What happens when you truly listen to your suppliers? For Transurban, the answer was a complete transformation of how it manages its most critical partnerships. This case study follows Head of Procurement Mark Sheldrick as he navigates the cultural and structural changes needed to build a formal SRM programme from company-wide listening exercises and supplier segmentation to stakeholder buy-in and a phased rollout and explores what it really takes to turn long-standing supplier contracts into genuinely strategic, value-creating relationships.

Brian Hagen, Chief Procurement Officer at Westpac Banking Corporation, explains why building trust-based supplier partnerships and a centre-led procurement model is essential to managing risk, advancing sustainability, and driving meaningful change across the supply chain. The case study explores how responsible sourcing assessments, supplier diversity programmes, annual Supplier Partner Days, and a cooperative approach to ESG risk management underpin Westpac's strategy to collectively raise performance and create better futures together.

Discover Financial Services, explains why transforming procurement from a transactional function into a strategic partnership model is essential to delivering outstanding customer service and becoming a customer of choice. The case study explores how enterprise-wide SRM training, supplier segmentation, a decentralised governance model, and a culture of continuous improvement underpin Discover's approach to third-party relationship management and business growth.

Debra Derickson, Director of Technology Supplier Management at Starbucks, explains why embedding supplier relationship management within the technology organisation is key to connecting supplier performance directly to business outcomes and customer experience. The case study explores how Starbucks' governance framework, annual Supplier Relationship Forum (SuRF), and cross-functional collaboration underpin their approach to strategic supplier partnerships and delivering on the Triple Shot Reinvention strategy.

Ninian Wilson, Global Supply Chain Director at Vodafone and CEO of Vodafone Procure & Connect, explains why investing in people development is essential to building strong supplier partnerships and delivering better customer outcomes. The case study explores how capability building, SRM training, and a culture of continuous learning underpin Vodafone’s approach to supplier collaboration and customer delight.

Eastman operates in a demanding chemicals sector where innovation and risk management are critical. Its supplier relationship programme created greater transparency, improved governance, and opened the door to joint development with strategic partners.

Toyota expanded its SRM programme to deepen collaboration with global suppliers, focusing on continuous improvement and long-term value creation. This approach strengthened resilience, boosted innovation, and aligned supply partners more closely with business goals.

SunTrust aimed to improve supplier performance and strengthen oversight in a highly regulated banking environment. Its SRM programme delivered clearer governance, stronger accountability, and better long-term value from strategic suppliers.

RSA Insurance needed stronger alignment with key suppliers to manage risk and deliver value in a competitive sector. By embedding SRM, it improved governance, built trust, and created more resilient supply partnerships.

Fisher & Paykel sought to enhance resilience and innovation within its manufacturing supply base. By embedding structured SRM, the company strengthened trust, improved performance, and achieved more sustainable results.

Alliance Boots needed to strengthen control and consistency across its supplier base while maintaining agility in retail operations. Its SRM programme improved governance, enhanced supplier engagement, and created stronger commercial outcomes.

BT sought to strengthen relationships with key suppliers while facing rapid change in the telecoms sector. Its SRM programme enabled more collaborative partnerships, unlocking innovation and improving delivery across critical services.

Barclays needed a more consistent approach to managing critical suppliers across its global operations. By implementing SRM, the bank improved governance, reduced risk, and secured better value delivery from its partners.

Dairy Crest’s supplier relationship programme was recognised at the Procurement Leaders Awards 2012. The initiative highlighted how structured collaboration and governance can deliver measurable impact and industry recognition.

Care UK needed to align its supplier base with the demands of healthcare delivery under tight constraints. By embedding SRM practices, it built stronger relationships, improved efficiency, and delivered more reliable patient outcomes.

Surrey County Council needed to unify supplier management across a complex public sector environment. With a structured SRM approach, it improved consistency, strengthened engagement, and ensured better outcomes for local services.

NHS Supply Chain faced the challenge of delivering value under intense cost pressures while ensuring continuity of critical supplies. By implementing structured SRM, it improved supplier trust, streamlined processes, and strengthened resilience across the health service network.

Sainsbury needed to align a diverse supplier base with fast-changing retail demands. By adopting a structured approach to supplier management, it improved collaboration, reduced complexity, and ensured consistent delivery to customers.

Premier Foods sought to improve consistency across its large supplier base while delivering value in a highly competitive market. With a structured SRM approach, the company built stronger partnerships, improved performance, and unlocked new efficiencies.

Procter & Gamble manages one of the world’s most complex supply networks, balancing innovation, cost, and scale. Its structured supplier management programme has driven consistency worldwide while enabling stronger collaboration with strategic partners.