🅰️

Supplier management setup project

Initial meetings

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Business case meeting

Business case meeting

Invitation email

Subject: Supplier management business case meeting invitation

Dear colleagues,

We kindly invite you to our supplier management business case meeting. We want to explain to you the need for, approach to, and costs of a systematized and standardized supplier management process. Supplier management serves as the connection between sourcing and operational functions. This meeting proposes a structured approach for adopting a supplier management process.

Best, Max

Meeting information

Overview

  • We lack a clear overview of what services we buy from which suppliers, with what kind of contracts.
  • Supplier management is the function/process/practice systematically ensuring that we receive the services in the agreed quality, and that internal and supplier stakeholders work well together.
  • We propose the adoption of a systematized and standardized supplier management process to increase the control of suppliers, delivery quality, and costs.

Goal

  • We structure the communication, coordination, cooperation, and collaboration between internal and supplier stakeholders.
  • We increase satisfaction with the delivered services and standardize and consolidate the supplier, contract, and service landscape.
  • We ensure that fast and reliable supplier delivery challenges get service delivery back to normal.

Objectives

  • Maximize the satisfaction of internal stakeholders with suppliers.
  • Minimize the number of business interruptions resulting from supplier service interruptions.
  • Maximize the percentage of externally sourced services (compared to internally produced services).

Challenge

  • We need management of external suppliers that comes into effect after the sourcing/procurement process.
  • We need management of external suppliers between strategy and operations.
  • We need to ensure the delivery of the agreed IT services based on the closed contracts.

Possible solutions

  • We don’t see a need for a distinctive supplier management process.
  • We integrate supplier management activities into our existing processes and teams.
  • We set up a dedicated supplier management process with a small dedicated team.

Solution recommendation

  • The supplier management process is an effective, efficient, and sustainable approach to increase satisfaction with external suppliers’ service delivery.
  • The setup of a supplier management approach takes some time, but according to the Pareto principle fast success should be possible (80% of the process setup can be achieved 20% of the time).
  • The supplier management process will bring quick results for increasing service delivery and improving future sourcing projects and our existing contract templates.

Benefits

  • We’ll measurably increase the quality of external services delivery.
  • Our own solutions will be of a higher quality due to the increased quality of the suppliers’ services.
  • We reduce the organization’s risk of failures and major incidents due to a lack of communication and/or understanding between internal stakeholders and suppliers’ stakeholders.

Limitations

  • The supplier management process depends on a number of other processes to properly work and have an effect on the organization’s performance.
  • The supplier management process requires continual improvement, instead of being done once and forgotten.
  • Supplier management needs the right amount of resources, especially one to two full-time employees initially and 1/2 FTE once set up.

Procurement

  • Initially, supplier management doesn’t need its own services or technology solutions.
  • Further down the line, a software tool can help structure supplier relationships and collect regular standardized data and information sets.
  • External consulting can help set up the process faster and with less effort.

Budget

  • We recommend an internal budget of one FTE for half a year to set up the supplier management process.
  • We recommend a budget of 20k EUR - 50k EUR for consulting services in the setup phase.
  • We recommend an ongoing resource planning of 1-2 FTE for the running supplier management process.

Risks

  • We don’t have the expertise and experience to set up a supplier management process.
  • We don’t invest a sufficient amount of resources to set up the supplier management process.
  • We don’t find the right consulting firm to support us with setting up a supplier management process (e.g., too slow, too complex, too much talking).

Risk mitigation

  • We focus on practices and templates instead of process flowcharts and standard operating procedures.
  • We ask our internal stakeholders about their need for supplier management support.
  • We find an efficient consulting firm with a lean consulting approach.

Outline plan

  1. We align our internal stakeholders on the project and the expected outcomes.
  2. We gather the current supplier, contract, and service landscape.
  3. We determine simple practices for the operational teams working with the suppliers on a day-to-day basis.
  4. We plan regular (weekly, monthly, quarterly, yearly) supplier meetings and create meeting templates.
  5. We set up supplier performance measurement interviews and surveys to learn about our internal stakeholders’ perceptions of our suppliers.
  6. We create supplier management tables to keep data & information together.

Required resources

  • We’ll set up the supplier management process with one FTE.
  • We need external consulting services for good practice transfer and to coach our project team.
  • We need some time from many operational people and stakeholders of various teams and functions.

Timescale

  • We’ll need half a year to set up the initial supplier management process.
  • We aim to make progress step by step on a weekly basis.
  • Our progress depends on finding slots to work with other teams and functions.

Project management

  • We manage this project, including all the activities necessary to make it a success.
  • We continually report to all involved stakeholders about the current status and changes of the plan.
  • We develop supplier management good practices, for future use by related organizations.

Follow-up email

Subject: Supplier management business case meeting follow-up

Dear colleagues,

Thanks for joining our supplier management business case meeting. We explained the need for supplier management, and a possible approach to adopting a structured supplier management process. We’ll keep you updated with more concise meetings in the upcoming weeks. We’ll also set up an internal wiki page where we’ll publish all information regarding this project.

Best, Max

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Project planning meeting

Project planning meeting

Invitation email

Subject: Supplier management project planning meeting invitation

Dear colleagues,

We kindly invite you to our supplier management project planning meeting. We’ll discuss the overall project plan and answer your questions. The project plan includes the following parts: Project integration, Project scope, Project schedule, Project costs, Project quality, Project resources, Project communications, Project risks, Project procurement, Project stakeholders.

Best, Max

Meeting information

Project integration

  • We lead and manage this project by reducing the friction that could occur working in several project teams and/or sub-projects.
  • We coordinate the project by the project team in collaboration with superiors, sponsors, and stakeholders.
  • The project team includes the people who will later manage the supplier management process, reducing friction from project to process.

Project scope

  • The project aims to set up a supplier management process to increase satisfaction with external suppliers and their services.
  • The project includes all tasks until supplier management operations are up and running.
  • The project doesn’t include setting up some activities that are considered as supplier management activities by some management frameworks (e.g., technology/innovation/supplier scouting).

Project schedule

  • The goal is to execute the project in the next six months.
  • The schedule includes all steps from the first meeting to achieving a working supplier management process.
  • The project has external dependencies, especially aligning with other teams and functions.

Project costs

  • The project has calculatory internal costs.
  • Hiring an external consultant costs 20k EUR - 50k EUR.
  • The ongoing supplier management process will account for 1-2 FTE.

Project quality

  • The project will conduct evaluation activities before designing and implementing the final supplier management process.
  • The project will be in close contact with a wide array of stakeholders to elicit and implement their requirements with the desired quality.
  • The project team will determine and discuss project quality criteria and is open to feedback from employees, superiors, sponsors, and stakeholders.

Project resources

  • We set up a project team integrating the different workstreams of this project.
  • The project team is the single point of contact for all superiors, sponsors, and stakeholders.
  • The project team will (partly) transition to the process team and/or will properly train the process team.

Project communications

  • The project team is the single point of contact and the single source of truth for all employees, superiors, sponsors, and stakeholders.
  • The project team values high-quality written documentation in addition to verbal explanations in meetings.
  • The project team will use mass distribution communication to inform employees about the project, including future processes.

Project risks

  • The project has some risks regarding the internal project team’s expertise and experience in supplier management.
  • The project has risks regarding the interests, wants, and needs of the various stakeholders.
  • The project has risks regarding the time and effort needed to fully execute the project until the supplier management process is running.

Project procurement

  • The project includes the procurement of consulting services.
  • The project doesn’t include the procurement of a supplier management software tool.
  • The project doesn’t include the procurement of IT services (this is part of sourcing projects).

Project stakeholders

  • Sponsor: The project sponsor has a true interest in improving relationships with suppliers and service delivery quality.
  • Future users: Future users will use the established process to manage suppliers and increase the service delivery quality.
  • Primary stakeholders: The primary stakeholders are the other teams and functions currently working with external suppliers.

Follow-up

Subject: Supplier management project planning meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management project planning meeting. We value your input and will implement your suggestions. We continually update our project plan and the corresponding approaches and tasks following an agile project management approach. Feel free to drop us your questions and feedback at any time. Please also have a look at our wiki page, which contains all the information about this project.

Best, Max

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Project communication and information meeting

Project communication and information meeting

Invitation email

Subject: Supplier management communication and information meeting invitation

Dear colleagues,

We kindly invite you to our supplier management communication and information meeting. We’ll explain and discuss this project's approach to communication, coordination, cooperation, collaboration, and information.

Best, Max

Meeting information

Project communication

  • We communicate via email with a shared inbox to ensure that we receive all emails and everyone stays in the loop.
  • We communicate via an email distribution list to internal stakeholders to ensure that we don’t forget anyone.
  • We communicate regularly so that everyone stays up to date.

Project coordination

  • We coordinate activities with sponsors, internal stakeholders, and external suppliers.
  • We coordinate the project and all activities centrally due to the small project size.
  • We coordinate the task distribution in written form and with regular meetings, instead of ad hoc.

Project cooperation

  • We cooperate with our project sponsor to ensure all targets are met.
  • We cooperate with internal stakeholders, especially service operations teams.
  • We cooperate with external suppliers to include their expertise and experience in our future processes.

Project collaboration

  • We collaborate in shared text documents and tables.
  • We collaborate on wiki pages to see changes in real-time.
  • We prefer cooperation instead of collaboration on documents, in order to reduce discussions about written output.

Project information

  • We update our sponsor and internal stakeholders regularly and communicate any new information immediately.
  • We inform external suppliers about this project and our target of setting up a process.
  • We inform our project members about new developments in time, preferably through written asynchronous channels (e.g., email, wiki chapters).

Follow-up email

Subject: Supplier management communication and information meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management communication and information meeting. We value your questions and feedback. We want to keep everyone up to date at all times. Feel free to send us your questions and your feedback. Please check our wiki page regularly for the latest information regarding this project.

Best, Max

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Stakeholder alignment meeting

Stakeholder alignment meeting

Invitation email

Subject: Supplier management stakeholder alignment meeting invitation

Dear colleagues,

We kindly invite you to our supplier management stakeholder alignment meeting. We’ll provide you with an overview of our organization’s future supplier management capability and how we’ll get there. This meeting doesn’t require any preparation from your side. We welcome your questions and feedback.

Best, Max

Meeting information

Supplier management in a nutshell

What’s supplier management?

  • Supplier management ensures high-quality service delivery by external suppliers.
  • Supplier management works with internal stakeholders and external suppliers to improve the suppliers’ service performance.
  • Better, faster, cheaper external service delivery contributes to better, faster, cheaper customer solutions.

What are the advantages of supplier management?

  • Effective: Supplier management ensures externally delivered services meet the agreed targets.
  • Efficient: Supplier management ensures that externally delivered services meet the agreed targets with the least costs.
  • Sustainable: Supplier management ensures that we improve services for the long term (compared to solving short-term incidents and problems).

How do we set up a supplier management process?

  • Plan: We plan what information to collect from suppliers, how to ask internal stakeholders about service quality requirements, and how to set up regular supplier meetings.
  • Build: We design templates for regular activities and introduce them to internal stakeholders and external suppliers.
  • Run: We guide internal stakeholders and external suppliers through the first structured meetings.

The supplier management setup project

Plan

  • Determining the supplier management project plan
  • Calculating the costs for the organization
  • Determining the project methodology

Build

  • Design the supplier management activities
  • Design meeting templates, interview guides, and surveys
  • Test the created outcomes

Run

  • Collect supplier data regularly and in a structured manner
  • Run regular structured supplier meetings
  • Run regular internal stakeholder interviews and surveys

The operational supplier management process

Measurement

  • The suppliers provide their reporting in the format we require it.
  • The internal stakeholders read the written reports and evaluate the verbal reports generated from those initial reports.
  • The internal stakeholders provide their opinion of the supplier management process through interviews and surveys.

Discussion

  • The internal stakeholders discuss the suppliers’ performance with the suppliers’ point of contact.
  • The internal stakeholders understand current challenges and develop approaches for improvement together with the suppliers.
  • The internal stakeholders and external suppliers agree on improvement plans.

Improvement

  • The suppliers improve their service delivery in measurable ways.
  • The internal stakeholders develop long-term innovation plans to deepen the cooperation.

The advantages of a supplier management process

Better

  • The supplier management process improves suppliers’ service performance.
  • The supplier management process improves the cooperation between internal stakeholders and suppliers.
  • The supplier management process improves our customer solutions due to better inputs and production quality.

Faster

  • The supplier management process increases the speed of service improvement development and implementation.
  • The supplier management process increases the speed of communication between internal stakeholders and suppliers.
  • The supplier management process increases the speed of customer solution quality improvement development and implementation.

Cheaper

  • The supplier management process reduces transaction (e.g., management) costs.
  • The supplier management process reduces costs due to low service performance.
  • The supplier management process reduces costs through more outsourcing to specialized (and therefore cheaper than internal delivery) suppliers.

Follow-up email

Subject: Supplier management stakeholder alignment meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management stakeholder alignment meeting. We value your questions and your feedback. We’ll deepen our collaboration in the upcoming weeks and months. Feel free to have a look at our wiki page, where we publish the latest information regarding this project and the future process. If you have any questions, don’t hesitate to contact us.

Best, Max

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Stakeholder interviews preparation meeting

Stakeholder interviews preparation meeting

Invitation email

Subject: Supplier management stakeholder interviews preparation meeting invitation

Dear colleagues,

We kindly invite you to our supplier management stakeholder interviews preparation meeting. Although the name of this meeting is long, the concept is simple; we want to prepare the interviews we’ll conduct inside our organization as part of our supplier management setup project.

Best, Max

Meeting information

Why do we conduct stakeholder interviews?

Individual requirements

  • Stakeholders have different challenges/requirements/preferences.
  • We want to learn from you before we design the process.
  • We want to incorporate as much feedback as possible before making decisions.

Lean startup/product approach

  • We follow a lean approach to learning before testing and implementation.
  • Broad and deep feedback is necessary.
  • We’re open to killing the project if the feedback is “net negative.”

Helpful feedback

  • Share your thoughts.
  • Make your feedback tangible.
  • Share your feedback at any time (not only in these interviews).

How will we conduct stakeholder interviews?

Invitation

  • Invitation via email.
  • Broad selection of appointment dates and times.
  • Flexible date and time change possible.

Appointment

  • One-hour web meeting.
  • No preparation needed.
  • Time for Q&A and individual feedback.

Execution

  • Semi-structured interview.
  • Ten questions in one hour.
  • Feedback at the end and updates after the interview.

What questions will we ask?

  1. What are your challenges/requirements/preferences regarding suppliers’ service performance?
  2. What are your challenges/requirements/preferences regarding cooperation with our organization’s suppliers?
  3. What are your challenges/requirements/preferences regarding support in managing our organization’s suppliers?
  4. What are your challenges/requirements/preferences regarding time investment for supplier management?
  5. What are your problems/requirements/preferences regarding our organization’s supplier management?
  6. What are your challenges/requirements/preferences regarding standard operating procedures to manage our organization’s suppliers?
  7. What are your challenges/requirements/preferences regarding templates to manage our organization’s suppliers?
  8. What are your challenges/requirements/preferences regarding supplier management software tools?
  9. Do you have any other challenges/requirements/preferences?

Follow-up email

Subject: Supplier management stakeholder interviews preparation meeting follow-up

Dear colleagues,

Thanks for your participation in our supplier stakeholder interviews preparation meeting. If you have any questions, don’t hesitate to contact us. Feel free to visit our project’s wiki page, which always has the latest information.

Best, Max

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Stakeholder interview meeting

Stakeholder interview meeting

Invitation email

Subject: Supplier management stakeholder interview meeting invitation

Dear colleague,

We kindly invite you to a personal 1:1 stakeholder interview as part of our supplier management setup project. We would like to discuss approximately ten questions with you. The questions contain your views (challenges, requirements, preferences) regarding supplier management and its concrete implementation. I selected a free meeting spot in your calendar. Please send me a calendar change request if you would like to change the meeting date and/or time. In case of any questions in the meantime, feel free to contact me.

Best, Max

Meeting information

Question 1

  • What are your challenges/requirements/preferences regarding suppliers’ service performance?

Question 2

  • What are your challenges/requirements/preferences regarding cooperation with our organization’s suppliers?

Question 3

  • What are your challenges/requirements/preferences regarding support in managing our organization’s suppliers?

Question 4

  • What are your challenges/requirements/preferences regarding time investment for supplier management?

The supplier management process

  • User segment: Internal stakeholders working with our organization’s external suppliers.
  • Early adopter: Selected internal stakeholders with their selected external suppliers.
  • Problem: Managing suppliers isn’t based on a systematized and standardized process.
  • Existing alternatives: Continual supplier management with low maturity level and in various ways.
  • Solution: The organization designs and implements a structured supplier management process.
  • Value proposition: Continual improvement of supplier relationships and service performance.
  • Cost structure: External consulting fees and internal FTEs are necessary to set up the supplier management process.
  • Implementation process: Lean planning, interviews, surveys, regular supplier reporting, regular meeting design, regular surveys.
  • Adoption process: Gradual rollout to all operational teams with supplier relationships.
  • Continual improvement: The future supplier management team continually improves the process with more (and better) practices and templates.

Question 5

  • What are your problems/requirements/preferences regarding our organization’s supplier management?

Question 6

  • What are your challenges/requirements/preferences regarding standard operating procedures to manage our organization’s suppliers?

Question 7

  • What are your challenges/requirements/preferences regarding templates to manage our organization’s suppliers?

Question 8

  • What are your challenges/requirements/preferences regarding supplier management software tools?

Question 9

  • Do you have any other challenges/requirements/preferences?

Follow-up email

Subject: Supplier management stakeholder interview meeting follow-up

Dear colleague,

Thank you for your participating in our interview. We value your feedback and will incorporate it into our supplier management setup project. If you have any questions, don’t hesitate to contact us. Feel free to have a look at our wiki page from time to time. We’ll also send you updates via email in the next few weeks.

Best, Max

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Stakeholder interviews results meeting

Stakeholder interviews results meeting

Invitation email

Subject: Supplier management stakeholder interviews results meeting invitation

Dear colleagues,

We kindly invite you to our supplier management stakeholder interviews results meeting. We’ll present our supplier management interview results to you at this meeting.

Best, Max

Meeting information

Interview results

  • Supplier management is a necessary capability.
  • Our organization must increase the maturity of the supplier management capability.
  • Setting up a process makes sense.
  • Stakeholders prefer good practices, standard operating procedures, and templates.
  • A limited number of flowcharts would support the process understanding.

Question 1

What are your challenges/requirements/preferences regarding suppliers’ service performance?

  • Incidents and problems aren’t followed through in a systematic way
  • Performance measurement doesn’t recognize all issues
  • No systematic performance improvement approach

Question 2

What are your challenges/requirements/preferences regarding cooperation with our organization’s suppliers?

  • Limited systematic measurement
  • No systematic way to discuss performance issues with suppliers
  • No internal coordination on how to manage suppliers

Question 3

What are your challenges/requirements/preferences regarding support managing our organization’s suppliers?

  • No supplier management process/practices/procedures
  • No central authority to discuss supplier issues
  • No plan to set anything up yet

Question 4

What are your challenges/requirements/preferences regarding time investment for supplier management?

  • Supplier management isn’t my core task
  • Supplier management can be time intensive
  • No long-term supplier management possible

Question 5

What are your problems/requirements/preferences regarding our organization’s supplier management?

  • No systematic supplier management at all
  • Until now, there has been no intention to set up a supplier management capability
  • No systematic supplier management activities in other functions/teams

Question 6

What are your challenges/requirements/preferences regarding standard operating procedures to manage our organization’s suppliers?

  • Text should be concise and simple to understand
  • No long texts or hard-to-understand flowcharts
  • Integration with workflow software

Question 7

What are your challenges/requirements/preferences regarding templates to manage our organization’s suppliers?

  • Should be easy to understand
  • Should be based on workflow software instead of PDFs
  • Should be integrated with workflows and SOPs

Question 8

What are your challenges/requirements/preferences regarding supplier management software tools?

  • Easy to use
  • Please, not another process-specific software
  • Use of existing software tools instead

Question 9

Do you have any other challenges/requirements/preferences?

  • More systematic processes, SOPs, and templates needed in other areas
  • Interviews about other process areas would be useful
  • Hard to find documentation about internal processes

Follow-up email

Subject: Supplier management stakeholder interviews: results meeting follow-up

Dear colleagues,

Thank you for participating in our supplier management stakeholder interviews results meeting. We hope we could give you a good impression of the stakeholders’ thoughts about supplier management. We’ll inform you about the next steps in the upcoming days. Feel free to have a look at our wiki page from time to time.

Best, Max

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Solution options meeting

Solution options meeting

Invitation email

Subject: Supplier management solution options meeting invitation

Dear colleagues,

We kindly invite you to our supplier management solutions options meeting. We’ll discuss possible options for moving forward with our supplier management setup project.

Best, Max

Meeting information

Option 1: Minimum supplier management capability

We set up a minimum possible supplier management capability.

  • The minimum capability includes basic templates for individual interactions between internal stakeholders and external suppliers.
  • The minimum capability includes a small number of basic standard operating procedures to help individual operational teams.
  • The minimum capability doesn’t include a harmonized measurement, interaction, and feedback system.

Option 2: Standard supplier management capability

We set up a usual supplier management capability.

  • The usual capability includes standardized measurements systems, standard operating procedures, and templates for harmonized supplier management throughout our organization.
  • The usual capability includes standardized tables for measurement activities throughout all suppliers and contracts.
  • The usual capability doesn’t include the strategic role of supplier management and dedicated software tools for supplier management.

Option 3: Strategic supplier management capability

We set up a strategic supplier management capability.

  • The strategic supplier management solution includes sophisticated measurements systems, standard operating procedures, and templates for well-advanced supplier management throughout the organization and together with related organizations (in the customer role).
  • Strategic supplier management discusses how supplier relations at the highest level of the organization can follow a strategic outsourcing approach.
  • The strategic supplier management capability leaves technology innovation and supplier scouting, sourcing, and other functions with other teams, but integrates these capabilities more than usual.

Follow-up email

Subject: Supplier management solution options meeting follow-up

Dear colleagues,

Thanks for joining our supplier management solutions options meeting. We want to thank you for supporting our project and participating in the discussion. We’ll keep you updated in the next weeks. Feel free to have a look at our wiki page from time to time.

Best, Max

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Sourcing function alignment meeting

Sourcing function alignment meeting

Invitation email

Subject: Supplier management sourcing function alignment meeting invitation

Dear colleagues,

We kindly invite you to our supplier management sourcing function alignment meeting. We’ll discuss and align the demarcation lines between the sourcing and the supplier management functions. We’ll also gain an understanding of each other's accountabilities and how we’ll work together in the future.

Best, Max

Meeting information

What the sourcing function does

  • Discussing service sourcing and service requirements with business units.
  • Sourcing new services, contracts, and suppliers.
  • Designing contracts and supplier relationships.

What the supplier management function does

  • Managing existing supplier relationships.
  • Executing existing contracts and supplier relationships.
  • Improving suppliers’ service delivery performance.

What we do together

  • Understanding each other's processes.
  • Designing common process interfaces.
  • Developing shared templates and workflows.

How we meet and align

  • Meeting regularly and aligning processes.
  • Developing our functions together.
  • Explaining our tasks and accountabilities to business stakeholders together.

Follow-up email

Subject: Supplier management sourcing function alignment meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management sourcing function alignment meeting. We discussed and aligned our functions for combined sourcing & supplier management. We’re open to your questions and feedback at any time. Feel free to drop us an email. Please also visit our wiki page for the latest developments on this project.

Best, Max

Process design meetings

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Table structure meeting

Invitation email

Subject: Supplier management table structure meeting invitation

Dear colleagues,

We kindly invite you to our supplier management table structure meeting. We’ll discuss the data and information structure to collect one-time and ongoing supplier information. We value your input and feedback due to the number of different implementation options.

Best, Max

Meeting information

Why

Why do we need to determine supplier management table structures?

  • Table structures are a precondition of the initial supplier landscape elicitation and the ongoing supplier management activities.
  • Table structures are a possible framework for processes and procedures and work in conjunction with standard operating procedures.
  • Table structures are the input to create forms and templates as part of process/workflow management.

How

How do we determine supplier management table structures?

  • What information do we want to collect?
  • What information do our internal stakeholders need?
  • What information do our suppliers need?
  • What information does the sourcing function need?
  • What information does the technology supplier innovation team need?
  • What information do the operational teams need?
  • What information does the procurement function need?
  • What information does the finance function need?

Suppliers table

What are our supplier table’s data fields?

  • Supplier name
  • Identifier
  • Category
  • Contract value
  • Contracts
  • Our relationship owner
  • Preference evaluation
  • Preference rationale
  • Preference status
  • Provider/vendor relationship owner
  • Relationship summary
  • Services/solutions
  • Status

Contracts table

What are our contract table’s data fields?

  • Contract name
  • Identifier
  • Supplier
  • Agreement date
  • Category
  • Notes
  • Notice period
  • Our owner
  • Renewal process start date
  • Services
  • Start & end date
  • Status

Services/Projects table

What are our service/project table’s data fields?

  • Service name
  • Identifier
  • Contract
  • Category
  • Description
  • Notes
  • Our owner
  • Renewal process start date
  • Start & end date
  • Status

Reports table

We will create a public form enabling our suppliers to upload their reports.

  • Report name
  • Supplier, contract, service/project
  • Category
  • Date
  • Summary
  • Attachment
  • Service level #1
  • Service level #2
  • Service level #n
  • Escalation comment (internal)
  • Status (internal)

Sourcing projects

The sourcing function is the owner of this table.

  • Sourcing project name
  • Identifier
  • Category
  • Date
  • Our owner
  • Priority
  • Scope
  • Status
  • Value

Audits/reviews

  • Audit/review name
  • Identifier
  • Supplier, contract, service/project
  • Auditors
  • Date
  • Category
  • Results
  • Feedback
  • Improvement plan
  • Status
  • Attachment

Follow-up email

Subject: Supplier management table structure meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management table structure meeting. Your feedback helps us in setting up an information architecture that fits the whole organization instead of only the supplier management function. If you have any additional questions or feedback, feel free to drop us an email. We will publish this and future information on our wiki page too.

Best, Max

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Supplier landscape elicitation meeting

Invitation email

Subject: Supplier landscape elicitation meeting invitation

Dear colleagues,

We kindly invite you to our supplier landscape elicitation meeting. We’ll elicit our supplier landscape with your help. We’ll explain the approach and the tasks to you during the meeting.

Best, Max

Meeting information

Goal

Goal: Collecting our organization’s suppliers, contracts, services/projects

  • An overview of our current supplier landscape is the first step before getting into the supplier management details.
  • A supplier landscape analysis provides hints on the supplier management function and process design.
  • The supplier landscape elicitation is the basis for the ongoing supplier management process (e.g., regular reporting).

Challenge

Challenge: No central information storage

  • We haven’t collected our contracts in a central place.
  • Contract information is splattered around the organization.
  • We don’t know which documents we’re looking for.
  • We need your help to collect all supplier and contract information.

Approach

Approach: Send us the supplier information you have

  • Supplier details
  • Contracts
  • Contract attachments
  • Service level agreements
  • All other documents related to a supplier relationship

Alternative solution

Alternative solution: We ask our suppliers to send us a contract copy

  • If we cannot find the contract documents, we’ll have to ask our suppliers for the contracts.
  • This can be embarrassing, but it must be done as part of the supplier management process.
  • We’ll inform you about the missing documents before asking our suppliers for a copy.

Follow-up email

Subject: Supplier landscape elicitation meeting follow-up

Dear colleagues,

Thanks for participating in our supplier landscape elicitation meeting. We hope that we explained the tasks clearly. If you have any additional questions and/or feedback, feel free to drop us an email at any time. Please also check our wiki page regularly for the latest information and instructions regarding this project and the future supplier management process.

Best, Max

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Supplier communication and information meeting

Invitation email

Subject: Supplier communication and information meeting invitation

Dear colleagues,

We kindly invite you to our supplier communication and information meeting. We’ll discuss our approach to communication and information sharing with external suppliers. The topics are categories of communication & information, software tools, and accountabilities.

Best, Max

Meeting information

Communication with suppliers

What are our requirements for communicating with suppliers?

  • Communication with many different suppliers and various internal stakeholders.
  • The supplier management function designs processes and systems.
  • The supplier management function doesn’t manage on a day-to-day basis.
  • The supplier management function needs transparency of all communication with external suppliers but seldom directly intervenes.
  • The supplier management function cannot monitor daily supplier communication due to the high number of messages sent.

How do we communicate with suppliers?

  • The day-to-day communication works with emails between operational teams and external suppliers.
  • The supplier management function doesn’t want to get involved in daily operations with external suppliers.
  • Operational teams use different software tools (e.g., email, ticket system) with their suppliers.

Information management with suppliers

What are our requirements for sharing information with suppliers?

  • We differentiate between internal and external information.
  • We classify information based on our existing classification scheme.
  • We extend our organization’s information classification scheme to work with suppliers if needed.
  • We continually improve our organization’s information classification scheme.

Written information

How do we share information with our suppliers?

  • What are our supplier communication & information categories? (e.g., operational, reporting, management meetings)
  • What wiki software tool do we use to share text with suppliers?
  • What table software tool do we use to share data with suppliers?
  • What chat software tool do we use to communicate with suppliers?
  • What asynchronous messaging software tool do we use to communicate with suppliers?
  • What ticket software tool do we use to manage tasks with suppliers?
  • What other software tools do we use to work with suppliers?

Follow-up email

Subject: Supplier communication and information meeting follow-up

Dear colleagues,

Thanks for participating in our supplier communication and information meeting. We value your input, questions, and feedback and will incorporate this into our upcoming supplier process design. Feel free to drop us an email if you have any questions. We publish our supplier-management-related information on our wiki page. Feel free to have a look.

Best, Max

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Missing information meeting

Missing information meeting

Invitation email

Subject: Supplier management missing information meeting invitation

Dear colleagues,

We kindly invite you to our supplier management missing information meeting. We’ll discuss the required steps to get copies of our supplier contracts and other supplier information. This is a necessary step before we can continue with setting up our supplier management function and process.

Best, Max

Meeting information

Contract information is missing

  • We need all relevant supplier and contract information to set up the supplier management function.
  • We asked internal stakeholders to contribute the supplier and contract information they know about.
  • We couldn't find some relevant supplier and contract information.

Asking suppliers for contract information

  • We’ll ask our suppliers for copies of supplier and contract information.
  • This isn’t as unusual as you might think.
  • Even if it’s a bit embarrassing, this information is necessary to continue setting up the supplier management function.

Future avoidance

  • The future supplier management function manages suppliers’ contract information.
  • Central tables contain all the information, including document attachments.
  • In the future, the need to ask suppliers for our closed contracts will be very unlikely.

Follow-up email

Subject: Supplier management missing information meeting follow-up

Dear colleagues,

Thanks for joining our supplier management missing information meeting. We discussed the necessary steps to get the missing supplier and contract information. By contacting our suppliers for this information, we are a step closer to setting up a supplier management process.

Best, Max

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Relationship management meeting

Relationship management meeting

Invitation email

Subject: Relationship management meeting invitation

Dear colleagues,

We kindly invite you to our supplier relationship management meeting. We’ll discuss why, what and how we manage our supplier relationships.

Best, Max

Meeting information

Why

Why do we manage supplier relationships?

  • Good personal relationships are the foundation of a good work relationship.
  • People must work well together as a foundation of business results.
  • Poor working relationships have a direct impact on the supplier’s delivery performance.
  • Bad supplier delivery performance impacts our business and our customer solutions.

Requirements

What are our supplier relationship requirements?

  • Prussian virtues are the foundation of our interpersonal relationships: https://en.wikipedia.org/wiki/Prussian_virtues
  • Internal stakeholders and external suppliers must align on how to cooperate and collaborate together.
  • Process management tools (e.g., standard operating procedures) can help to build working relationships.
  • Relationships should be measurable through systems (KPI, OKR, or similar).

How

How do we manage our supplier relationships?

  • Measurement: KPIs as part of service level agreements
  • Meetings: Regular exchange with suppliers
  • Interviews: Stakeholder interviews
  • Surveys: Stakeholder surveys

Follow-up email

Subject: Relationship management meeting follow-up

Dear colleagues,

Thanks for participating in our supplier relationship management meeting. We discussed the importance of professional supplier relationship management. If you have any additional questions or feedback, feel free to drop us an email. Also, have a look at our wiki page for the latest information about this project.

Best, Max

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Compliance management meeting

Compliance management meeting

Invitation email

Subject: Supplier management compliance management meeting invitation

Dear colleagues,

We kindly invite you to our supplier management compliance management meeting. We’ll explain and discuss how we ensure that our suppliers follow our regulatory compliance requirements.

Best, Max

Meeting information

Why

Why do we manage suppliers’ compliance with regulations?

  • Compliance with laws and other regulations is a necessary part of every organization.
  • We’re accountable for examining our suppliers’ regulatory compliance.
  • Any non-compliance of our suppliers has a direct impact on our regulatory compliance system.
  • Non-compliance of our organization to laws and regulations is a threat to our business and our customers.

Requirements

What are our supplier compliance requirements?

  • We must create and maintain lists of regulatory compliance schemes.
  • We must examine our suppliers’ regulatory compliance as part of a sourcing/procurement project and after the business relationship is set up.
  • Regulatory compliance is an ongoing challenge due to changing regulatory requirements and changes in organizations.
  • Regulatory compliance is an essential part of regular supplier reporting.

How

How do we manage our suppliers’ compliance with regulations?

  • Checklists
  • Proof of certifications
  • Reviews
  • Audits

Follow-up email

Subject: Supplier management compliance management meeting follow-up

Dear colleagues,

Thanks for joining our supplier management compliance management meeting. We discussed how we ensure that our suppliers follow our regulatory compliance requirements. We’re open to your further questions and feedback. Please also have a look on our wiki page for the latest information regarding this project.

Best, Max

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Performance management meeting

Performance management meeting

Invitation email

Subject: Supplier performance management meeting invitation

Dear colleagues,

We kindly invite you to our supplier performance management meeting. We’ll explain and discuss approaches to measure supplier performance, either based on contractual KPIs or without.

Best, Max

Meeting information

Why

Why do we manage our suppliers’ performance?

  • We need services with specific performance levels.
  • Suppliers agreed to performance levels in our closed contracts.
  • Suppliers are organizations like ours - sometimes performing, sometimes not so much.
  • Bad supplier delivery performance impacts our business and our customer solutions.

Requirements

What are our supplier performance requirements?

  • We prefer managing suppliers based on performance metrics (SLA, KPI, OKR, or similar).
  • We define performance metrics in various general and service-specific areas.
  • We measure our suppliers’ performance through interviews and surveys, in case not enough useful performance metrics were defined in the contract phase.
  • We should maintain a directory of performance metrics we can use for future contracts.

How

How do we manage our suppliers’ performance?

  • Measurement: KPIs as part of service level agreements
  • Meetings: Regular exchange with suppliers
  • Interviews: Stakeholder interviews
  • Surveys: Stakeholder surveys

Follow-up email

Subject: Supplier performance management meeting follow-up

Dear colleagues,

Thanks for participating in our supplier performance management meeting. We explained and discussed approaches to measure supplier performance. If you have any more questions or feedback, don’t hesitate to drop us an email. Feel free to have a look at our wiki page from time to time.

Best, Max

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Satisfaction management meeting

Satisfaction management meeting

Invitation email

Subject: Supplier satisfaction management meeting invitation

Dear colleagues,

We kindly invite you to our supplier satisfaction management meeting. We’ll explain and discuss how we’ll measure our satisfaction with suppliers. This is an additional measurement system as part of the supplier management process.

Best, Max

Meeting information

Why

Why do we manage our satisfaction with suppliers?

  • We want to be satisfied by our suppliers.
  • Supplier contracts don’t have (sufficient) satisfaction measurements, and satisfaction is hard to measure.
  • We want to measure many internal stakeholders' satisfaction, not only the key supplier contacts.
  • Low satisfaction with suppliers impacts the working relationship with them, resulting in impacts on our business and customer solutions.

Requirements

What are our satisfaction requirements for suppliers?

  • We want to understand the supplier satisfaction of as many internal stakeholders as possible.
  • We want to understand the true supplier satisfaction, and not only the filtered one.
  • We want to understand the difference between the suppliers’ performance and our people’s satisfaction, and the reasons for the difference.
  • We want to compare suppliers that are hard to compare to each other.

How

How do we manage our satisfaction with suppliers?

  • Interviews: Stakeholder interviews
  • Surveys: Stakeholder surveys

Follow-up email

Subject: Supplier satisfaction management meeting follow-up

Dear colleagues,

Thanks for participating in our supplier satisfaction management meeting. We showed you an additional approach to measure our supplier landscape. The satisfaction measurement will complement the supplier relationship, compliance, and performance management approaches. If you have any additional questions, feel free to drop us an email. Also, have a look at our wiki page from time to time for the latest updates.

Best, Max

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Reporting process meeting

Reporting process meeting

Invitation email

Subject: Supplier management reporting process meeting invitation

Dear colleagues,

We kindly invite you to our supplier management reporting process meeting. We’ll explain the necessity for a structured reporting process, and discuss approaches to designing and implementing one.

Best, Max

Meeting information

Why

Why do we establish a reporting process?

  • Regular supplier reporting is the basis for collecting structured data about which suppliers perform and how well they do it.
  • Regular written reporting is the foundation for additional supplier management activities (e.g., regular internal & supplier meetings and stakeholder interviews & surveys).
  • We agreed on regular reporting in some of our supplier contracts.
  • We’ll ask suppliers for (additional) regular reporting about their service delivery.

How

How do we design our reporting process?

  • We establish regular supplier reporting, through which our suppliers will drop us their regular reports.
  • The sourcing function (instead of the supplier management function) determines what reporting is contractually agreed upon.
  • The supplier management function tries to demand reporting information that hasn’t been contractually agreed upon.
  • The supplier management function designs the process of how suppliers submit their regular reports.
  • The supplier management function designs how reports are stored and made internally available.

Implementation

How do we implement our reporting process?

  • How did we set up our supplier management and sourcing tables?
  • What software tool do we use for our tables?
  • What software tool could we use to create forms?
  • How could a manual report collection process work?
  • How do we explain the reporting process to our suppliers?
  • How do we continually improve our supplier reporting process?

Follow-up email

Subject: Supplier management reporting process meeting follow-up

Dear colleagues,

Thanks for joining our supplier management reporting process meeting. We explained the need to implement a reporting process and approaches to implement one. This is the first step towards a reporting process - more will follow for sure. Please drop us an email if you have any further questions. Also, have a look at our wiki page from time to time for the latest updates.

Best, Max

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Reporting process supplier meeting

Reporting process supplier meeting

Invitation email

Subject: Supplier management reporting process supplier meeting invitation

Dear supplier,

We kindly invite you to our supplier management reporting process supplier meeting. We’ll explain our supplier reporting process to you and will be open to your questions and feedback.

Best, Max

Meeting information

Why

Why do we want to establish a reporting process with you?

  • Regular reporting is an essential part of structuring how to work together.
  • Regular reporting is a usual requirement of supplier-customer relationships.
  • We want to expand our relationship with you and set the preconditions for growing together.
  • Regular reporting is part of your contractual obligations.
  • With regular reporting, we want to improve our working relationship.

How

How do we design the reporting process with you?

  • You send us your contractually agreed regular reports.
  • We kindly ask you for some additional regular reporting to improve our working relationship.
  • We’ll share a public form so that you can drop us your reports.
  • We’ll discuss your reports in regular meetings.

Implementation

How do we implement the reporting process with you?

  • We’ll send you the form link soon.
  • We’ll invite you to our first regular meetings soon.
  • We’ll share more information about our supplier management process soon.
  • If you have any questions, feel free to drop us an email.

Follow-up email

Subject: Supplier management reporting process supplier meeting follow-up

Dear supplier,

Thanks for joining our supplier management reporting process supplier meeting. We explained to you our supplier reporting process and answered your questions. This is the first step towards a controlled, regular reporting procedure. We’ll send you more detailed information in the coming weeks. If you have any questions in the meantime, don’t hesitate to drop us an email.

Best, Max

Regular supplier meetings

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Regular meetings initialization meeting

Regular meetings initialization meeting

Invitation email

Subject: Supplier management regular meetings initialization meeting invitation

Dear supplier,

We kindly invite you to our supplier management regular meetings initialization meeting. We’ll explain our future meeting structure to you, including what topics we would like to discuss. We’re open to your questions and feedback. We don’t want to micromanage your service delivery; instead, our goal is to improve our working relationship.

Best, Max

Meeting information

Why

Why do we start with regular meetings between our organizations?

  • We want to structure meetings between our organizations as part of our ongoing efforts to set up a structured supplier management function.
  • Regular meetings between our organizations are, like regular reports, an element of supplier management activities.
  • Meetings are an important way to address and discuss issues and problems, elaborate on improvements, and develop innovations together.

How

How will we conduct our regular meetings?

  • We plan to conduct different types of meetings with different aims.
  • We align a regular weekday and time for the weekly meeting, and all other meeting types are invited manually.
  • We’ll conduct internal escalation meetings with our superior managers if the outcomes of our meetings together aren’t satisfying.
  • We’ll share more details about the meeting types, incl. example questions, as part of a further operational alignment.
  • The regular reports are partly independent of these meetings: you provide the aligned reports, and we may discuss some of the contents as part of our meetings.

Meeting types

How do we implement our regular meetings?

  • The weekly operations meeting serves as a regular interaction to address open issues and current incidents.
  • The monthly reporting meeting serves as a possibility to discuss your regular reporting contents and the impacts on our business.
  • The monthly open issues meeting serves as a “problem”-solving meeting to discuss (still) open issues, incidents, and problems.
  • The quarterly improvement meeting serves as a room for brainstorming how you can improve your delivery performance, how we can improve our contribution, and how we can improve working together.
  • The yearly innovation meeting serves as a brainstorming opportunity about what other services could be useful for our organization.

Follow-up email

Subject: Supplier management regular meetings initialization meeting follow-up

Dear supplier,

Thanks for joining our supplier management regular meetings initialization meeting. We explained to you our future meeting structure and how this will help both organizations work even better together. If you have any questions or feedback, feel free to drop us an email at any time.

Best, Max

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Weekly operations meeting

Weekly operations meeting

Invitation email

Subject: Weekly operations meeting invitation

Dear supplier,

We kindly invite you to our weekly operations meeting. We’ll discuss the challenge of the week, its status, and necessary further actions to resolve it.

Best, Max

Meeting information

Challenge of the week

  • What’s the challenge of the week?
  • How did it occur?
  • Why did it occur?

Current status

  • What has the supplier done to solve the challenge?
  • What’s the current status of solving it?
  • Why is it still unsolved?

Further actions

  • What will the supplier do to solve it?
  • When does the supplier expect to solve it?
  • How do we prevent similar challenges in the future?

Follow-up email

Subject: Weekly operations meeting follow-up

Dear supplier,

Thanks for joining our supplier management weekly operations meeting. We successfully discussed the challenge of the week and agreed on steps to solve it. If you have any further questions, don’t hesitate to drop us an email.

Best, Max

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Monthly reporting meeting

Monthly reporting meeting

Invitation email

Subject: Monthly reporting meeting invitation

Dear supplier,

We kindly invite you to our monthly reporting meeting. We’ll discuss last month's report and determine how we can work even better together.

Best, Max

Meeting information

Our questions about your report

  • What have you improved in the last month?
  • Why aren’t you performing in some areas?
  • What will you do better next month?

Your approach to improving your service

  • How will you improve your service performance?
  • When will we see the improvement?
  • What happens if the service doesn’t improve?

Our support for your improvement

  • What can we do to help you to improve your service performance?
  • What should we stop doing to help you to improve your service performance?
  • What information do you need to improve your service performance?

Follow-up email

Subject: Monthly reporting meeting follow-up

Dear supplier,

Thanks for joining our monthly reporting meeting. We discussed our current challenges based on last month’s report. We aligned on concrete steps to improve our service performance. Together, we’ll make this business relationship even better.

Best, Max

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Monthly open issues meeting

Monthly open issues meeting

Invitation email

Subject: Monthly open issues meeting invitation

Dear supplier,

We kindly invite you to our monthly open issues meeting. We’ll discuss open issues regarding the service delivery performance and our working relationship.

Best, Max

Meeting information

Open issues

  • What are the open issues from the past month?
  • Why aren’t they solved?
  • How can we help you to solve them?

Delay investigation

  • Why is the resolution of these open issues delayed?
  • What impact does this have on the customer organization?
  • How do we avoid similar delays in the future?

Customer contribution

  • How can the customer prevent similar delays in the future?
  • How can the customer support the supplier to solve similar delays faster in the future?
  • How can other stakeholders and organizations contribute to a better service delivery performance?

Follow-up email

Subject: Monthly open issues meeting follow-up

Dear supplier,

Thanks for joining our monthly open issues meeting. We successfully discussed the open issues and how we’ll work together to solve them. If you have any further questions, don’t hesitate to drop us an email.

Best, Max

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Quarterly improvement meeting

Quarterly improvement meeting

Invitation email

Subject: Quarterly improvement meeting invitation

Dear supplier,

We kindly invite you to our quarterly improvement meeting. We’ll propose, discuss, and decide on one long-term improvement. This long-term improvement should have an impact on the customer and the supplier business, and must therefore be of mutual interest.

Best, Max

Meeting information

Where to improve

  • What area needs improvement?
  • Why does this area need improvement?
  • What are some other less important areas of improvement?

How to improve

  • What do we want to change?
  • How do we change it?
  • How do we test the change?
  • How do we ensure the change works?
  • How do we ensure that the change will work in the long term?

Expected outcomes

  • What are the expected technical outcomes?
  • What impact do we expect on other systems?
  • What other systems do we have to change?

Business outcomes

  • What business outcomes do we expect?
  • What impact will this have on our organization?
  • What impact will this have on our customer solutions?

Supplier outcomes

  • What outcomes do we expect for the supplier?
  • How will the supplier use this improvement for other customers?
  • What are the financial gains of using this improvement for other customers?

Follow-up email

Subject: Quarterly improvement meeting follow-up

Dear supplier,

Thanks for joining our quarterly improvement meeting. With the discussed improvement we will make our business relationship even more useful for both organizations. With a focus on improvement for both sides, we value our relationship between mutual partners.

Best, Max

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Yearly innovation meeting

Yearly innovation meeting

Invitation email

Subject: Yearly innovation meeting invitation

Dear supplier,

We kindly invite you to our yearly innovation meeting. We’ll discuss areas of potential innovation for our organization and how we could develop them together. We want to give you the chance to make a contribution that other suppliers cannot. We’re looking forward to a creative and inspiring exchange of ideas and approaches.

Best, Max

Meeting information

Why innovate

  • Why do we need innovations for our organization?
  • Why do we have challenges developing innovations for our organization?
  • Why do we need to innovate together?

Where to innovate

  • What are the current pain points we would like to solve?
  • What areas of our organization need to innovate?
  • What are the current external pressures on our organization?

How to innovate

  • How does our organization develop innovations?
  • How do we develop organizations together?
  • How can we develop innovations faster than usual together?

How to test innovations

  • How do we test our innovation?
  • Who are the stakeholders we must include?
  • What are the interests of our stakeholders?

How to implement innovations

  • How do we increase the speed of implementing the innovation?
  • How do we speed up the commercial process?
  • How do we ensure user and stakeholder adoption of the innovation?

How to start

  • What are the first steps to start?
  • How can we reduce the initial amount of work for both sides?
  • Who do we have to pitch potential innovations to?

Follow-up email

Subject: Yearly innovation meeting follow-up

Dear supplier,

Thanks for joining our yearly innovation meeting. We’re looking forward to developing innovations and making an impact on our organizations. We’ll discuss the proposed innovations in a work stream that is separate from our ongoing daily operations.

Best, Max

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Escalation meeting

Weekly operations escalation meeting

Invitation email

Subject: Supplier management escalation meeting invitation

Dear colleagues,

We kindly invite you to a supplier management escalation meeting. We’ll inform you about current issues with a supplier and why you should intervene with the supplier’s higher management.

Best, Max

Meeting information

Challenge

  • What’s the challenge?
  • How did it occur?
  • Why did it occur?

Escalation

  • Why isn’t the current approach enough?
  • Why do higher management have to talk to each other?
  • What does higher management have to clarify?

Urgency

  • Why can’t we wait another week?
  • Why do higher management have to talk as soon as possible?
  • What’s the impact to our business if higher management wouldn’t talk to each other soon?

Change

  • What has to change in the future?
  • How can we work better together?
  • How can we avoid future escalations?

Follow-up email

Subject: Supplier management escalation meeting follow-up

Dear colleagues,

Thanks for joining our supplier management escalation meeting. We hope that your intervention will help to get the supplier back to normal operations. If you have any more questions, please drop us an email.

Best, Max

Periodic interview and survey meetings

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Stakeholder interview and survey process meeting

Stakeholder interview and survey process meeting

Invitation email

Subject: Stakeholder interview and survey process meeting invitation

Dear colleagues,

We kindly invite you to our stakeholder interview and survey process meeting. We’ll explain and discuss the concept, asking our internal stakeholders about their work with our suppliers.

Best, Max

Meeting information

Why

Why do we conduct regular stakeholder interviews and surveys regarding our suppliers’ performance?

  • Measurement is one indicator of supplier performance, but it reflects only the agreed(!) KPIs.
  • Many legacy contracts don’t have good measurements agreed.
  • Some legacy contracts don’t have any measurements agreed at all.
  • We want to learn about topics (e.g., relationships) that are hard to measure through technical systems.
  • We want to compare our suppliers’ objective performance with the perceived performance.

How

How do we conduct regular stakeholder interviews and surveys regarding our suppliers’ performance?

  • Interviews with operational teams (e.g., process, product, project).
  • Interviews with horizontal teams (e.g., sourcing team, technology innovation team).
  • Surveys with all involved stakeholders.

What

What topics do we ask our internal stakeholders in interviews and surveys?

  • General satisfaction
  • Satisfaction with service delivery performance
  • Satisfaction with relationship to people
  • Satisfaction with personal handling of challenges (e.g., response time to emails)
  • Satisfaction with legal & regulatory compliance
  • Satisfaction with continual improvement efforts
  • Satisfaction with innovation capability
  • Own ideas, improvements, and innovations for working with suppliers

Follow-up email

Subject: Stakeholder interview and survey process meeting follow-up

Dear colleagues,

Thanks for joining our stakeholder interview and survey process meeting. We explained to you the concept of regular interviews and surveys about our suppliers. This is an important part of ensuring that our internal stakeholders are satisfied with our external suppliers.

Best, Max

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Stakeholder interviews preparation meeting

Stakeholder interviews preparation meeting

Invitation email

Subject: Stakeholder interviews preparation meeting invitation

Dear colleagues,

We kindly invite you to our stakeholder interviews preparation meeting. We’ll prepare our stakeholder interviews by explaining to you the goal, the format, and the questions we would like to ask. We’re open to your questions and feedback for an optimal interview series preparation.

Best, Max

Meeting information

Goal

  • Stakeholder interviews give the supplier management team detailed insights about the state of supplier relationships and performance.
  • Stakeholder interviews show detailed opinions and improvement possibilities.
  • Stakeholder interviews are part of the preparation of stakeholder surveys by identifying focus topic areas.
  • Stakeholder interviews gain more detailed information because the hurdle of answering multiple emails is eliminated.

Format

  • Around five stakeholder interviews per supplier or contract.
  • Useful cut between supplier and contract landscape.
  • One hour per interview.
  • One hour follow-up for creating written notes.

Questions

  1. What’s your general impression of this supplier/contract?
  2. What does work well with this supplier/contract?
  3. What doesn’t work well with this supplier/contract?
  4. How can our organization improve its work with this supplier/contract?
  5. How can this supplier / contract team improve its work with our organization?
  6. What innovations can we develop with this supplier / contract team?

Follow-up email

Subject: Stakeholder interviews preparation meeting follow-up

Dear colleagues,

Thanks for joining our stakeholder interviews preparation meeting. We explained and discussed the interview goal, format, and questions. If you have any additional questions and/or feedback, we’ll welcome your email. We also publish all this information on our wiki page.

Best, Max

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Stakeholder interview meeting

Stakeholder interview meeting

Invitation email

Subject: Stakeholder interview meeting invitation

Dear colleagues,

We kindly invite you to an interview as part of our ongoing supplier management. We would like to discuss approximately ten questions with you. The questions contain your views (challenges, requirements, preferences) regarding a specific supplier/contract. I selected a free meeting spot in your calendar. Please send me a calendar change request if you would like to change the meeting date and/or time. In case of any questions in the meantime, feel free to contact me.

Best, Max

Meeting information

Question 1

  • What’s your general impression of this supplier/contract?

Question 2

  • What works well with this supplier/contract?

Question 3

  • What doesn’t work well with this supplier/contract?

Question 4

  • How can our organization improve its work with this supplier/contract?

Question 5

  • How can this supplier/contract team improve its work with our organization?

Question 6

  • What innovations can we develop with this supplier/contract team?

Follow-up email

Subject: Stakeholder interview meeting follow-up

Dear colleagues,

Thank you for your time for our interview. We value your feedback and will incorporate it into our future supplier management. If you have any questions, don’t hesitate to contact us. Feel free to have a look at our wiki page from time to time.

Best, Max

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Stakeholder survey meeting

Stakeholder survey meeting

Invitation email

Subject: Stakeholder survey meeting invitation

Dear colleagues,

We kindly invite you to our stakeholder survey meeting. In this meeting, we’ll prepare our stakeholder survey about our suppliers. In addition, we’ll use this survey to explain the supplier management function to more people in our organization.

Best, Max

Meeting information

WHY will we conduct an employee survey?

  • We’ll briefly introduce and explain the supplier management function.
  • We’ll receive feedback about our supplier relationships from many employees.
  • We’ll receive feedback in a systematized, standardized, and automated way.
  • We’re always open to feedback through other channels than this survey.
  • We practice participatory decision-making with this survey.

HOW will we conduct an employee survey?

Invitation

  • We’ll define the to-be-invited group instead of creating a list of names.
  • We’ll invite participants via email and will remind them with additional emails.
  • We’ll give invitees at least two weeks to participate in the survey.

Software tool

  • We’ll use a software tool that is already implemented, if available.
  • Alternatively, we’ll use an external cloud software tool and provide clear data protection information for the invitees.
  • We’re open to survey software tool ideas.

Evaluation

  • We aim to formalize the survey to make it somewhat statistically useful.
  • We aim to evaluate the closed survey in the following two weeks.
  • We’ll share the survey results with the stakeholders first, then with all employees.

WHAT questions will the employee survey include?

Introduction

The supplier management function supports operational teams and other horizontal functions by improving supplier relationships, contract management, and service delivery performance. The aim is to improve suppliers’ service delivery to improve our organization’s capabilities and customer solutions. Improvement activities are mainly good practice for operational use, escalation meetings, and stakeholder interviews & surveys. This survey collects your feedback about a specific supplier’s overall performance or contract-related performance. We’ll use your survey response to evaluate the supplier relationship and propose concrete delivery improvements. The survey doesn’t require additional activities from your side.

Net Promoter Score questions

  • On a scale from 0-10, how likely are you to recommend this supplier to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s people to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s service delivery performance to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s client relationship management (e.g., email response times, meeting preparation) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s legal & regulatory compliance (e.g., with laws, certifications) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s continual improvement capability (e.g., improving processes after challenges were discussed) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s innovation capability (e.g., developing new services) to a colleague?

Open questions

  • What’s your general impression of this supplier/contract?
  • What works well with this supplier/contract?
  • What doesn’t work well with this supplier/contract?
  • How can our organization improve its work with this supplier/contract?
  • How can this supplier/contract team improve its work with our organization?
  • What innovations can we develop with this supplier/contract team?

Slide: Survey invitation text

Subject: Supplier performance survey

Dear colleagues,

We kindly invite you to our supplier survey as part of our ongoing supplier management activities. The supplier survey identifies our organization’s state of mind about specific suppliers and their service delivery. To understand our organization’s supplier management needs and requirements, we kindly invite you to participate in this survey. The survey takes approximately 15 minutes of your time.

You provide feedback to the following supplier/contract/service: <<SUPPLIER/CONTRACT/SERVICE NAME>>

Please follow the link to participate in the survey: <<LINK>>

Best, Max

Follow-up email

Subject: Stakeholder survey meeting follow-up

Dear colleagues,

Thank you for participating in the meeting about preparing our supplier survey. In this meeting, we collected your feedback about the upcoming survey. The survey will therefore reflect your needs and your desire to learn about our current supplier relationships. If you have any questions, feel free to contact us. Our wiki page includes the latest information about our organizational library project.

Best, Max

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Stakeholder interviews and survey results meeting

Stakeholder interviews and survey results meeting

Invitation email

Subject: Stakeholder interviews and survey results meeting invitation

Dear colleagues,

We kindly invite you to our stakeholder interviews and survey results meeting. We’ll present our supplier interviews and survey results to you in this meeting.

Best, Max

Meeting information

Slide: Interview results

  • Supplier relationships have lots of potential for improvement.
  • Performance is seen as widely different depending on supplier and contract.
  • Interviews and surveys are seen as a good idea, and as complementary supplier management instruments.
  • More detailed interaction with suppliers/contracts and their specific issues is necessary.

Slide: Survey data

  • 56 survey participants
  • 42 completed surveys
  • 15 questions answered on average
  • 10,000 words written
  • 3 additional feedback emails received

Question: On a scale from 0-10, how likely are you to recommend this supplier to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s people to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s service delivery performance to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s client relationship management (e.g., email response times, meeting preparation) to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s legal & regulatory compliance (e.g., with laws, certifications) to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s continual improvement capability (e.g., improving processes after challenges were discussed) to a colleague?

  • TBD...

Question: On a scale from 0-10, how likely are you to recommend this supplier’s innovation capability (e.g., developing new services) to a colleague?

  • TBD...

Question: What’s your general impression of this supplier/contract?

  • It works, but there is lots of room for improvement.
  • It needs more attention from our side.
  • Systematic supplier management is still underdeveloped.

Question: What works well with this supplier/contract?

  • Nearly always answers quickly.
  • Quick service changes and improvements.
  • Works hard on agreed improvements.

Question: What doesn’t work well with this supplier/contract?

  • Many regular performance issues.
  • Creates a chaotic impression.
  • No innovative ideas or service options.

Question: How can our organization improve its work with this supplier/contract?

  • More processes, procedures, and systems.
  • Earlier communication.
  • Clear written requirements instead of meetings.

Question: How can this supplier/contract team improve its work with our organization?

  • More processes, procedures, and systems.
  • More reliable service delivery, incl. service changes.
  • Innovations on how to improve our business.

Question: What innovations can we develop with this supplier/contract team?

  • New delivery models.
  • New technologies.
  • New operation and business models.

Follow-up email

Subject: Stakeholder interviews and survey results meeting follow-up

Dear colleagues,

Thank you for participating in our stakeholder interviews and survey results meeting. We hope we gave you a good impression of the employees’ thoughts about our suppliers. If you have any more questions and/or feedback, feel free to drop us an email. Please also have a look at our wiki page from time to time for the latest supplier management information.

Best, Max

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Supplier improvement preparation meeting

Supplier improvement preparation meeting

Invitation email

Subject: Supplier improvement preparation meeting invitation

Dear colleagues,

We kindly invite you to our supplier improvement preparation meeting. In the meeting, we’ll explain the background and the methodology of the supplier improvement meeting.

Best, Max

Meeting information

Background

What’s the process leading to supplier improvement meetings?

  • We collected a lot of data and created information about our supplier landscape and our internal stakeholders’ satisfaction with it.
  • We must communicate the aggregated results as feedback to suppliers.
  • Without communicating this internal feedback to the external suppliers, the interviews and the survey would be useless.

How

How do we conduct supplier improvement meetings?

  • We communicate the supplier feedback in separate meetings instead of integrating it into our regular meetings.
  • Separate meetings make it clear that this feedback is independent of our regular operations.
  • We invite each supplier/contract team to a meeting, including accounts and technical people and relevant stakeholders from our side.

Questions

What questions should we answer as part of the supplier feedback?

We will show the answers to the questions we asked in the interviews and the survey.

Net Promoter Score questions

  • On a scale from 0-10, how likely are you to recommend this supplier to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s people to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s service delivery performance to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s client relationship management (e.g., email response times, meeting preparation) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s legal & regulatory compliance (e.g., with laws, certifications) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s continual improvement capability (e.g., improving processes after challenges were discussed) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s innovation capability (e.g., developing new services) to a colleague?

Open questions

  • What’s your general impression of this supplier/contract?
  • What does work well with this supplier/contract?
  • What doesn’t work well with this supplier/contract?
  • How can our organization improve its work with this supplier/contract?
  • How can this supplier/contract team improve its work with our organization?
  • What innovations can we develop with this supplier/contract team?

Follow-up email

Subject: Supplier improvement preparation meeting follow-up

Dear colleagues,

Thanks for joining the supplier improvement preparation meeting. We explained and discussed the background and the methodology of the supplier improvement meeting. We’re prepared to begin the supplier improvement meetings soon. If you have any questions in the meantime, don’t hesitate to drop us an email. Our wiki page is frequently updated with information about the supplier management team and its activities.

Best, Max

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Supplier improvement meeting

Supplier improvement meeting

Invitation email

Subject: Supplier improvement meeting invitation

Dear supplier,

We kindly invite you to our supplier improvement meeting. In this meeting, we’ll share with you our internal organization’s feedback about your service delivery and our working relationship. Our goal is additional input for continual improvement. The output of the goal should be a small number of significant improvements and a small number of soon to be implemented improvements.

Best, Max

Meeting information

Introduction

  • We interviewed and surveyed our internal stakeholders about your work and how our organization works with you.
  • We share this feedback to improve our working relationship with your organization and team.
  • Our goal is continual improvement rather than finger-pointing.
  • We understand that our organization must improve, too.

Feedback

Net Promoter Score questions

  • On a scale from 0-10, how likely are you to recommend this supplier to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s people to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s service delivery performance to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s client relationship management (e.g., email response times, meeting preparation) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s legal & regulatory compliance (e.g., with laws, certifications) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s continual improvement capability (e.g., improving processes after challenges were discussed) to a colleague?
  • On a scale from 0-10, how likely are you to recommend this supplier’s innovation capability (e.g., developing new services) to a colleague?

Open questions

  • What’s your general impression of this supplier/contract?
  • What works well with this supplier/contract?
  • What doesn’t work well with this supplier/contract?
  • How can our organization improve its work with this supplier/contract?
  • How can this supplier/contract team improve its work with our organization?
  • What innovations can we develop with this supplier/contract team?

Implications

  • We’re working quite well together.
  • We identified many minor areas of improvement, as well as some significant ones.
  • We want to work on a small number of big impact improvements and a small number of so-called low-hanging fruits.
  • We’ll bring the discussed points into our regular meetings for further discussion.
  • We’re happy to have you as a supplier and are looking forward to improving our working relationship even more.

Follow-up email

Subject: Supplier improvement meeting follow-up

Dear supplier,

Thanks for joining our supplier improvement meeting. We presented our organization's feedback about you as a supplier and discussed potential areas of improvement. We’re happy that we aligned on some relevant future improvements that we’ll continue discussing in our regular meetings. If you have any questions or feedback about our feedback process, feel free to drop us an email.

Best, Max

Contract management meetings

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Contract management meeting

Contract requirements meeting

Invitation email

Subject: Contract management meeting invitation

Dear colleagues,

We kindly invite you to our contract management meeting. We’ll explain and discuss contract management for future sourcing projects and ongoing discussions with existing suppliers.

Best, Max

Meeting information

Why contract management?

  • Contracts are the foundation of working with external suppliers.
  • Contracts include the what and the how of working together.
  • Too many details make the contract hard to set up and inflexible in execution.
  • A too-general contract doesn’t include the details on how things should work and will require many discussions with the supplier.
  • Both sides aim to set up a balanced contract, with legal terms benefitting both sides to the same degree.
  • Unbalanced legal terms make one side feel betrayed by the other.
  • Contract design, writing, and changes need a lawyer with deep expertise about the contract's subject (e.g., information technology services).

Why standardize contracts?

  • Contracts can be good or bad - it’s better if we always use a good one.
  • Standardization reduces the number of questions.
  • Standardization reduces the number of negotiations.
  • Standardization reduces the amount of management.
  • Standardization increases the trust of internal stakeholders and external suppliers in our contracts.
  • Standardization increases the simplicity and speed of closing contracts.

What are our contract requirements?

  • Better content (easier to understand, clearer terms)
  • Faster contracting (process)
  • Cheaper terms (cost decrease, well-defined SLA)

Follow-up email

Subject: Contract management meeting follow-up

Dear colleagues,

Thanks for joining our contract management meeting. We explained and discussed the need for good contracts and how we can get them. This topic is quite dry, but it’s crucial for the supplier management function and the whole organization. If you have any more questions, don’t hesitate to drop us an email. Our wiki page always includes the latest information regarding supplier management.

Best, Max

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Contract templates requirements meeting

Contract templates requirements meeting

Invitation email

Subject: Supplier management contract templates requirements meeting invitation

Dear colleagues,

We kindly invite you to our supplier management contract templates requirements meeting. We’ll discuss generic requirements for contract templates, how to realize them, and how to adhere to them.

Best, Max

Meeting information

What are our general contract template requirements?

  • Simple structure
  • Balanced (buyer & seller)
  • Easy to understand
  • Easy to use
  • Easy to adapt
  • Clear guidelines on how to use and adapt
  • Broad applicability
  • Little need for adaption to different situations
  • Single point of contact for support (internal legal team or external lawyer)

How do we create good contract templates?

  • Working with a law firm
  • Working with template management software
  • Working with clear instructions
  • Working with a clear process on how to use the templates

How do we ensure the use of our contract templates?

  • A single contracting process ensures all contracts are channeled through the sourcing, supplier (contract) management, and legal team.
  • A contract and/or document template/design management software keeps track of edits and reviews.
  • The commitment of stakeholders to the process and the templates ensures more order in the contract landscape.
  • Attention: The migration to common templates can take years due to the duration of the legacy contract landscape.

Follow-up email

Subject: Supplier management contract templates requirements meeting follow-up

Dear colleagues,

Thanks for joining our supplier management contract templates requirements meeting. This is the first step towards a more homogenous contract landscape. It will take some time to achieve a standardized contract landscape, but easier management and fewer discussions with suppliers are worth the effort. If you have any more questions, feel free to drop us an email at any time. We also recommend that you check out our wiki page for the latest information regarding our supplier management function.

Best, Max

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Continual contract template improvement meeting

Continual contract template improvement meeting

Invitation email

Subject: Supplier management continual contract template improvement meeting invitation

Dear colleagues,

We kindly invite you to our supplier management continual contract template improvement meeting. We’ll discuss the need for continual contract improvement and how we could get started.

Best, Max

Meeting information

Why should we continually improve our contract templates?

  • We have both positive and negative experiences with our contract templates.
  • We receive feedback from our suppliers about the contracts that we want to incorporate.
  • We want to incorporate new good practices into our contracts.
  • We must incorporate changes in the law.

How do we continually improve our contract templates?

  • Regular reviews (together with legal team)
  • External support (e.g., law firm)
  • Monitoring changes in the law
  • Monitoring good practices (e.g., articles)
  • Reviewing contracts of other organizations
  • Internal interviews
  • Internal surveys

What’s the process for continually improving our contact templates?

  1. Create templates
  2. Use templates
  3. Collect template feedback
  4. Change templates

Follow-up email

Subject: Supplier management continual contract template improvement meeting follow-up

Dear colleagues,

Thanks for joining our supplier management continual contract template improvement meeting. We explained and discussed the need to regularly update our contract templates and how to do this. If you have any more questions, feel free to drop us an email. Our wiki page includes all the relevant information about the supplier management function.

Best, Max

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Contract expert interviews preparation meeting

Contract expert interviews preparation meeting

Invitation email

Subject: Supplier management contract expert interviews preparation meeting invitation

Dear colleagues,

We kindly invite you to our supplier management contract expert interviews preparation meeting. We’ll discuss future interviews with legal experts regarding our contract templates.

Best, Max

Meeting information

Why do we conduct expert interviews?

  • We need feedback from various experts on designing and improving our contracts.
  • We lack the required number of internal contract experts.
  • Lawyers have various opinions on legal topics, therefore we need to ask a significant number for qualified feedback.
  • We want to base our continual improvement on expert opinions, instead of unqualified internal stakeholders in the legal field.

How will we conduct expert interviews?

Search and contracting

  • We search, qualify, and contract several legal experts to review our contract templates.
  • We contract the legal experts on a limited time & material basis.
  • We use a number of qualified legal experts for regular review.
  • We include regular contract template reviews in our budget.

Reading and annotations

  • We send the contract templates for review to the legal experts.
  • We receive an annotated version back from each legal expert.
  • We review the annotations and discuss them internally.

Interview

  • We set up an interview with each legal expert.
  • We collect additional verbal feedback about the contract template.
  • We compare the feedback from different legal experts.

What questions will we ask?

  • What issues do you have with this contract template?
  • How can we improve this contract template?
  • How can we modularize contract development?
  • How can we systematize contract development?
  • How can we standardize contract development?
  • How can we automate contract development?

Follow-up email

Subject: Supplier management contract expert interviews preparation meeting follow-up

Dear colleagues,

Thanks for joining our supplier management contract expert interviews preparation meeting. We explained and discussed the structure of future interviews with legal experts regarding our contract templates. Feel free to send us your additional questions via email. Also, have a look at our wiki page from time to time.

Best, Max

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Contract expert interview meeting

Contract expert interview meeting

Invitation email

Subject: Supplier management contract expert interview meeting invitation

Dear expert,

We kindly invite you to our supplier management contract expert interview meeting. We’ll collect your feedback about our contract templates and general advice regarding our supplier contracting process.

Best, Max

Meeting information

Question 1

  • What issues do you have with this contract template?

Question 2

  • How can we improve this contract template?

Question 3

  • How can we modularize contract development?

Question 4

  • How can we systematize contract development?

Question 5

  • How can we standardize contract development?

Question 6

  • How can we automate contract development?

Follow-up email

Subject: Supplier management contract expert interview meeting follow-up

Dear expert,

Thanks for joining our supplier management contract expert interview meeting. We value your feedback about our contract templates and the general supplier contracting process. We’ll conduct similar interviews in the future, with the goal of continually improving our contract templates.

Best, Max

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Contract change meeting

Contract change meeting

Invitation email

Subject: Supplier management contract change meeting invitation

Dear supplier,

We kindly invite you to our supplier management contract change meeting. We’ll discuss the proposed contract change and align on the next steps towards execution.

Best, Max

Meeting information

Why do we want to change our contract?

  • What isn’t working?
  • Why can’t we continue without changing our contract?
  • What has changed since we’ve closed the contract?
  • Why haven’t we seen this when closing the contract?
  • How can we prevent future contract changes?
  • How can we better anticipate changes in the contract lifecycle when closing contracts together?

How do we want to change our contract?

  • What are the concrete contract sections we want to change?
  • Who writes the new version?
  • What are the risks for the buyer side?
  • What are the risks for the supplier side?
  • How do we process this contract change through our organizations?

Follow-up email

Subject: Supplier management contract change meeting follow-up

Dear supplier,

Thanks for joining our supplier management contract change meeting. We discussed the proposed contract changes and the necessary steps to implement them.

Best, Max

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Legal compliance meeting

Legal compliance meeting

Invitation email

Subject: Supplier management legal compliance meeting invitation

Dear colleagues,

We kindly invite you to our supplier management legal compliance meeting. We’ll discuss the need for continual legal compliance monitoring. We’ll also discuss approaches to how to implement this monitoring.

Best, Max

Meeting information

Why must we monitor the legal compliance of our contracts?

  • The law changes, and these changes can have an impact on our closed contracts and contract templates.
  • The number of legal changes per year is too high for unstructured changes.
  • A structured monitoring process makes monitoring legal changes more effective and efficient.

How do we monitor the legal compliance of our contracts?

  • We subscribe to a legal information & update service.
  • We analyze which changes in the law are relevant for us.
  • We analyze which closed contracts and contract templates these changes in the law affect.
  • We work with the internal legal team and external lawyers to adapt our closed contracts and contract templates to changes in the law.

How do we receive external support for legal compliance monitoring?

  • We hire one or two law firm(s) that receive our closed contracts and contract templates to monitor changes in the law.
  • The cooperation should work as a subscription service with a fixed-fee agreement.
  • The cooperation includes a standardized process for adapting the contract templates to changes in the law.

Follow-up email

Subject: Supplier management legal compliance meeting follow-up

Dear colleagues,

Thanks for joining our supplier management legal compliance meeting. We discussed the need for the regular monitoring of changes in law and how to implement this process. This was a brief introduction; more information will be provided in the future. If you have any more questions in the meantime, please drop us an email. Our wiki page always includes the latest information regarding the supplier management function.

Best, Max

Project closure meetings

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Related functions outlook meeting

Related functions outlook meeting

Invitation email

Subject: Supplier-management-related functions outlook meeting invitation

Dear colleagues,

We kindly invite you to our supplier-management-related functions outlook meeting. We want to learn about how you plan ahead and how we could work together even better.

Best, Max

Meeting information

Cooperation with related functions

  • We want to cooperate further with related functions to determine business needs and divide tasks between teams.
  • We prefer cooperation (separating work between teams) over collaboration (working on the same document).
  • We’re open to your suggestions and flexible about dividing the necessary tasks.

Sourcing function

  • What sourcing projects do you plan in the next twelve months?
  • What procedures do you plan to set up in the next twelve months?
  • What other initiatives do you have planned in the next twelve months?

Technology innovation

  • What technology innovation projects do you have planned in the next twelve months?
  • What procedures do you plan to set up in the next twelve months?
  • What other initiatives do you have planned in the next twelve months?

Other

  • What other teams are closely related to ours?
  • What organization-wide topics will be relevant in the next twelve months?
  • What external factors could impact in the next twelve months?

Follow-up email

Subject: Supplier-management-related functions outlook meeting follow-up

Dear colleagues,

Thanks for joining our related-functions outlook meeting. We understood your planning for the next twelve months and are happy to contribute to it. If you have any more questions, don’t hesitate to contact us. Our wiki page always includes the latest information about the supplier management function.

Best, Max

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Continual improvement meeting

Continual improvement meeting

Invitation email

Subject: Supplier management continual improvement meeting invitation

Dear colleagues,

We kindly invite you to our supplier management continual improvement meeting. This meeting includes areas and approaches for improvement, and how to implement the findings.

Best, Max

Meeting information

Areas of improvement

  • People: How do we get people to work more on supplier management?
  • Process: How do we improve our supplier relationships and their service delivery performance?
  • Technology: How do we develop/implement/adopt the new technologies of our suppliers?
  • Effectiveness: How do we transfer more good practices from our suppliers to our organization?
  • Efficiency: How do we transfer good practices with less effort?
  • Sustainability: How do we keep good practices in the organization?
  • Improvement & Innovation: How do we adopt improvements and innovations from our suppliers?
  • Information & Knowledge: How do we collect, use, and share good practices from our suppliers inside the organization?

Approach to improvement

  • Individual feedback
  • Interviews
  • Surveys
  • Team leader feedback
  • Sourcing team’s feedback
  • Technology innovation team’s feedback

Improvement implementation

  • People: Helping people to change habits.
  • Process: Adopting processes.
  • Technology: Further developing and/or changing our technology landscape.

Follow-up email

Subject: Supplier management continual improvement meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management continual improvement meeting. We welcome your feedback and ideas on how to improve the supplier management capability. We’ll keep you up to date about upcoming changes through our wiki page.

Best, Max

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Evaluation meeting

Evaluation meeting

Invitation email

Subject: Supplier management evaluation meeting invitation

Dear colleagues,

We kindly invite you to our supplier management evaluation meeting. We want to recap our supplier management efforts so far, identify general project management improvements, discuss potential supplier management improvements, and briefly discuss our supplier management’s continual improvement efforts. For the last point, an additional meeting will follow soon.

Best, Max

Meeting information

What have we achieved so far?

  • The supplier management function/process/team is set up.
  • The supplier management process is running.
  • We gathered our supplier landscape, aligned on regular supplier meetings, and conducted first supplier interviews and surveys.
  • The supplier manager answers questions on working with suppliers and improving their service delivery performance.

What can we generally do better?

  • Reducing the number of meetings.
  • Reducing the amount of stakeholder alignment.
  • Reducing time slots of waiting for alignments and decisions.

How can we improve our supplier management?

  • More and better KPI measurement - together with sourcing and SLA management function.
  • Earlier collaboration with technology innovation and sourcing functions.
  • Researching better alternatives to our existing suppliers.
  • Working more closely with suppliers to develop real innovations.
  • What else?

How do we systematically evaluate our organizational library?

  • Feedback
  • Interviews
  • Surveys

Follow-up email

Subject: Supplier management evaluation meeting follow-up

Dear colleagues,

Thanks for participating in our supplier management evaluation meeting. We value your feedback and questions. We’ll discuss the future improvement process in more detail in our upcoming continual improvement meeting. We maintain a FAQ on our wiki page with all relevant information regarding supplier management. Please drop us an email if you have any feedback.

Best, Max