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Supplier Relationship Management Strategies (Strategy Brief)

DateJan, 2007
Pages9
Price / format$1895 / Online Download
$3790 / Global Site License

$1 895 

Report Information | Custom-Tailored Research | Product Trade Lead


Abstract:
 Introduction

The range and complexity of financial products available in emerging markets is growing at a rapid rate, yet the overall level of products in comparison to global peers remains low.

Scope

  • Primarily covers the Asia Pacific retail banking market
  • Areas covered include legacy system limitations, IT investment priorities and implementation challenges


    • Highlights

    Deficiencies in core systems created or exacerbated by these factors make it tough to modernize banks systems without significant capital input.

    Retail banks across Asia-Pacific are progressively taking a similar approach to their counterparts in Europe and North America in terms of technology development: to develop their technology infrastructures in such a way as to create real value in a competitive economic environment.

    Revenue growth pressure forces development of distribution channels, as technology penetration in emerging markets is lower than in developed countries, branch still remain as primary channel, thus IT investment in branches is primary focus area now.

    Reasons to Purchase

  • Gain visibility into the dynamics of the Asia Pacific retail payments market
  • Gain market insight to assist in your strategic planning and go-to-market strategy



    • Table of contents:
     DATAMONITOR VIEW 1CATALYST 1SUMMARY 1METHODOLOGY 1ANALYSIS 2Identification and basic spend analysis are the starting point for SRM strategies 2Identifying those internally who are spending is key to understanding enterprise procurement 2Manufacturers are seeking to find out exactly who their suppliers are 2What is being bought remains a fundamental issues of improving spend 3Tracking the performance of suppliers can help manufacturers improve their relationships 3Key performance indicators form the basis of performance monitoring 4Accessing, displaying and sharing performance data is the key to extracting real benefits for manufacturers 5Procurement is where manufacturers stand to gain the most benefit from SRM 5Reducing rogue spend can affect a manufacturer's bottom line in a relatively short time 5Identifying the best suppliers, and then working with them, is the obvious step for manufacturers 6Contract management remains a key issue for companies looking to improve their procurement processes 6Strategic sourcing has been a hot topic, but it isn't for low-cost regions alone 7Low-cost region sourcing can yield significantly lower cost bases 7There are other areas of strategic sourcing that don't focus on low-cost regions 7APPENDIX 9Definitions 9Extended methodology 9Further reading 9Ask the analyst 9List of Figures Figure 1: Top concerns of 155 European and North American manufacturers (2006) 4




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