How to create Procurement & Supply Chain Survey Reports

I. SCOPING

Prior to commencing the survey project, initial scoping work will need to be carried out. This will involve understanding and agreeing the following points; What is the organisations goal in requesting a survey project? What is the intended output of the survey i.e. a report, a meeting, workshop / training? Who are the key advisors that will support the project? What is to be achieved by carrying out the survey project? How to maximise the survey response make the survey attractive (short and succinct)? Agreeing the type and structure of questions - to limit any ambiguity or misinterpretation of the questions Offering incentives for responding, if appropriate. Obtaining SoF Marketing sign-off and sponsor sign-off on the questionnaire.

II.

PROCESS IN CREATING REPORTS

STAGE 1
CREATE / ISSUE QUESTIONNAIRE

STAGE - 2
ANALYSE DATA / WRITE REPORT

STAGE - 3
REPORT REVIEW / DESIGN & PRINT / FOLLOW-UP MTG

A) B)

Create and issue questionnaire Initial research for survey participants

C) D) E)

Carry out statistical analysis on questionnaire responses Obtain case study interviews from key survey participants. Write report

F) G) H) I)

Review report Design report Print & Issue report Follow-up meetings

STAGE 1 CREATE / ISSUE QUESTIONNAIRE A. Create and Issue Survey Understand the type of analysis that will be produced for the report. Consider carefully the inputs i.e. the type of questions as it will determine the depth of detail in the output report. The deliverable for the survey should provide actionable insight on the organisation and the market, with potential for follow-up discussions, rather than simply being a factual report. Points to consider when creating the questions; Will the survey participants be forced or given an option to be anonymous Will the questions require survey participants to compare performance/perception over time or across teams/companies Which questions will the respondents be forced to answer before being allowed to move onto another question in the survey Eliminate any unnecessary questions during the survey planning phase. Consider the language in the questions, as they should be as neutral and open as possible so as not to sway survey participants in any one direction Consider survey bias: survey participants are more inclined to select an average option than they are to select options in the extreme. Consider the style of the questionnaire when creating questions. - will there be generic questions, SRM related questions and contract management related questions

closed-ended questions have pre-existing dichotomous answers, i.e. yes/no, true/false, or multiple choice with the option of other open-ended questions respondents to give and/or explain their answer or response to a question Combination of closed-ended and open-ended questions this is the preferred option for questionnaires as it provides a window for optional supplementary comments

Example Questions:
1. Question Types Closed ended questionsdichotomous answer Closed ended questions multiple choice answer Question Examples Do you have a central repository for storing your third party contracts? a. Yes b. No c. Do not know How many people are employed at your organisation? a. less than 100 b. from 100 to 500 c. from 500 to 1000 d. from 1000 to 5000 e. More than 5000 Which type of procurement categories spend is your SRM activity focused? a. Direct/production and indirect/nonproduction b. Direct materials only c. Indirect only d. None of the above Other (please specify) __________ What are the main things your organisation does well? ___________ Pros Elicits quantitative data. Cons Does not elicit qualitative data.

2.

Easy to analyse.

Responses can be misinterpreted.

3.

Closed ended questions with option of other

Quick to respond to.

Can encourage mind less responses.

4.

Open ended questions

Provides unique insight and emotive response.

Reduces the ability to compare, likefor-like. Takes longer to respond to.

Structure of questionnaire - Welcome opening text detailing the objectives of the survey, why the survey is important to the participants, how long it will take to complete, publishing of the result findings, thanks and acknowledgment for taking part in the survey - Introduction survey contact to provide their contact details; email, tel/mob; company name etc. However it has been agreed to have an anonymous survey, these questions will not be included. - Main body of survey a combination of closed ended and open ended questions grouped into relevant subject groups and structured to answer the research questions / analytical objectives agreed during scoping - Wrap up open-ended questions Consider the layout and presentation of the questions. This must be structured in a way that it tells a story with a clear introduction to the topic, main body and conclusion During the design of the questionnaire, careful thought must be given to the final report, as the questionnaire will determine the outcome of the report. Obtain comments from colleagues and the sponsor on the draft questions created Upload questions into a questionnaire software tool, i.e. Survey Monkey Configure questions in the questionnaire software tool Issue online test survey before its issued to survey contacts Issue online survey and keep open for 3-5 months.

 NB: for survey that are open les than 1 month, will require weekly follow-up emails to achieve a high response rate. (See Appendix A) B. Research for survey participants Seek to find up to 400-500 survey contacts, achieve an average of 100 survey responses. A 100 response rate is the minimum for a reasonable survey pool. Search and select companies using the following approach; - Stock exchange Lists companies from different industries, provides company news, company stock information, size and ownership. - Industry and trade magazines, annual reports, company check - provides information on selected companies - Company website provide detailed information on company, products &services, contacts info Search for company contacts to obtain executive contacts in procurement and supply chain - Company website - visit the company website to find the person who owns procurement and supply chain - LinkedIn, Google, Bing visit these sites to find names of company contacts - Email address ascertain the contacts email address by testing a combination of person name/ or initials and company name i.e. asmith@company.co.uk, a.smith@company.co.uk , a_smith@company.co.uk or alan.smith@company.co.uk etc Send an introductory email to the contacts regarding the survey (see Appendix B) Send an email reminder to the contacts, 6 weeks after launching the survey (see Appendix C) Send approximately 3 survey response reminders while the questionnaire is open to prompt contacts (see Appendix D) Send an email thanking contacts who participated in the survey STAGE 2 ANALYSE DATA / WRITE-UP REPORT C. Carry out statistical analysis on questionnaire responses Export the completed questionnaire responses into excel Carry out any data cleansing that is required before analysing data Carry out demographic statistical analysis - How many people responded to the questionnaire? - What is their job title? - What is the type of industry? - What is the company turnover? - What are the geographical locations? Carry out advanced statistical analysis based on all the questions Carry out analysis on combination of responses to reveal any correlations - Multiple choice opened ended and closed questionnaire analysis D. Case study examples Ask a select number of survey contacts to provide a case study. The contacts will need to understand what is the scope of the study to provide a suitable response Issue a simple questionnaire to the selective number of suppliers. Case study responses from 4 5 companies will require the questionnaire to be issued to 15 survey contacts Write up case study material (see Appendix E)

 Follow-up with a phone interview if necessary to get more in-depth information Obtain case study approval/sign-off from the organisations legal or marketing department. E. Writing the Report Carry out so-what analysis the main objective is to answer the following question: why is SoF, research findings relevant to our sponsor(s)? Provide comments and explanation based on data from the statistical analysis. - Reflect on the meaning of the text - What are the opportunities? - Are there any good practices? - Are there any good opportunities? - Are there any poor practices? - Were opportunities missed? Where possible tie back the narrative of the survey result to what SoF does as a company Back up analysis with SoF examples and recommendations as well as providing any direct quotes from the survey responses STAGE 3 REPORT REVIEW / PRINT & ISSUE/ FOLLOW-UP MEETING F. Review report To be carried out by Executive Consultants G. Design report To be carried out by Marker Studio or an alternative design supplier. H. Print & Issue report To be carried out by a selected printer. (Tips: To efficiently manage printing costs, the total number of
pages in the report should be multiples of 4, 8 or 16).

Email survey report to the survey contacts with an email offering a one-to-one meeting to discuss their results compared with other companies. Names of printers and their rates (see Appendix F) I. Follow up at value demonstration meetings Hold follow up meetings with companies that are interested in their organisations comparative results with their competitors (see Appendix G) Initial meeting: create a bespoke presentation and discuss results while gaining further information on the organisations business and business drivers Create desire from the survey contact to want further information from State of Flux Subsequent meeting: highlight the opportunities identified in the survey, to improve on their overall business performance.

APPENDIX - A Example Survey

[Survey Name] Survey [Year]

WELCOME
Welcome to the [Survey Name] Survey [Year] We are conducting an in-depth research in [Name of Survey Topic]. [Provide information on the survey topic, giving an explanation on why the survey is being conducted]. The survey will take approximately 15 - 20 minutes to complete. Please be assured that your responses will remain confidential. Once the results have been collated, they will be discussed at a series of practitioner workshops and the key findings published in the form of a report that will be made available to all survey participants. (If you are interested in taking part in a pre-report workshop, please tick the box at the end of the survey.) Thank you for your contribution to what we hope will be another extremely valuable benchmarking exercise. Kind regards,

[Name] Chairman / Managing Director State of Flux

INTRODUCTION
INSTRUCTIONS: You can save your progress on the survey at any stage and return to it later. To do this: 1. Save your answers by clicking Next>> at the bottom of the page. 2. Click the "Exit this survey" link (top right hand corner). 3. When ready, return to the survey by using the same link as in the survey invitation, and continue from the page where you left off. NB. When returning, please remember to review the previous page to ensure all questions have been answered by clicking on the Previous>> button. Please note the following: You will need to use the same computer/IP address. Once you hit the Submit responses>> button at the final page, you cannot return to the survey. Questions marked with an asterisk (*) need to be answered before you can progress to the next page. If you have any questions about the survey or are having problems, please contact us at [ telephone at +44 (0)20 7842 0600. ]@stateofflux.co.uk or by

1. Please start by providing the following details: Name Organisation Job title Email address 2. What is your personal involvement in [Name of Survey Topic] with your organisation Responsible actively work on / manage activities Accountable overall accountability for the success of the [Name of Survey Topic] programme Consulted opinion sought on conduct/design of [Name of Survey Topic] activities Involved kept up to date on the progress of activities

CURRENT STATE
[Description of Section] Example: This section focuses on how the [Name of Survey Topic] has progressed in your organisation during the past [1 yr, 2yrs, 3 yrs etc], the main challenges and how you assess your maturity overall. What form does [Name of Survey Topic] activity generally take in your organisation at present (tick all that apply) Managing supplier contracts to ensure that negotiated terms and service levels. Defining and monitoring key performance indicators (KPIs) to ensure that suppliers deliver benefits beyond those defined in the Collaborating with suppliers on joint projects (eg, cost reduction, innovation) that deliver mutual benefits Other 4. From an overall perspective, how has [Name of Survey Topic] activity in your organisation changed over the past [1 yr, 2yrs, 3 yrs etc]? Significant progress Moderate progress No change Moderate decline Significant decline 5. What are the reasons for this decline in this [Name of Survey Topic] activity? More immediate priorities Budget resources taken away Shortage of people with the required skills / competencies Change in organizational strategy Change of business ownership Change in senior management Change of procurement / supply chain leader Stakeholder support withdrawn Lack of interest among key suppliers Insufficient value obtained Other (please specify) 6. How would you rate progress in [Name of Survey Topic] during the past [1 yr, 2yrs, 3 yrs etc] in the following areas? Significant Moderate Minimal Not at all Senior executive sponsorship / support Internal stakeholder engagement Supplier engagement Process Governance model Skills & competencies Tools & systems Number of suppliers involved Quality of relationships with suppliers Measurement / KPIs Tangible benefits delivered Other (please specify) 3.

Which, if any, of the following barriers have you encountered internally in terms of [Survey Activity]? (Tick all that apply) Lack of top management support Lack of budget/resources Shortage of people with required skills/competencies Lack of a business case with clear ROI Lack of cross functional cooperation Changing internal mindsets to accept open exchanges of information with suppliers Internal disputes about which suppliers should be included in the key supplier segment Difficulty getting reliable performance data Measuring benefits delivered through the activity Activity not perceived as important within the procurement/supply chain function Low status of the procurement/supply chain function Hard to get a consistent message across due to high number of internal stakeholders None Other (please specify) 8. Which, if any, of the following barriers have you encountered with suppliers in terms of [Survey Activity]? (Tick all that apply) Persuading suppliers of your commitment Corporate culture differences between your company and [Survey Activity] supplier Information sharing with [Survey Activity] suppliers Lack of business/company alignment Lack of interest from suppliers Rapid turnover of supplier account personnel Lack of trust Poor communication Inability to measure benefits/costs Lack of shared benefits Ineffective conflict resolution procedures None Other (please specify) 9. Over the next 12 months, how do you expect the importance of [Selected Activity] in your organisation to change? Much more important More important Remain the same Less important Much less important 10. Over the Overall, how would you characterise the current state of [Selected Activity] in your organisation? Undeveloped (pockets of activity but no formalised approach applied) Developing (policies & processes defined and implemented with some target suppliers) Established (policies & processes defined and consistently applied across your target suppliers with some benefits achieved) Optimised (policies & processes consistently applied across your target suppliers with significant results delivered) Other

7.

BUSINESS DRIVERS, VALUE & METRICS

[Description of Section] Example: This section asks about business drivers, where you and your suppliers have seen benefits, the degree to which these are financial / quantitative, and the metrics you apply to the activity. 11. How important are the following business drivers for your organisation when it comes to investing time and resources in [Survey Activity] activities? Very important Important Not very Not at all important important Cost reduction Cost avoidance Risk reduction Innovation Sales/revenue growth Higher profit margins Supply chain efficiency Lead time reduction Faster speed to market Working capital improvements End customer experience Quality improvements Service level improvements Preferred access to capacity / materials Compliance to contract Internal process improvements Sustainability Access to supplier's 'A'team
Other (please specify)

12. In which of these areas have you seen benefits from your [Survey Activity] programme/activities so far? (Tick all that apply) Cost reduction Working capital improvements Cost avoidance End customer experience Risk reduction Quality improvements Innovation Service level improvements Sales/revenue growth Preferred access to capacity/materials Higher profit margins Compliance to contract Supply chain efficiency Internal process improvements Lead time reduction Access to supplier's 'A' team Faster speed to market Sustainability Other (please specify) 13. What do you see as the biggest source of potential value from [Survey Activity] during the next 12 months? Cost reduction Working capital improvements Cost avoidance End customer experience Risk reduction Quality improvements Innovation Service level improvements Sales/revenue growth Preferred access to capacity / materials Higher profit margins Compliance to contract Supply chain efficiency Internal process improvements Lead time reduction Access to supplier's 'A' team Faster speed to market Sustainability Other (please specify)

14. For which of the following have you been able to measure a financial benefit? (Tick all that apply) Supply chain efficiency Collaborative cost reduction Increased sales Quality improvements Collaborative new product/service development Access to innovation Reduction in supply risk Compliance to contract/avoidance of deal leakage None Other (Please specify) 15. What is the average financial saving you have achieved as a result of [Survey Activity] with your strategic suppliers? (Defined as savings achieved post contract with those suppliers) 0% 68% 0-2% 8-10% 2-4% 10%+ 4-6% Dont know 16. How often do you share financial savings derived from [Survey Activity] with your suppliers? Always Occasionally Rarely Never Dont know 17. What benefits have your key suppliers gained as a result of your [Survey Activity] activities to date? (Tick all that apply) Cost efficiencies Access to new business within your organisation Sales/revenue growth Access to new geographic markets Higher margins Transfer of skills/knowledge/expertise Productivity gains Sharing of engineering/R&D resources Faster/better decision making Sharing investment/risk in joint projects Other (please specify) 18. Which, if any, of the following benefits would you say your organisation has derived from suppliers during the past 12 months as a direct result of [Survey Activity]? (Tick all that apply) Business drivers, value & me Preferential pricing Senior management commitment / support Priority status for scarce Greater willingness to materials and / or invest/take risks in new manufacturing capacity projects Proactive ideas for Better market knowledge continuous improvement First refusal on innovations Logistical support Access to the best people and None resources Other (please specify)

19. Which of the following metrics do you use to track the performance of your [Survey Activity] programme? (Tick all that apply) Financial savings Level of risk Compliance with Internal stakeholder feedback / contract/processes satisfaction Number of supplier ideas / Supplier feedback / satisfaction innovations received Number of supplier End customer experience ideas/innovations implemented Number of joint Contribution to sustainability / projects/initiatives corporate responsibility goals Quality Joint view of relationship quality On time delivery Speed in resolving issues / challenges Other (please specify) None 20. To what extent are you currently using joint customer supplier KPIs to measure the collective performance of your [Survey Activity] programme / activities? Significantly Moderately Not very much Not at all Dont know 21. If possible, please give brief details about ONE successful example of [Survey Activity] generating value for your organisation (scope, nature of activity, outcomes):

RELATIONSHIP CHARACTERISTICS
[Description of Section] Example: This section asks about information on sharing, key success factors, and the effect of an [Survey Activity] approach on relationship dynamics, and "customer of choice" status. 22. What kind of information do you share with your key suppliers? (Tick all that apply) Strategic plans Product / technology roadmaps Demand and forecast data New product designs Sales targets Market information Supplier performance data End customer needs / requirements Organisation charts Relationship strategy Other (please specify) None 23. What, in your view, are the most important factors for the success of an [Survey Activity] approach? Very Important Not very Not at all important important important Relationship continuity Investment in the relationship Level of dependency Executive sponsorship Business alignment between the two organizations Willingness to take a long-term view Communication Personal relationships Reciprocity and fairness Level of trust Empathy Shared benefits Broadening involvement beyond procurement and sales functions Other (please specify)

ics 24. In what way, if any, has an [Survey Activity] approach changed the nature of negotiations with your strategic suppliers? (Tick all that apply) Quicker to reach agreement More constructive tone / discussions More efficient use of time Longer term perspective Better outcomes for both No change parties Supplier brings more value to Not applicable the table 25. To what extent are you working collaboratively with your strategic suppliers? Always business as usual Often Occasionally Rarely Never Dont know 26. What form does this collaboration with your strategic suppliers take? (Tick all that apply) Co-development Joint planning of products/services Joint research Joint bids/proposals to customers Joint ventures Joint improvement projects (e.g. cost and efficiency) Joint marketing campaigns Other (please specify) 27. How would you rate your organisation's ability to attract, evaluate and implement innovation proposals from your key suppliers? Very good Good No opinion Poor Very poor 28. What, if any, are the major barriers for your organisation to attract, evaluate and implement supplier innovation proposals? Unwillingness to consider Complexity of organisation external ideas No formal process in place Lack of time/resources Lack of internal No major barriers communication/coordination Lack of clear ownership Other (please specify) 29. How would you rate your organisation's understanding of, and ability to leverage, your key suppliers' capabilities and technical expertise? Very good Good No opinion Poor Very poor

30. Which of the following relationship characteristics do you think your strategic suppliers value the most? (Please rank the top 5 in order of importance, where 1 = most important) 1 2 3 4 5 Alignment on business Strategy / vision Alignment on technology / innovation roadmaps Process alignment Cultural fit Openness to ideas Brand value / marketing opportunities Revenue actual / potential Profitability of the account Length of the relationship Payment performance (eg, on time in full) Your willingness to share information Your willingness to listen / collaborate Access to/engagement with your executives Your speed of decision making Your ability to execute Long-term perspective Quality of communications Trustworthiness Pleasant to do business with Other (please specify) 21. STAKEHOLDER ENGAGEMENT & SUPPORT [Description of Section] Example: This section asks about the level of [Survey Activity] sponsorship and engagement you currently have, both with internal customers and with your suppliers. 31. How would you characterise the level of internal executive/senior management sponsorship for [Survey Activity] at present? Strong and active Committed in principle Moderate Nonexistent Minimal Other (please specify) 32. How would you characterise the level of engagement in [Survey Activity] from the business and from functions other than procurement/supply chain? All major functions/business Some interest among other units fully engaged functions/business units Broad functional/business No engagement at present unit support and involvement Some engagement with other Other (please specify) functions/business units 33. How would you characterise the level of engagement in [Survey Activity] from your strategic suppliers at present? All strategic suppliers fully engaged Broad group of suppliers (15 or more) actively engaged Small group of suppliers (less than 15) actively engaged Pilot group of suppliers willing to engage in [Survey Activity] programme No engagement at present Other (please specify)

tionship Management Survey 2011 34. What proportion of your suppliers that you classify as strategic regard your organisation as a strategic customer? 0 - 25% 76 - 100% 26 - 50% Don't know 51 - 75%

GOVERNANCE & PROCESS

[Description of Section] Example: This section focuses on supplier segmentation, the profile of strategic suppliers, the status of key [Survey Activity] frameworks/processes and the role played by procurement. 35. Which of the following criteria do you use to segment your supply base and determine your most important supplier relationships? (Tick all that apply) Volume of spend Sustainability Criticality of products/services Technology/innovation Level of dependence Significant value improvement potential Supplier capabilities Successful past relationship Perceived importance as a Appetite for collaboration customer Competitive advantage Contribution to brand value Risk containment Don't currently segment Other (please specify) 36. How many suppliers are ranked in your most critical (strategic) group? Less than 10 76- 100 11-25 100+ 26-50 N/A 51-75 37. Approximately, what percentage of your annual procurement spend, is accounted for by this group of strategic suppliers? Less than 10% 51-75% 11-25% 76- 100% 26-50% N/A 38. How would you describe the state of the following aspects of governance in your organisation at present? Fully documented Documented and Broadly defined / Undefined and and implemented partially agreed but not yet undocumented implemented documented Organisational model Key roles & responsibilities Relationship strategy & account plans Issue resolution/escalation 39. Which of the following issues are typically discussed at key supplier relationship/account review meetings? (Tick all that apply) Supplier performance Pricing Customer performance Contract management Joint process improvement New supplier opportunities products/services Joint cost reduction New supplier opportunities ideas/innovations Disputes Value delivered Quality Business strategy/plans Risks Category strategy/plans Other (please specify)

40. What is the role of the central/group procurement function in [Survey Activity]? (Please rank up to five options in order of importance, where 1=most important, 5=least important) 1 2 3 4 5 Ownership of formal programme Ownership of key strategic supplier relationships Leadership of cross-functional capability Process owner and facilitator Organisational / governance design Adviser to other functions / the business

PEOPLE & SKILLS

[Description of Section] Example: This section focuses on the role of [Survey Activity] managers and cross-functional teams, and the skills/competencies required to conduct [Survey Activity] activities effectively. 41. To what extent is [Survey Activity] defined and recognised in your organisation as a formal business discipline? Significantly Moderately Not very much Not at all Don't know 42. In your organisation, which of the following best describes the typical status of supplier relationship managers? Full time dedicated managing - one supplier relationship Full time dedicated managing - multiple supplier relationships Part of a broader category management/sourcing role Part of a broader operations/service delivery role No [Survey Activity] managers currently Other (please specify) 43. Where do the supplier relationship managers generally sit in your organisational structure? Procurement function at central/group level Procurement team embedded in business unit/other function (eg, IT) Other central/group function In decentralised/local functions In the business No [Survey Activity] managers currently Other (please specify) 44. Do you have cross-functional supplier management teams for each of your key suppliers? Yes No Don't know 45. What roles do the members of these cross-functional supplier management teams typically perform? (Tick all that apply) Attend regular account/business review meetings Attend periodic innovation/technology workshops Participate in segmentation reviews (eg, annually) Help to define supplier account plans Evaluate ideas/innovations proposed by the supplier Act as escalation points Complete regular performance scorecards Complete 360degree feedback surveys Don't know Other (please specify)

46. To what extent have you invested in training and development specifically to equip your people for [Survey Activity]? Significantly Moderately Not much Not at all 47. What form does this [Survey Activity] training take? (Tick all that apply) Classroom training internally run Internal discussion forums Classroom training external provider Attending external events (eg, conferences, workshops) eLearning internally developed On the job coaching eLearning externally developed Studying for formal qualifications Other (please specify) 48. How do you rate the following skills/competencies in terms of their importance for the [Survey Activity] to be conducted successfully? High Medium Low Market and category knowledge Commercial/contractual expertise Cross-functional working Negotiation skills Facilitation skills Coaching Leadership Change management Trust building Communication Account planning Creative mindset Project management Analytical skills Influencing skills Other (please specify) 49. Which of these skills & competencies do you think needs the most improvement within your procurement/supply chain team? (Tick all that apply) Market and category Trust building knowledge Commercial/contract Communication expertise Cross-functional working Account planning Negotiation Creative mindset Facilitation Project management Coaching Analytical skills Leadership Influencing skills Change management Other (please specify) 50. To what extent are [Survey Activity] activities/goals built into individuals' personal development plans and objectives? Significantly Moderately Rarely Not at all Dont know 51. Which of the following tools do you use to evaluate and manage key supplier relationships? (Tick all that apply) Operational performance scorecards Risk assessments/registers Balanced scorecards Standard meeting agendas Supplier account plans 360 degree feedback surveys Supplier profiles None Compliance audits Other (please specify)

52. To what extent are you currently using IT systems/software applications to actively support the management of key supplier relationships? Significantly Moderately Not very much Not at all Dont know 53. Which of the following systems are you using to support [Survey Activity]? (Tick all that apply) ERP system Spend analysis system Purchase to pay system Supplier performance system Contracts management system Customer led relationship portal Supplier led relationship portal None Other (please specify) 54. How well do you feel your existing IT systems/software applications support [Survey Activity] activities? Very strongly Adequately Poorly Very poorly 55. What are the barriers in using your existing IT systems/software to support [Survey Activity]? (Tick all that apply) Lack of required functionality Inaccessible to internal stakeholders Inaccessible to supplier stakeholders Lack of up-to-date data/information Systems disparate/not integrated Not applicable Other (please specify)

ABOUT YOU
Nearly finished! Please provide us with some key demographic information and let us know if you would like to take part in a pre-report workshop (face to face or online). 56. At what level do your responses to this survey apply in terms of your organizational structure? Enterprise wide Division/business unit global Corporate/group global Division/business unit regional Corporate/group regional Division/business unit national Corporate/group national Other (please specify) 57. Which of the following best describes your position? C-level executive (CEO, COO, CFO, CPO, etc) Executive/senior vice president Vice president/director Senior manager Manager Other (please specify) 58. Which organisational function do you work in? Procurement/sourcing Finance Supply chain HR Supplier relationship Sales management R&D Marketing Operations Engineering IT General management Other (please specify)

59. What industry sector is your organisation primarily engaged in? Aerospace & defence Mining Automotive Oil & gas Chemicals Paper & packaging Construction Pharmaceuticals Engineering Professional services Financial services Public sector Food & beverages Retail FMCG/CPG Telecommunications Healthcare Transportation IT/high tech Travel & leisure Manufacturing Utilities Media & entertainment Other (please specify) 60. Which region of the world are you located in? North America Latin America Europe Africa Asia Australasia 61. What country are you based in?

WORKSHOP
62. Would you be interested in taking part in a pre-report workshop (face to face or online) in [month(s)] to learn about the key findings of this survey and to discuss [Survey Activity] issues with your peer group? Yes No 63. Please add any comments about your experiences with [Survey Activity] and/or the issues raised in this survey:

Management Survey 2011

APPENDIX B Welcome Invitation Email

Dear Sir / Madam Re: State of Flux [Name of Survey] Survey State of Flux would like to invite you to participate in the [Name of the Survey]. This survey is designed to gauge the recent developments in [Name of Survey Topic] and demonstrate ways in how to improve [Name of Survey Topic] practices as well as highlight any best in class approaches. The key findings of the survey will be published in the form of a report that will be made available to all survey participants. Additionally, you will be invited to attend a workshop to learn about the key findings of this survey and to discuss [Name of Survey Topic] issues with your peer group. The survey should take no longer than 15-20 minutes to complete. Your response will remain anonymous and your details will not be disclosed to any other parties. To participate in the survey, please click on the following link: [Survey Link] If you think someone else in your business is more suitable to answer the survey, we would be grateful if you could forward this invitation to the relevant person or alternatively send us the named contact so that we can send an invitation to them. Thank you in advance for participating in this research, your contribution is valuable to the overall research. Kind regards

[Name] [Title] State of Flux Ltd

APPENDIX - C Follow-up Email

Dear Sir/Madam Re: State of Flux - [Name of Survey] Survey I recently sent you an email inviting you to participate in the [Name of Survey]. The survey has already received responses from a range of companies within the various industry sectors: banking, telecommunications, retail, energy, oil & gas, pharmacy, construction, IT / technology, transport, food and beverages, health care, defence and aviation. There is still opportunity for you to take part in the survey and therefore benefit in receiving a report on the latest developments in the field of [Name of Survey Topic].

Following the survey we would like to invite you to our free workshop, this will be a open discussion forum, where we will highlight the significant trends and approaches a supplier may consider to improve on their overall performance.

To participate in the survey, please click on the link below: [Survey Link] Kind regards

[Name] [Title] State of Flux Ltd

APPENDIX D Reminder Email to complete Survey Dear Sir/Madam Re: State of Flux - [Name of Survey] Survey We appreciate you have a number of important commitments; therefore, we would like to thank you for starting to complete the State of Fluxs [Name of Survey]. If possible we would be grateful if you could complete answering the questions, as your participation and answers will be valuable to our study. We trust that your participation in this survey will be worthwhile and from the report you will see the main trends and response on [Name of Survey Topic].

Following the survey we would like to invite you to our free workshop, this will be a open discussion forum, where we will highlight the significant trends and approaches a supplier may consider to improve on their overall performance. Completing the survey will take 15-20 minutes and your responses will remain confidential. To complete your participation in the survey, please select the link below: [Survey Link] We look forward to receiving your completed survey.

Kind regards

[Name] [Title] State of Flux Ltd

APPENDIX E Case Study Example

APPENDIX F List of Printers

Name Butler, Tanner & Dennis

Address Caxton Road Frome Somerset BA11 1NF

Tel / Email Tel: 01373 451500 Email: enquiries@butlertanneranddennis.com

Printing Quotes Based on: A4 portrait Colour Paperback bound 100 pages 115g silk pages 260g silk laminated cover Volumes Butler, Tanner & Dennis 100 250 500 Total 860 1,530 2,600 Avg unit Price 8.60 6.12 5.20

Designer Jon.beattie@stateofflux.co.nz / jon.b@markerstudio.com Managing Director - based in New Zealand

Quote based on 100 pages - 2500 to 5000

APPENDIX G Comparative Report - Template

G:\2 - Service Lines\SRM\SRM Templates\SRM Survey 2011 Template