SRM

1. Who leads Supplier Relationship Management (SRM)/Vendor Management (VM) within your organisation?

2. Does SRM/VM form part of your responsibilities? If ‘No’ go to Q4

	Yes
	No

3. What proportion of your time is spent on SRM/VM?

4. What does SRM/VM comprise, in the way that your organisation defines it? Tick all that apply

5. How would you characterise the approach that your organisation takes to SRM/VM?

	One size fits all
	Basic transactional measurement only, e.g. delivery, time, quality, service
	Reactive only if problem arises
	Structured with clear processes and governance to ensure performance against agreed KPI’s
	Fully developed and integrated, clear relationship plans in place, senior management support and commitment, short, medium and longer term objectives for both parties defined, all contributing to future sourcing and negotiation activity

6. In your organisation, who takes the lead in developing your SRM/VM practices?

	Nobody
	Me
	Someone else in a senior position
	Varies depending upon need

7. How much formal skill do you and your team have in managing supplier relations?

	None
	Some self-taught according to need
	It is a requirement of our role and we obtain training where possible
	Our performance, reward and progression depend upon a competent approach that delivers constant improvement to our business

8. What is your attitude towards involving suppliers in the SRM/VM process?

	They should do what they are told
	Occasionally we get them involved in problem-solving
	We have some examples of involving our most critical suppliers
	We see suppliers as a potential source for competitive advantage for critical areas of spend
	We have a documented approach to the required level of involvement of all suppliers

9. As the economy has transformed over recent months, how has the importance of managing supplier relationships changed?

	Not at all
	We are in a stronger position with our suppliers
	We are in a weaker position with our suppliers and have become more vulnerable
	We have started to adopt a more constructive approach internally and with our suppliers

10. With your most critical or strategic suppliers, how do you define and manage what you need from them?

	We don’t
	They tell us what is important
	We learn by doing
	We build service level criteria based on the business needs

11. In managing critical or strategic suppliers, which supplier management tools does your organisation use? Tick all that apply

12. What are the biggest benefits that you can obtain by taking a structured approach to SRM/VM with your most important suppliers? Tick all that apply

13. Where relationships within an SRM / VM programme have failed to deliver the expected results, where is the typical source of the problem?

	Generally with the supplier
	Generally with us
	A mix of the supplier and us
	Don’t know

14. How important is attracting value, innovation, and new ideas from suppliers?

	Not very
	If it ever happens it will be a first
	We do get some good ideas
	Well-structured relationships are a key source of innovation to us

15. Do you consider that sourcing abroad from countries with language/time zone/culture differences creates additional SRM/VM challenges?

	No
	Yes it puts me off using them
	Yes and we deal with them as they arise
	Yes and we factor all of these issues into the structure of our relationships

16. Finally how much do you think that mastery of SRM/VM will influence your career progression? Required Question

	Not at all
	It’s a factor and I’m on top of it;
	It’s a big issue and I do not have a plan to overcome my gaps
	It’s a key gateway to progression in Procurement or Supply Chain and into a wider role in the business

17. Please comment on any of the issues raised by this survey. Your comments maybe used in the report we produce and are really welcome.

	Procurement
	Supply Chain
	Operations
	Individual business areas
	We don’t do it

	None
	Up to 25%
	Up to 50%
	More than 50%
	Don’t know

	Don’t know
	Cost management
	Delivery performance
	Risk management
	Value creation
	Quality
	Cash management
	Innovation
	Regulation
	Account management
	Other (please specify)

	Balanced scorecards
	Regular performance reporting
	Customer feedback
	Benchmarking
	Other (please specify)

	Improved customer service and satisfaction
	Ability to respond to new requirements
	More efficient use of our resources
	Improved time-to-market
	Better access to specialist skills / expertise
	Ability to respond to change without affecting business as usual
	Access to innovation and new product development
	Reduce costs
	Greater confidence in planning & forecasting
	Reduce risks in the supply chain
	Critical staff retention
	Other – please specify