Supplier Relationship Management
It is common to find that supplier relationship management initiatives have been made as complex as humanly possible. What should be relatively straightforward – identifying the suppliers upon whom we depend, and the suppliers who perform poorest - is sometimes transformed into unnecessarily complex classification taxonomies and complicated governance. If suppliers can identify "key accounts" and alter the way that are they deal with these accounts, it should be possible for procurement practitioners to differentiate how we treat significant suppliers.
One reason that this sometimes doesn't happen it's because our time is consumed dealing with delinquent suppliers. One approach is to be realistic about how much discussed time is available for supplier relationship management and 'enrol' two or three suppliers in SRM programs at any one time to try to change the outcomes from the relationship.