Supplier Manager – The Best Practice
Best Practices for
IT Supplier Management
This three day course aimed at IT professionals responsible
for managing external suppliers focuses upon industry
standard approaches to managing all types of IT customer-supplier
Public Course Price
£ 850.00 plus VAT
Managed Service Managers, Supplier Managers, Service
Delivery Managers and IT Procurement staff
- Understand and develop the effectiveness
of the Supplier Management function
- Develop the framework for Supplier Management in
- Provide Supplier Managers with
best practice skills and knowledge
- Equip the Supplier
Managers with the core skills to manage Suppliers
guidance and frameworks on how to improve and measure
Introduction to Supplier Management (SRM)
To ensure that the right level of commitment is shown,
it is highly recommended that there is a focus on implementing
a systematic approach to working with your suppliers,
to increase the value and efficiency of working relationships
and to derive increased competitive advantage from
Background to Supplier Management
Cultural changes within Supplier Management, the main
business issues: trends today; what is needed to
thrive; the shift to business skills; intelligent
customer role; retaining customers as their working
practices change, buying patterns on the High Street,
future customers, service and product expectations.
The Function of Supplier Management
We will examine the need for Supplier Managers and
look at the background against which the job function
came into being. Supplier Managers need to learn
a new range of skills and techniques, which are all
about the delivery of services from a customer perception.
The prime function of the Supplier Manager is to
ensure that expected benefits of supply are harvested.
Formal presentation, evaluation and open debate on
what has changed and is changing in the way SRM needs
delivered in today's market place.
The Role and Relationships
of the Supplier Manager (The Intelligent Customer)
in-depth look at the role of the Supplier
Manager: Who are my customers?
- What services do I provide?
I understand those services? Do my customers?
boundaries are to be set? Should Supplier
Managers hold responsibilities?
- Is the role full time or
part time? Where and what service overlaps
common services exist?
- How are they interpreted
by the customers? How should shared service
areas be treated?
- How do Supplier Managers relate
to Service Delivery and Service Support?
Stakeholders and the Supplier Relationship Manager
How do we know who our stakeholders are? Who are the
people with the real authority within a department?
What happens when a key person leaves or moves departments?
What are the buying cycles a department goes through?
Customer Classification and Positioning
Can a Supplier Manager identify where his/her customers'
products are positioned within the organisation and
mid to long term business plan? We will look at these
issues and provide valuable marketing tools for the
Supplier Manager to use when trying to answer these
and many more questions.
The Partnership Development Stage
- Supplier Maturity Model(s)
Service, like products,
is a moving target. Supplier
Managers will improve the relationship by initially
understanding and investigating the lifecycle of a
supplier. This vital session describes a 4 staged practical
and objective assessment model of supplier effectiveness
and maturity. The maturity assessment model may be
used by Supplier Managers to identify gaps in the quality
of actual supplier provision against the perceived
quality of service, leading to Service Improvement
The Choice, Types and Selection of Suppliers
With such a wide range of suppliers today, one of
the crucial first steps is to understand what Supplier
Managers are looking for in their suppliers, how
they can meet the requirement and further develop
the relationship. We will describe how to find
how to compare traditional suppliers with existing
suppliers. Risk analysis techniques, give guidelines
on how suppliers differentiate, the advantages of
short and long term relationships, how to create
a BAFO shortlist,
the costs of re-negotiation and the benefits, costs
and problems of being a preferred supplier.
Key Supplier Relationship Management and Supplier Interfaces
In a relationship between a customer and supplier
by far the key success factor will rest with the
involved. This session will discuss the roles and
responsibilities; we will provide a checklist for
reviewing current relationships,
the Top 10 reasons for success, and how to enhance
benefits to both sides.
Establishing the relationships with your Suppliers
These relationships need to be defined in a service,
sales, support and ongoing marketing environment.
We will also examine the keys to building long
relationships at operational, strategic and tactical
Measuring Your Supplier Performance - Past the winning
Simple customer satisfaction surveys are a pale predictor
of performance and increasingly you, as the Supplier
Manager, are demanding more from your suppliers. Stakeholders
are not prepared to accept second rate performance.
We will review how to ensure supplier effectiveness
and compliance, and introduce techniques for measurement
discussing a range of tools utilised in the field of
Supplier Management to assess, review and develop the
The Procurement Cycle as part of a Project
How to initiate the project and define stages, tasks
and deliverables required. Best practice methods
and procedures to control quality progress and change.
How best to use approaches such as PRINCE2 to help
you achieve what you want. We will introduce best
practice techniques and established Supplier Management
Contract Management Best Practice - Tips and Hints
Every supplier organisation enters into agreements
for the purchase and supply of services and most
managers have some involvement in the negotiation.
The structure of this session is to follow the logic
of Contract Management best practice. We will describe
the planning process, problems involved in contract
management, people involved and what to look for
to ensure successful contract management.
The Negotiation Stage and Handling and Resolving
From issue management through to dispute resolution,
the distinguishing feature of contract negotiation
or dispute is that the two sides are already in a
relationship. Why does dispute occur? What stances
do we take? Are we principled or do we take position?
How do we compromise - or do we need to change the
game? How will a SRM toolkit help? All these questions
will be answered with a practical look at a practical
Supplier/Purchaser dilemma, which will grab your
Supplier Management Goal Setting and Measurement
Are you a novice or a penetrator? This session will
determine the exact measurements and critical success
factors for all Supplier Managers.
Final Session - Supplier Management
The development of an effective Supplier Management
role requires ownership, control and a disciplined
approach. A practical session where delegates are
given the opportunity to reflect on lessons learnt
during the course, prior to preparation of a formal
The deliverable will be to further develop the reward
and recognition strategy utilising actions formulated
from the three days.