This is a tutor led virtual classroom course which can be tailored to your teams business needs.  The course runs for 2 days, in 90 minute sections using our virtual classroom platform.  The courses are interactive, with the option for students to ask questions and receive personalised feedback from trainers who are experts in their fields.  Courses are taught live using video and chatbox tools with tutors and delegates.  The result is enjoyable learning, efficient use of your time and rapid progress.


If you are interested in booking a course with us, or have any questions about our tutor led virtual classrooms, please contact our Operations Manager via email at 

Why this course is different 

Our 2-day supplier relationship training program is mission critical to running a successful business, but they can also be a source of risks for a company’s supply chains. Instead of being an effective tool a supplier contract can be the source of disputes, damages and litigation. 

These risks can be mitigated through supplier management.


This training program will provide strategies that make a difference in daily business

• Identify key risks (product, price, people, place or procurement)

• Manage Risk analysis and root causes 

• Reduce risks in supplier contracting and outsourcing

• Learn how to review and implement changes to better protect your organisation in supplier management

• Improve supplier management skills


Why you should attend 

Organisations that deploy SRM successfully report additional value benefits of 2%of total spend, right through to 40+%from specific key relationships. Organisations continue to look to design and implement SRM but often make the mistake of assuming good governance (through supplier meetings) is enough to assure success. However, it‘s a lot more than that.

With high business risks this is an essential course to gain knowledge and expertise to protect your company from failure and ensure assured supply from your providers.


Benefits for you

Business gaps can lead to confusion about who manages the risks and the supply chain. This course highlights those critical areas and provides solutions to mitigating them. 


Managing contract and supply is an essential skill that adds tangible value and results. Our expert trainer will provide a practical explanation of the comprehensive methods to manage risk that protect your contracts and profit margins. We will also present you with his book “Contract Management, key business competence” free of charge. 

Who should attend 

This course is designed for contract managers, buyers, sales and account managers, risk and legal staff. 


The training is practical and interactive around real issues and practices for goods and services. 

It is suitable for both the commercial and public sectors and for anyone involved in procurement, sales and supply chain.

Key areas to be covered in the programme


Definitions of Supplier Relationship Management (SRM).

•  The systematic creation and capture of post-contract value from key business relationships.

  • What is different and makes SRM special?

  • Alignment with organisational goals.

  • Working effectively with stakeholders

Recognition that ‘relationships’ are not an end in themselves.

  • Successful relationships are an outcome and, for the buyer, that outcome must be measured in value terms, 

  • Specifications and defining requirements 

  • Assessment criteria and incentives

  • Non-disclosure Agreements

  • Defining spend categories 

  • Supplier sourcing - Single or multiple source 

Collaboration with strategic suppliers

  • Partnering or adversarial.  Ensure that SRM is appropriate to the criticality of the specific supplier relationship;


SRM integration with strategic sourcing and category management processes. 

  • Design SRM up front not after the contract is signed;

  • SRM requires a detailed analysis of the supplier relationship, before the strategy can be determined

  • key legal principles when creating SRM contracts.

  • Constructing contracts and service level agreements

  • Debriefing unsuccessful third parties

  • Aligning the business around SRM based on a relationship strategy;

Interpersonal skills 

  • SRM is demanding and process focused. 

  • It’s more about how organisations systematically plan, 

  • Also, the skill set of the procurement person or relationship manager;


Win win or win lose

  • SRM does not necessarily mean ‘win-win’ 

  • Contracts must be structured to ensure each party enthusiastically implements the agreement;


Drive operational performance as innovation and joint value creation. 

  • Continuous Improvement Opportunities

  • Create additional supplier value whilst reducing cost

  • Strategic partnering

  • Using the contract as an effective tool

  • Who has the risk and how to manage it

  • Managing Performance against KPIs

Successful implementation of SRM

  • Many leaders get excited about senior executive contact and alliance potential. The most successful organisations recognize that the basics are the foundation of everything that can be achieved in the relationship and so focus on the essentials;

  • Focus on a small number of SRM pilot projects, 

  • Don’t go for a ‘big bang’. Otherwise your resources will be spread too thinly, and stakeholders will get frustrated by a lack of business impact.

Turning ‘Theory’ into ‘Practice’

Using interactive exercises and case studies within an energised learning environment delegates will explore what exactly supplier relationship management is and how to use it within a business. 

They will learn the roles and responsibilities and how to manage relationships with suppliers and business stakeholders to get the best results for the business.


Case studies and interactive role plays across the 2 days include: 


• Global initiative at an Insurance company

With supplier’s adept at managing their clients the ability for procurement to manage a supplier the same way can be a challenge. This case study details how one European business implemented a global initiative that delivered effective supplier performance management. Commencing with Vendor rationalisation through to strategic service levels that established a platform to deliver on key objectives then moving beyond the initial core contract.


• Interactive role play 

A World Class Global Company is considering the introduction of change in the next 18 months to respond to world markets. It is looking for initiatives and transformation that will position itself as a world leader in its field This role play will provide delegates with a case study where they have an individual and a team role to play. It will draw on the learnings from the course and require the application of the techniques taught 


• We will also provide our book: “Contract Management, key business competence” - free of charge

Course Outcomes

·       This supplier relationship management course will provide a best practice standard approach for procurement teams to deliver on both business and procurement objectives 

·       This strategic course will raise your procurement profile and your credibility as a recognised business leader & partner 

·       This course outcome develops a supplier strategy that delivers your procurement vision 

·       Through our experienced trainers that have implemented supplier relationship management we will transfer knowledge to you that builds value around each spend category 

·       This course maximises value beyond traditional price focus and looks beyond cost savings by future proofing supply chains, including quality risk and assurance of supply chains.

·       The supplier management methodology ensures negotiation outcomes are better handled with more benefits through partnership   

·       The application of supplier relationship management ensures you have a strategy to manage suppliers’ contracts and relationships 

·       Supplier management will ensure selection and implementation of suppliers that meet your business needs with performance exceeding contractual commitments 

·       Supplier management will address Macro and Micro economic challenges and changes that impact on supply chains through internal and external analysis