| 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. --
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