ABSTRACT
The movement to a higher‐level networked supply chain begins on the supply side where the greatest opportunity for financial improvement exists, and it fits the pattern of having the house in order before approaching key customers. The idea is to work collaboratively to construct a business model that shares information transfer. The enabler of this initiative is supplier relationship management (SRM). SRM is defined as “a set of methodologies and practices needed for interacting with suppliers of products and services of varied criticality to the profitability of the enterprise.”
