Facilities’ relationship with group procurement has evolved over time. We viewed it as a professional team that had done some good internal works, without fully appreciating the value it could offer. We did not engage with it on a regular basis.
Looking at some of our bigger FM deals, it seemed the right thing to take advantage of procurement’s expertise, although I was initially concerned it would take a cost-savings-only approach to working with us. (more…)
Last week I submerged myself in the January edition of Supply Management, where the topic of stakeholder relationships features extensively.
In addition to serving the needs of us procurement anoraks, SM also provides a valuable window on the procurement world for those outside the profession and yesterday I was – not for the first time – left wondering about how other business functions see procurement and what the latest raft of articles on ‘stakeholder management’ tells us about where the profession is today. (more…)
Improving stakeholder relationships, getting involved at the design stage of a product or service and forming better bonds with sales colleagues… These are all easy things to say (I just did in 21 words), but the doing is quite a lot more challenging.
I read that someone was giving up smoking for 2013. I tweeted that use of the phrase “giving up” was constantly reminding them of what they were going without. As anyone with children will know, trying to tell them they can’t do something is not conducive to achieving the desired outcome. (more…)
Trelleborg Sealing Solutions is a leading global supplier of precision seals for the industrial, aerospace and automotive markets and a business area of Trelleborg Group. It has 5,100 employees, seven research and development centres in Europe and the US and a worldwide supply chain management network.
In 2010, the purchasing operation at Trelleborg Sealing Solutions began to transform. The organisation was fragmented in the way it purchased goods and services, procurement was seen as a purely operational function and the firm knew it needed a more strategic approach. (more…)
Nationwide’s customer operations division focuses on exceptional service delivery to our customers and in doing so has a key role to play in the performance management of strategic relationships with outsourced service providers. Historically, this had been managed by a combination of business operations and procurement, which led to a ‘transactional’ supplier agenda. The turning point was Nationwide’s appetite to drive for better value from third parties and effectively manage risks in a consistent manner across the society. (more…)
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