Login



For PLUS+ subscription assistance, contact customer service.

Not a PLUS+ Subscriber?

Become a PLUS+ Subscriber today and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access
  • 7 Magazine Issues per Year
  • Companion Digital Editions
  • Digital Edition Archives
  • Bonus Email Newsletters

Subscribe Today!

Premium access to exclusive online content, companion digital editions, magazine issues and email newsletters.

Subscribe Now.


Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

PLUS+ Customer Service Support


Customer service for all PLUS+ subscribers is available Mon-Fri, 9am-5pm Eastern time.

Email: [email protected]
Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Mail: PO Box 1496, Framingham MA 01701-1496, USA



You have been logged out of PLUS+


For PLUS+ subscription assistance, contact customer service.

Need to access our premium PLUS+ Content?
Upgrade your subscription now.


Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?


To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For PLUS+ subscription assistance, contact customer service.

Getting the Most Out of SRM

Supplier relationship management (SRM) can deliver powerful business benefits. For companies to realize those benefits, though, SRM needs to be comprehensively understood and expertly implemented. The core principles and change management practices offered here can guide that process and deliver on the promise.

By ·

Only a few years ago, supplier relationship management (SRM) was generally thought of as a software tool. That’s not surprising as SAP, Oracle, Ariba, and others have offered multiple products that bear the label “SRM.” But true SRM entails much more than purchasing new software. Done right, it’s a systematic approach to supply chain collaboration that enhances the business performance of both customers and supplier. But just as customer relationship management (CRM) has proven to be far more about creating a customer-centric culture, transforming business practices, and building new mindsets and skills than simply an IT solution, successfully implementing SRM requires more than the purchase of new software.

In a sense, SRM is picking up where strategic sourcing left off. Despite the significant savings many companies have realized through strategic sourcing over the past two decades, the limitations of this discipline have become increasingly apparent. In a 2008-09 global research study we conducted involving more than 500 companies, buy-side respondents reported that nearly half (46 percent) of potential value from supplier contracts isn’t realized during implementation.1 Perhaps even more surprisingly, sell-side respondents reported delivering only 66 percent of potential contract value.

These sobering statistics point to a key driver behind the development and evolution of SRM as a formal supply chain management discipline. Strategic sourcing, in practice, has led to an enormous focus on interactions with suppliers up to the point of signing new contracts. Yet it has provided relatively little guidance on how to effectively manage the complex and critical interactions between customers and suppliers as they work together to execute against agreements.

This complete article is available to subscribers only.
Click on Log In Now at the top of this article for full access.
Or, Start your PLUS+ subscription for instant access.

Not ready to subscribe, but need this article?
Buy the complete article now. Only $20.00. Instant PDF Download
.
Access the complete issue of Supply Chain Management Review magazine featuring
this article including every word, chart and table exactly as it appeared in the magazine.

Latest News

Procurement is getting its digitized act together
Think small when it comes to warehousing
Improving Forecast Accuracy Through Demand Sensing
Proposed Tariffs May Have Impact on Most U.S. West Coast Ports and Supply Chains
All U.S. West Coast Ports will bear the brunt of tariffs
More News

Latest Resource

8 Ways to Master Your Supply Chain Labeling
Download the following report to learn how an Enterprise Labeling Solution can help you scale and add flexibility to your current supply chain labeling process, allowing you to adapt to evolving business requirements.
All Resources
By ·
Download Article PDF

Only a few years ago, supplier relationship management (SRM) was generally thought of as a software tool. That’s not surprising as SAP, Oracle, Ariba, and others have offered multiple products that bear the label “SRM.” But true SRM entails much more than purchasing new software. Done right, it’s a systematic approach to supply chain collaboration that enhances the business performance of both customers and supplier. But just as customer relationship management (CRM) has proven to be far more about creating a customer-centric culture, transforming business practices, and building new mindsets and skills than simply an IT solution, successfully implementing SRM requires more than the purchase of new software.

In a sense, SRM is picking up where strategic sourcing left off. Despite the significant savings many companies have realized through strategic sourcing over the past two decades, the limitations of this discipline have become increasingly apparent. In a 2008-09 global research study we conducted involving more than 500 companies, buy-side respondents reported that nearly half (46 percent) of potential value from supplier contracts isn’t realized during implementation.1 Perhaps even more surprisingly, sell-side respondents reported delivering only 66 percent of potential contract value.

These sobering statistics point to a key driver behind the development and evolution of SRM as a formal supply chain management discipline. Strategic sourcing, in practice, has led to an enormous focus on interactions with suppliers up to the point of signing new contracts. Yet it has provided relatively little guidance on how to effectively manage the complex and critical interactions between customers and suppliers as they work together to execute against agreements.

SUBSCRIBERS: Click here to download PDF of the full article.

Subscribe to Supply Chain Management Review Magazine!

Subscribe today. Don't Miss Out!
Get in-depth coverage from industry experts with proven techniques for cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Article Topics

January-February 2012 · All Topics
Latest Whitepaper
8 Ways to Master Your Supply Chain Labeling
Download the following report to learn how an Enterprise Labeling Solution can help you scale and add flexibility to your current supply chain labeling process, allowing you to adapt to evolving business requirements.
Download Today!
From the November 2018
New research from APICS, Supply Chain Management Review and Loyola University Chicago finds that operating a responsible supply chain is an increasing priority. But gaps remain between practice and the goal.
2018 Warehouse/DC Operations Survey: Labor Crunch Driving Automation
Shining a light on the “black box” of transportation
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!


Latest Webcast
Inventory Management In An Omni-Channel World
In this webinar Bryan Jensen, executive vice president with St. Onge explains how leading companies are coping with inventory management and the strategies they're utilizing to succeed in this new world of distribution.
Register Today!
EDITORS' PICKS
Proposed Tariffs May Have Impact on Most U.S. West Coast Ports and Supply Chains
Mega ports handling a more diverse array of goods are better able to withstand the blow of higher...
Supply Chain Crime Can Be Addressed By Blockchain Strategy, Says Deloitte Study
Yet, in a 2018 poll, just 15.1 percent of respondents report their organizations are using (3.9...

Global Supply Chains Prepare for Uncertain Economy
Recent strength in employment and income, solid gains in household net worth, and elevated consumer...
Current State: Supplier Relationship Management
APQC and Supply Chain Management Review asked supply chain professionals to answer five questions...