| Description |
1 online resource |
| Note |
Includes index. |
| Summary |
This book shows that supplier relationship management is a strategic discussion requiring cross-functional interaction and internal alignment at the highest level. SRM involves an appraisal of the current and potential value that suppliers bring to a firm and a frank and constructive business-to-business dialogue about how to improve the relationship. This book explains the Supplier Interaction Model, a key tool that will help the reader get the most from supplier relationships. Case studies show how to apply SRM principles. Topics covered include: identifying value-adding opportunities in the supply chain; applying true partnering approaches to maximize the benefits for both organizations; working the 'critical cluster' of high-performing suppliers, where the greatest opportunity for advantage lies; reviewing suppliers to encourage constant gains in quality and cost; looking to suppliers for innovation and better practices; and turning SRM strategy into a major competitive advantage. This book is for chief procurement officers, operations managers, purchasing officers, supply chain executives, C-level executives, and non-procurement managers. -- Edited summary from book. |
| Contents |
Machine generated contents note: ch. 1 Procurement Success vs. SRM Failure -- ch. 2 Supplier Relationship Management -- ch. 3 To SRM and Beyond! -- ch. 4 Introducing Supplier Interaction Models -- ch. 5 "Ordinaries" -- ch. 6 "Problem Children" -- ch. 7 "Critical Cluster" -- ch. 8 Putting Supplier Interaction Models to Work -- ch. 9 Role of IT in TrueSRM -- ch. 10 "Difference" You Get from TrueSRM. |
| Subject |
Business logistics -- Management.
|
|
Logistique (Organisation) -- Gestion. |
|
Business logistics -- Management |
| Added Author |
Schuh, Christian, author.
|
| Other Form: |
Print version: Supplier relationship management 1430262591 (OCoLC)868126493 |
| ISBN |
9781430262602 (electronic bk.) |
|
1430262605 (electronic bk.) |
| Standard No. |
10.1007/978-1-4302-6260-2 doi |
|
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