Talking Supply Chain: Rethinking supplier relationships

In this episode of Talking Supply Chain, Brian Straight speaks with Sam Jenks, chief revenue officer at Kodiak Hub and host of The Way We Source podcast, about why supplier relationship management (SRM) should be treated as procurement’s equivalent of CRM in sales.

Jenks argues that procurement teams are increasingly responsible for resilience, risk management, ESG compliance, and supplier collaboration, yet many organizations still rely on spreadsheets and fragmented tools to manage supplier relationships. The solution, he says, is treating SRM as the “operating system” of procurement, creating a continuous lifecycle approach that connects supplier onboarding, risk monitoring, performance tracking, and innovation.

“Procurement has moved from being an operational order-taking function to being a very strategic function.”

The conversation also explores how AI can remove low-value administrative tasks, how procurement leaders can build the financial case for SRM technology, and why organizations that treat suppliers as strategic partners are better positioned to navigate supply chain volatility.

What you’ll learn in this episode

• Why supplier relationship management should function as procurement’s equivalent of CRM
• How procurement teams can move beyond spreadsheets and transactional supplier management
• Why SRM technology helps organizations improve supply chain resilience
• How AI is reducing low-value procurement tasks and enabling strategic work
• How procurement leaders can build a compelling ROI case for SRM investments

Key themes and takeaways

Procurement teams were once viewed primarily as cost-saving departments buried deep within the organization. But global supply disruptions, tariffs, and geopolitical risk have pushed procurement into a much more strategic role within the enterprise.

Key takeaway: Modern procurement is expected to manage risk, resilience, and supplier innovation, not just negotiate prices.

Key quote: “Procurement has moved from being an operational order-taking function to being a very strategic function.”

Why SRM should be procurement’s version of CRM

Sales teams rely on CRM platforms to manage customer relationships, pipelines, and lifecycle engagement. Jenks argues procurement should approach supplier relationships in the same way, with dedicated systems and processes that manage suppliers as strategic assets.

Key takeaway: Treating suppliers as partners rather than transactions can unlock collaboration, innovation, and resilience.

Key quote: “Procurement lacks an operating system.”

The spreadsheet problem in procurement

Despite the growing complexity of supplier management, many procurement teams still rely heavily on spreadsheets and manual processes.

Research cited in the episode found that 72% of procurement teams still manage supplier relationships through Excel and homegrown tools, limiting visibility and scalability.

Key takeaway: Spreadsheet-based supplier management creates static, point-in-time visibility rather than lifecycle management.

How SRM strengthens supply chain resilience

Supplier relationship management helps organizations identify strategic suppliers, track supplier risk, and maintain approved vendor lists, enabling faster responses to disruptions such as tariffs, geopolitical shocks, or supplier failures.

Key takeaway: Strong supplier relationships and better supplier data improve resilience during disruptions.

Key quote: “True resilience comes from a collaborative approach with vendors.”

The role of AI in supplier relationship management

AI is increasingly embedded in procurement technologies to automate administrative tasks such as document analysis, data extraction, and corrective action planning. Jenks notes that AI can help procurement teams spend less time on manual work and more time on strategic activities.

Key takeaway: AI should augment procurement teams, not replace them, by reducing low-value tasks.

Making the ROI case for SRM

Procurement leaders often need CFO approval to invest in new technology. Jenks suggests framing the business case around three areas:

• Operational efficiency gains
• Strategic value creation with suppliers
• The cost of inaction including risk exposure and lost opportunities

Key takeaway: The financial argument for SRM must include both ROI and the risks of maintaining the status quo.

Practical advice for procurement leaders

Jenks outlines three practical steps for organizations interested in building stronger supplier relationship management programs:

1. Explore the SRM technology landscape. Evaluate vendors and platforms that support supplier lifecycle management.
2. Build an ROI-driven business case. Demonstrate operational, tactical, and strategic value to executive leadership.
3. Act quickly and iterate. Avoid “analysis paralysis.” Start small, learn from implementation, and refine the approach.

Learn More

Listen to the full episode of Talking Supply Chain featuring Sam Jenks, chief revenue officer at Kodiak Hub and host of The Way We Source podcast.

You can find new episodes of Talking Supply Chain every Thursday on SCMR.com or wherever you get your podcasts.

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