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business
valuation measuring and managing
Leading And Managing Strategic Suppliers 1st Edition Richard Moxham - Solutions
Are their planned reviews on an agreed frequency for all major suppliers?
In your organization is there a multilevel supplier performance review process, with open communication to and from each level?
What is the cost and time involved in collecting and analyzing this data?
Why are we asking the supplier to measure this?
Do we have a quantitative measure here, but the business requires a qualitative assessment?
If we were to dispense with this KPI, what would we want to replace it with?
What do we, or the business, do with the data we collect from this KPI?
Are the current KPIs expressed in SMART terms, or is there some ambiguity?
What quantitative measure have you used elsewhere to capture performance in this area (question to supplier)?
What area of performance does the business area want us to measure?
How are the current KPIs aligned to the business objectives and scope of service?
To what degree has the requirement changed since this KPI was introduced?
Is 24 hours a realistic target if we are to achieve the quality we require within the budget we are prepared to spend?
How can we define a quality performance measure?
In total, building in feedback, error correction, and so on, how long is it taking the supplier to get to the final version?
Typically, how much notice does the executive get of a meeting with a client where a prepared presentation is required?
How important is quality compared with quick turnaround?
Discuss the future and develop the relationship. This is broad and future focused.
Look at opportunities to develop performance. This is about looking beyond performance as measured against the current KPIs, and looking more broadly at continuous improvement and the added value for both parties.
Update supplier on changes in the business, and potential impacts.Involving the supplier on what is happening in your organization, specifically in how those changes relate to the services they are providing, will have two positive effects. First, they will have more context and background to
To proactively manage risk. While an important part of the performance review meeting is to analyze and discuss previous performance, looking forward is also important, particularly in how this will enable you and the supplier to identify potential risks for the next immediate period and make plans
Enable both parties to provide feedback to each other. The review is the ideal platform for honest and balanced feedback with a focus on what are we both doing that helps performance and what we are both doing that inhibits performance. I cannot emphasize enough that it should be two way.
To repeat the rule: Only escalate if you have to. Working out solutions to issues at the operational team level builds a more positive relationship.
Identify issues that cannot be resolved operationally and must be escalated—this links to point
Solve specific operational issues at the operational level review wherever possible. In any contract there will be a prescribed escalation process if issues cannot be resolved at the level they are raised. The aim, however, should always be, wherever possible to resolve without escalation.Resorting
Agree on plans to address performance shortfalls. Performance review is a lot more balanced than identifying shortfalls—but addressing them to restore performance to target level is a key part of the role.
Review performance against the agreed upon measures as laid out in the SLA and KPIs, or for project-based engagements, project deliverables and milestones.
How will moving to an involving/engaging style with suppliers provide more value to the relationship for both parties?
How will the concept of your job as a supplier manager to manage outcomes and not activities influence your approach to supplier communications in the future?
In your organization what do you believe is the predominant communication style applied to supplier relationships?
Make sure every discussion ends with an action—so in a sense you often go back to directing to clarify agreement and action.
If something is fixed and is nonnegotiable, make it clear and explain why.
Take advantage of being new to a supplier relationship—in the first three months you have a clear license to question and challenge.
Do not assume—for example, why a supplier is not performing—ask questions.
Take responsibility for your feelings—“I have a concern about the relationship issues” not “You are causing relationship problems.”
Differentiate an actual performance issue from one that is not directly performance related (e.g., communication, relationship).
In terms of discussing the how it is easier to move from involving to directing (i.e., left to right on the scale).
In a sense you always start a conversation by directing, by defining the topic of the conversation you want.
If you think there is a problem, probably there is. Address early, do not wait.
Differentiate between facts and views—do not represent your feelings as facts.
Questions are key—the more questions you ask, the more you are positively challenging the supplier.
You can use a number of points in the behavioral scale in one discussion.
Use the supplier’s energy not yours—they were engaged for their expertise.
There will be times when you go from the default—ensure you signal why to the supplier.
Ensure the supplier knows what your default is.
As a default direct on the what and engage on the how.
Use the extremes—autocrat/10 and democracy/1 with caution.
There is no right/wrong, good/bad style—the skill is style flexibility and knowing the most effective approach in that situation.
Your communication style will be influenced by the relationship and its maturity, and by the specific topic/issue you are discussing.
The code of practice will be helpful in having these (particularly the tough) discussions.
In your experience, where there have been issues with offshore suppliers, would you attribute them to lack of competence or cultural misunderstandings as the prime cause?
To what extent do you feel Hofstede’s cultural dimensions could have helped with previous offshore supplier engagements that you have been involved in?
In your organization, to what extent is culture considered when an offshore supplier is being engaged?
What actions could you take to introduce the idea?
Why do you think that could be?
To what extent do you feel suppliers might react with suspicion to the working code idea?
In your organization, what would be the challenges to establishing the working code concept with key suppliers?
From what you know of the supplier, where do you believe there are differences that would not be positive? You should already have a view.
From what you know of the supplier, where do you feel the common ground is—in behavioral terms? You are some way into the lifecycle, so there should already be a view on this.
Where do you feel it would be helpful for the supplier to be different from you? You may want to introduce change so it can be beneficial for the supplier to be different from you in some areas.
Where do you feel the supplier needs to have common characteristics as you? Where do you think it is important that you have similar intrinsic characteristics in terms of behavior?
What do you see as your team deficits in terms of communication styles? If there are deficits in terms of internal communications, could they impact communications with suppliers?
What do you see as your team attributes in terms of communication/behavior? If these attributes work well internally, then can they be transferred into the code?
How do you feel stakeholder communication works in your organization?How could it be improved?
To what extent do current processes for identifying stakeholders and their roles and responsibilities work effectively?
Who in your organization (i.e., what role/function) is responsible in a given supplier engagement for identifying the internal stakeholders?
What is our total expenditure with them?
What is their general attitude/responsiveness to our requests?
Is there any evidence of escalations during previous work?
In addition to KPI measures of achievement, to what extent have they added value?
Other evidence of supplier performance—customer satisfaction surveys?
What has their performance been in other/previous contracts?
Who are the key operational and escalation contacts?
Where did the supplier score least well (compared with others)?
What were this supplier’s key strengths (compared with those of others)?
What were the selection criteria for the engagement?
What other initiatives is/could the supplier be involved in?
Examples of other clients they work with?
How significant is this initiative/project to the company?
How significant is the company to the supplier?
How significant is this supplier to the company?
How open do you feel the relationships your organization has with its key suppliers are? Open enough for the suppliers to be confident to state how you are positioned on their segmentation model?
Is there a formal supplier segmentation model that has currency in your organization? If not, should there be?
Given your knowledge of supplier contracts in your organization, do you believe that typically the KPIs set out in the SLA conform to the SMART formula?
To what extent do you feel that the essential elements of a contract are communicated to the people who have to manage the performance of a supplier in your organization?
What is their ability to scale up if your requirements increase? This is similar to question 26, but more focused on their ability to upscale capacity in the immediate/short term.
What are their growth plans? To what extent do you see your requirements for their services expanding significantly in the mid/long term?
What are they investing on development? This links to question 24—are their future capabilities and services going to be aligned to your needs?
What is their strategic direction? Looking mid/long term, does their strategy fit with how you see your future requirements? Is it important?
To what extent is there a cultural fit between you and their organization?Often, cultural fit can be as important as competence in contributing to a positive customer–supplier performance and relationship.
In which areas are they demonstrating added value over their competitors?This relates to question 21—consider price and added value in balance. What USPs are being demonstrated?
How competitive is their bid price compared with your budget, and with other bid prices? Price will always be a factor in selecting a supplier.Price does not, however, always represent the best value.
Have they clearly described how they will internally respond to performance issues? It is important to understand their processes; it is equally important as understanding their culture in resolving issues.
Does their response clearly define how they will report on performance against the key measures? Reference their response to the RFP, about performance reporting. How detailed is the process they describe?
What creativity/innovation did they demonstrate that adds additional value? This links to the RFP not being overprescriptive—where did their response demonstrate thinking outside of the box?
To what extent did they push back and question the brief as given?
Has their tender response addressed all the key issues? This is about checking their proposal against the stated requirements in the RFP and the structure of the response.
How responsive were they to requests during the selection/bidding process? As they are in the selling phase, they should be responsive—if not, and there are delays in responding, then a red flag.
What evidence was there that they had researched your company prior to the initial meeting? Specific questions at the meeting will give you an insight for example—“What do you know about our strategy and marketplace?”
What experience do they have in your market sector? It would seem obvious that experience is an advantage—but could a new entrant have new, innovative ideas?
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