Executive Education: SCMi High Performance Business Relationships

Learn how to structure and sustain high performance relationships for competitive advantage and create substantial value, including: Customer Relationship Management Process; Supplier Relationship Management Process; The Partnership Model and The Collaboration Framework. Bookings close Friday 5 May 2017.

SCMi High Performance Business Relationships

Monday 12 June 2017, BRISBANE
Wednesday 14 June 2017, MELBOURNE

Click here for Agenda or to Register

The SCMi High Performance Business Relationships program focuses on how to implement:

  • Customer Relationship Management Process
  • Supplier Relationship Management Process
  • The Partnership Model and
  • The Collaboration Framework.

The customer and supplier relationship management processes form the linkages in the supply chain and provide the structure for how relationships with customers and suppliers are developed and maintained.

The goal is to segment customers and suppliers based on their value over time to the organisation and to implement strategies to increase this value.

The Partnership Model has been used to structure more than 100 business relationships, including The Coca-Cola Company and Cargill, and Wendy’s and Tyson which was the basis for a Harvard Business Review article (click here for HBR article “We’re in this together”).

The Collaboration Framework is being used by companies such as restaurant chain Bob Evans Farms and its major distributor to realise the value of collaboration in real tangible terms (click here for Supply Chain Quarterly article “Co-creating value: The next level in customer-supplier relationships”).

p m & c f lt

Source: Douglas M. Lambert, A. Michael Knemeyer and John T. Gardner, Building High Performance Business Relationships, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2010, p. 8 and p. 79

Click here for Agenda or to Register

“The Partnership Model has become an essential tool for me in structuring the supplier relationships that are necessary for business success. Understanding both parties’ expectations and the potential benefits of a relationship is essential to appropriately allocate time and resources. Using the model has improved our efficiency and success rate with supplier relationships. Our suppliers often praise it for helping them better allocate resources and achieve the improved results.”
— Judy Hollis, President, Judith L. Hollis, LLC Former SVP, Wendy’s International, Inc.

“At The Coca-Cola Company, we use supplier segmentation as the foundation of our global supplier relationship management process. Partnership sessions are held with suppliers categorised as strategic during the segmentation.”
— Martha Buffington, Director, Supply Chain Strategy and Program Management, The Coca-Cola Company

“It is incredible what we learned about our customers in these meetings. In some cases, we found that certain goals we had were, as a matter of customer policy, never going to happen, so we were able to immediately pull resources back. In other cases, we uncovered opportunities for collaboration that we had no idea existed. Either way, the sessions helped us, and our customers, make much smarter investments with each other and accelerate returns on those investments.”
— Bernard F. Leonard, Group Vice President, Food Service, Tyson Foods

“I think the model is invaluable and I have seen it work with all types of relationships.”
— Joe Gordon, Vice President of Supply Chain, Noodles & Company

“The Collaboration Framework helped us refocus a relationship with a new supplier of a high potential new product where performance was not meeting the requirements of our key customers.”
— Pete Koehn, Vice President, Global Operations, Imation

“The Coca-Cola Company uses the Partnership Model to structure a discussion of each company’s business strategies and the “drivers” of partnership as the launching point for its strategic supplier partnership process. A joint partnership plan is created as a result of this discussion at the partnership meeting. The plan includes 3-5 annual objectives and specific initiatives, which are assigned to an owner at each company. Our partnership management routines ensure that the initiatives get done and we maintain the momentum generated in the partnership meeting.”
— Martha Buffington, Director, Supply Chain Strategy and Program Management, The Coca-Cola Company

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“Developing and managing a partnership with a strategic customer or supplier as outlined in this book can provide you with a competitive edge and help tilt the playing field in your favor.”
— Richard A. Locke, Vice President, Supply Chain, Food Packaging Americas & Global Pharmaceutical Packaging, Alcan

“The partnership model described in this book provides the structure to be successful.”
— Don Klock, Former Vice President, Chief Procurement Officer, Colgate-Palmolive

“It is easy to put the commitments on paper, but it is more difficult to put them into action.”
— Judy Hollis, President, Judith. Hollis LLC, Former Senior Vice President, Wendy’s International, Inc.


By: Sharyn Grant - See all Posts by this Author

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