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Question: Mars, the manufacturer of confectionery and pet


Mars, the manufacturer of confectionery and pet food, has been on a multi-year journey towards supplier relationship management. In 2015 the company evaluated its existing performance and process and designed a ‘to be’ future design and suite of tools and practices to get there. These were piloted with six global suppliers in 2016 in advance of a broader rollout in 2017.
The key first step taken by the company was to conduct a survey in order to capture ‘the voice of the supplier’. This proved a very worthwhile exercise, providing the company with a large quantity of feedback from its suppliers. It also gave the company a number of clear pointers ‘on how it could change for the better its existing interaction with its most important suppliers, thus creating more value for Mars without necessarily incurring higher costs.
Feedback from the suppliers included statements such as: ‘Interaction with Mars about the business is limited, especially compared to other companies’; ‘Mars is surprisingly quiet about its growth plans’; ‘We did at least three presentations but none of the actions have gone forward. We did not receive any feedback on our unsuccessful proposals’.
These statements clearly reveal a desire among suppliers to know more so they can do more for Mars. They represent a clear call for sharing, transparency and open channels of communication, something of a departure from the traditional procurement practices of negotiating and closed tender processes, and so requiring a reset of the toolkit.
Mars has learned some valuable lessons in the course of this project:
. It takes time to build relationships and realize value (in particular because the supplier may not be used to this type of collaborative behavior from procurement.
. It takes resources.
. Procurement foundations must be strong.
. A buying firm typically has more work to do to prepare for proper SRM than the suppliers do.
. SRM is a business programme, not a procurement to-do, because if procurement were doing this independently of the business great improvements might be identified but not adopted by the business.


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