要

Supplier Relationship Management Summary

Core Content

Supplier relationship management (SRM) has become a critical component of business strategy, especially in the post-COVID-19 environment. The focus has shifted from merely managing "win-win" strategic suppliers to also prioritizing "critical" suppliers in the top left quadrant of the supplier segmentation matrix. These suppliers, although currently with moderate spend levels, are essential for business continuity and may evolve into strategic partners in the future.

Main Points

1. Supplier Segmentation and Risk Assessment

Organizations typically segment their supply base based on spend value and business criticality.
KPMG has identified 10 domains for third-party risk management, including regulatory/compliance, strategic, subcontractor, concentration, technology/cyber, country, financial viability, operational/supply chain, reputational, and legal risks.
The pandemic has intensified the importance of assessing and managing these risks, especially in areas like business continuity, IT and cyber risk, key person risk, and fourth-party risks.

2. Strategies to Enhance Supplier Sentiment

To secure supply from critical suppliers, organizations should:

Standardize requirements to align with other buyers and reduce supplier inconvenience.
Maximize possible spend by aggregating requirements and increasing the buyer's account size.
Commit to forward demand by sharing future demand profiles with suppliers.
Map and eliminate relationship pain points by streamlining processes, paying on time, and using technology like self-service portals and electronic invoicing.
Consider direct control of freight and logistics to ensure delivery in restricted environments.
Broaden the agenda by exploring non-supply-related collaboration opportunities, such as joint R&D, staff development, and CSR initiatives.
Aid with marketing by offering to be featured in supplier marketing materials.
Conduct regular engagement with supplier management through structured meetings and joint planning.
Build personal connections via online interactions to foster trust and relationship strength.

3. Six Bedrock Foundations of Good SRM

Executive sponsorship: Senior leadership must actively support SRM initiatives.
Proactive strategy: A well-resourced and aligned SRM strategy is essential.
Organizational structure: Clear roles and responsibilities among sourcing, SRM, and business partners.
Structured framework: A set of procedures, guidelines, and tools to guide engagement.
Technology enablement and data visibility: Use of modern contract and supplier management technologies.
Culture of trust: A unified culture between internal teams and external suppliers to drive collaboration and performance.

Key Information

The post-pandemic landscape demands new strategies for managing supplier relationships, particularly for lower spend but business-critical suppliers.
Traditional SRM approaches may no longer be sufficient; organizations need to adopt new, more proactive strategies to secure supply and build long-term partnerships.
The concept of Powered Procurement is introduced as a solution that combines technology, automation, and deep procurement expertise to drive sustainable change and value.
Powered Procurement is designed to transform the Source to Pay (S2P) process, accelerate delivery, and maximize the value of technology investments.
KPMG emphasizes the importance of aligning transformation with industry disruption and fostering a culture of trust and collaboration.

Conclusion

In the current environment, businesses must reassess their supply risk and relationship strategies to ensure continued supply from critical suppliers. By adopting a proactive, technology-enabled, and relationship-focused approach, organizations can enhance their attractiveness to suppliers, secure supply continuity, and unlock greater value from procurement processes. KPMG offers a comprehensive framework and tools, including Powered Procurement, to support these transformations.

Contacts

Peter Liddell – Global Head, Operations, Center of Excellence
T: +61 3 9288 5693
E: pliddell@kpmg.com.au
Chris Clements – Partner, KPMG Australia
T: +61 410 419 728
E: cclements1@kpmg.com.au