Global Bank Boosts Supply Chain Value with SRM Training

When operating in a complex and tightly regulated industry, managing suppliers is more than cost or compliance. It’s about consistency, resilience and the ability to respond when expectations shift. For one UK-based financial services organisation, the need was clear: build internal capability to manage supplier relationships more effectively, and do it across multiple divisions with a wide base of stakeholders already involved in sourcing and supplier oversight.

The organisation already had strong functional teams in place. But many people involved in supplier management had entered the role from different paths, with varying levels of experience and confidence. As the business introduced new risk controls and evolved its operating model, the sourcing leadership saw an opportunity to establish a clearer, shared way of working.

Taking Stock Before Building Forward

The first step was to understand the baseline. Over 140 colleagues across the business took part in a capability diagnostic, sharing how they approached key areas like contract governance, performance tracking, relationship health and supplier risk. The responses highlighted several capability clusters, where teams were strong and where development was needed.

It was not an evaluation of individuals but about understanding how people were thinking about supplier relationships and how prepared they felt to manage strategic or high-risk suppliers, especially as expectations from regulators, customers and the business itself increased.

The results offered a snapshot of maturity across the group and helped shape a learning journey that aligned with the organisation’s structure, priorities and supplier mix.

Building Confidence in the Day Job

What followed was a series of focused learning interventions aimed at helping people manage live supplier relationships more effectively. Each participant selected a real supplier they were responsible for and used that relationship as the anchor point for their learning and practical application.

Webinars were run in small cohorts, allowing for open discussion and reflection on current challenges. Topics ranged from trust and behavioural dynamics to supplier segmentation, governance design and commercial alignment. Sessions were practical, using familiar language and real-world examples. The focus remained firmly on outcomes improving how people manage, not just what they know.

Between sessions, participants worked on supplier-specific tasks: mapping governance structures, reviewing relationship health, or identifying early signs of misalignment. One-to-one coaching was available throughout, helping individuals apply the learning to their unique supplier context and navigate internal barriers if needed.

One of the most visible outcomes was a shift in how stakeholder engagement played out. Across several business units, supplier conversations that had previously focused on operational metrics began to expand. More teams started to ask forward-looking questions, invite supplier input on risk planning, and involve commercial colleagues earlier in the process.

This had knock-on effects. In one area, supplier-led innovation initiatives were re-energised after being deprioritised for months. In another, supplier feedback gathered through informal channels was used to adjust service expectations and smooth delivery challenges.

The capability uplift also supported broader risk and compliance goals. Managers felt more equipped to spot early warning signs in supplier performance and were more confident in escalating concerns constructively. Several teams began applying the same governance approaches to Tier 2 suppliers, without being asked, improving overall visibility and resilience across categories.

Participants in the programme also received external recognition for their learning through accreditation with World Commerce and Contracting. This helped position supplier relationship management as a defined skill set within the organisation, rather than a generic task buried in wider roles.

It also sent a clear signal that the business was investing in long-term capability, not a short-term fix. For many involved, it was the first time their work with suppliers had been formally recognised, and it gave a renewed sense of purpose to what had previously felt like background activity.

A More Confident Supplier Community

The result is a more confident, connected supplier management community. While there’s still work to be done, colleagues across the bank now have a clearer view of what good looks like, a common vocabulary to describe supplier performance, and a stronger sense of their role in shaping commercial outcomes.

Supplier engagement has moved from task-based to more relational. Issues are raised earlier, conversations are more balanced, and the business has started to see stronger alignment with supplier partners, particularly those that support high-risk or regulated services.

And critically, the programme has created a foundation that the sourcing team can continue to build on expanding the reach of good practice, onboarding new colleagues faster, and maintaining a consistent supplier experience even as the business evolves.