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relationships are being managed , and what our challenges and successes are within each one ,” he says .
King adds “ the fact that our suppliers are able to see how we operate and that we ’ re open to criticism drives an immediate stepchange in supplier behaviour .
“ They can see that we aren ’ t just managing their performance on Suppeco , we ’ re also monitoring our own ,” he says . “ This has helped in securing supplier engagement and buy-in .”
King explains that in the past , supplier meetings would be monthly or quarterly and that all the information was “ historic ”.
“ It would be compiled by one party or the other ,” he says , “ so we ’ d be effectively meeting to talk about what had already happened .”
Now , he says , we ’ re running performance reviews directly from the Suppeco platform , and “ remotely sharing up-to-date screens , and real-time live data ”.
“ Focusing on cost efficiency ignores the strategic value of supplier relationships ”
SHELDON MYDAT , CEO & FOUNDER ,
SUPPECO
King adds : “ Ultimately business is about driving value , increasing profit , and reducing cost . Suppeco is helping us see how all those things are infinitely more achievable by unlocking our supplier relationships .”
Suppeco ’ s Mydat says that , as with most large organisations that work with multiple suppliers and various levels of complexity , BAE ’ s applied intelligence “ was traditionally focused on driving category spend within their procurement function ”. He states that this fails to leverage the strategic value within
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