The Infosys global supply chain management blog enables leaner supply chains through process and IT related interventions. Discuss the latest trends and solutions across the supply chain management landscape.

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Leveraging SRM techniques to build business teams

One of the key objectives in the existing challenging environments is to develop long-term, productive relationships with the internal customers who are stakeholders within the procurement business team. This is interesting observation and SRM techniques can help organizations in building strong relationship with internal customers through foothold strategies that leverage long term relationship.

Let us take a look at how these strategies can build a positive sense among internal customers to stride them towards excellence.
Let us take a look at the four arms of any SRM technique used in approaching customer relationship management.
Whenever we are formulating supplier relationship we should be keen to have the best of the lot and build the application across
Sourcing 2) Selecting 3) Developing and 4) Retaining to get into deeper insights lets observe these arms closely
Sourcing:  We need to identify internal customers whom we want to target to have the right kind of talent and diversity, internal customers would thrive for achievement hence recruitment is the key for the right choice. So right talent hunt needs to be done from the right source. This  process is very traditional, includes setting up talent search places where a snowballing program is designed with higher-level assignments than they would find at many other companies, I too believe that the world is flat so scaling the resources to have access to the upper levels of the organization immediately is the key. This provides them with a lot of early experience in leading and managing team.
Selecting: We need to create a strong first impression when a new customer arrives to the organization. This may be as simple as a charming welcome in their hotel entrance but it's a gesture to set the relationship off on the right foot.
The next step is a formal interview process, customers can be interviewed with various people throughout the day with different set of questions where they can be judged with elements of behavior  required in day to day life and communication and can be also assessed on their interest levels. This will help to ensure the most thorough investigation, as well as help in putting forward the company's best face.

Developing:  Investing a lot of time is the key in developing internal customers,

Make the customers understand philosophies on supply management and on how to conduct performance management and develop the network, Put every internal customer through   a very rigorous talent evaluation process where the top management gets involved to monitor the needs and the development of every customer and wherein the customer has development plans for the supply management organization as a whole. Part of this is "skill gap closure" involves identifying skills that may be missing in supply management. There is also a future skills process, which looks ahead to where the business wants to be in five years. From there the supply management organization determines where it needs to be in order to meet the needs of the business.
Retention:  One result of the comprehensive development process is that internal customers appreciate just how much time the company spends working with them and expressing interest in their future. In addition, the company can have quarterly business meetings where management talks about what is happening in the business in general. The organization can have a "career tiering" chart. This gives internal customers the opportunity to consider some other jobs, either within supply management, or elsewhere in the company.

As a result of a comprehensive program to source, select, develop and retain internal customers through SRM techniques a positive environment can be built for better efficiency.

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