Effective Supplier and Customer Engagement Workshop


There is today a recognition across the supply chain that whilst the “hard” metrics are vital to success and can be measured objectively. However, these need to be complemented by relational metrics. The key one being Supplier and Customer Relationship Management (SCRM). These intangible factors are often fundamental to commercial success and the end customer experience.

The Added Value

In our experience, corporate customers will appreciate the effort and investment made to reach out to its customers and seek to align the needs of the customer with their service offering.

Relationship Management Audit App

To secure this benefit, we would start by measuring and defining the current “quality” of the current relationship between the two parties. We would allow participants access to our unique web application Relationship Management Audit © this will analyse the current relationship and highlight any gaps.

Our Customer and Supplier Relationship Model

We have developed a set of robust and overarching metrics designed to break down to the individual elements to measure performance in terms of responsiveness, innovation, flexibility and other critical factors that will be decided by the client. It is also part of the model that the level of performance required for each category is agreed with the customer and is dependent upon the nature of the contract and the service. Our model utilises a series of key statements.

For example
Metrix – Flexibility

Key Statements

1. Contractor adopts a very rigid approach, unwilling to react to changing situation, seeks to only to meet contract obligations
2. Limited flexibility only when forced to deal with changing situation, unwilling and cooperative approach to the request for flexibility
3. Flexible on most occasions, seeks to interpret the contract to the benefit of both parties
4. Very flexible and cooperative in the vast majority of situations, contractor seeks to be willing partner and strives to delight the client
5. Very flexible, always willing to respond to changing requirements, acts in a proactive way, offering flexibility in anticipation of customer needs

The use of key statements and scoring enables the joint client and customer teams to compare their evaluations and identify the gaps between desired and actual performance of the contract and to use the insights to take practical steps to close the gap and thus improve the outcomes and the relationship. The results of the analysis will be displayed in the form of “spider” diagrams or bar charts. These events are facilitated by our experienced experts and who act as the “arbitrators” of best practice. Part of the process would be support, guidance and training on how to close the gap between the desired and actual level of performance in each of the key metrics, making use of cause and effect models, forcefield analysis, flow charts etc

Our methodology to develop bespoke and tailored workshop event

We totally understand the sensitivity of allowing a third party (us) to engage with some of your key suppliers and customers and we would total respect that sensitivity. As experienced facilitators, we fully understand the need for diplomatic interventions. We have developed a robust process to ensure that this critical analysis is efficiently and effectively undertaken. The process is based upon the value of pre-workshop research and the inclusion of all key stakeholders therefore ensuring relevance and a valid shared vision and ownership

Step 1

Understand the Client Context

We would develop an understanding of the client’s business models, its customers and markets and therefore gain a sound knowledge of the roles and responsibilities of their commercial teams and the challenges they face. This will enable us to ensure that the key issues are addressed in the workshops. We would expect to meet and discuss with various officials so that they can gain an insight into the thinking behind the DPSS model. We would classify the customers and suppliers that need to be included in the workshop in terms of risk and value and the priority determined by the client, whereby those deemed to be strategically important are the priority focus of the improvement process.

Step 2

Clarify the Issues and set up “Focus Group” event and discussions with client stakeholders

We would use our “Focus Group” model to engage with key stakeholders to clarify the issues, challenges, problems and any short coming that need to be addressed in the training. This event (which are often half day event) are a very efficient, effective and cost effective means of undertaking pre-workshop research and development. The event would take place at the client’s location. The results would then be analysed and collated into coherent workshop content

Step 3

Establish Critical Success Factors (CSF)

We would establish the critical success factors that need to be in place to deliver the required outcomes and add value. Based upon our extensive experience we would expect these to include, the use of highly skilled and experienced facilitators, clearly established and agreed outcomes, high quality workshop materials and robust delivery schedules.

Step 4

Presentation to Management

Dr Ray Carter (who will lead the team) would then make a presentation to the management team to explain our thinking and seek approval of the workshop content and delivery strategy

Step 5 Commence Delivery

A key part of the process there is the ongoing and constant review of our facilitators performance. We have a workshop assessment process and feedback system as required by an ISO 9000 2008 certified training company and CIPS Centre of Excellence and IACCM approved provider

For further details please email ann@dpss.co.uk