Overall Concept

We aim to develop skills development programmes to a specific brief, so that what we deliver recognises the client’s organisation, focuses firmly on their objectives and addresses their unique situation and culture.

We use proven key concepts as the the basis for a framework from which we build the programme:

• The supplier lifecycle describes the end to end process from defining the need for a product/ service through to identifying and short listing suppliers, engaging, and then managing the relationship and the performance through to renewal or exit.
• Understanding how the supplier is engaged is essential. The engagement of the supplier and the nature of the negotiated contract will influence the relationship, the execution of the contract and how the performance is managed throughout.
• Managing the relationship and the performance. The post engagement stage has three distinct phases – start, stable state, select/ severance. Each stage has its upsides and potential dangers.
• Developing a positive relationship is crucial to getting the best performance from a supplier, and gaining the maximum added value. No matter how well constructed a contract is, the changing requirements of a business mean that there will be needs that are not explicitly covered, so inevitably there will be ambiguity during the life of the relationship. We have developed the established concept of situational leadership into a template that can be applied to supplier management
• Understanding the supplier’s mindset and intent. Supplier managers will be better placed to manage a relationshp if they are aware of how the account manager will approach their role, how they will try to develop further business opportunities and how they are positioned as a customer.