About Michel Philippart:
Michel is a world wide known expert and thought leader on strategic supplier relationship management. He has over 30+ years of experience in the space having worked at McKinsey, Booz Allen Hamilton, PepsiCo Frito-Lay and GSK. Michel is currently a Professor of Supply Strategies at EDHEC Business School.
As we have seen, SRM allows the firm to meet a broad set of objectives. What we have not discussed yet are the resources necessary to deliver on the objectives of SRM.
• Infrastructure resources: this is the lubricant of SRM. Good SRM needs transparency. It also needs insights. Initially SRM infrastructures were enhancing communication, providing a common vision of the network, the projects, etc.
• Human resources: entry level staff and corporate leaders must master technical skills associated to their function and possess a superior level of organizational intelligence to deliver on initiatives that change habits, break rigidities, go again deeply entrenched reflexes.
Developing those resources is essential to deliver results that can capture the potential of the intangible value of suppliers and fend off the intangible risks associated with complex, segmented long supply chains. It can only happen with a clear mandate from the CEO and the C-Suite. Otherwise, internal divergences between functional objectives, risk aversion to experimentation, or to a more open attitude towards supplier will reduce the impact of SRM to only its most basic potential.
SRM: The Future coming next week! Stay tuned.
Check SRM: The Past if you have missed it.