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.

The BBC needed to balance cost efficiency with innovation while managing a highly diverse supply base. Introducing structured supplier management created stronger governance, clearer accountability, and closer collaboration with critical partners.

Dairy Crest faced shifting consumer expectations and increased pressure on supply chains. By embedding structured supplier relationship management, the company improved alignment, strengthened trust, and positioned itself for sustainable growth.

Telstra needed to rethink how it managed critical suppliers across a rapidly evolving telecom landscape. By adopting SRM, the company improved governance, strengthened collaboration, and created more resilient partnerships to support innovation and reliable service delivery.

Mediacom recognised that supplier relationships were central to delivering quality media services at scale. By applying SRM, the company improved collaboration, streamlined governance, and built stronger partnerships to support performance and innovation across its network.