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.

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.

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.

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.

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.

Kellonova (formerly Kelloggs) manages one of the world’s most complex food supply chains, where consistency and resilience are critical. By adopting SRM, the company strengthened collaboration with key suppliers, improved governance, and unlocked opportunities for innovation and sustainable growth.

Cargill operates one of the world’s largest agricultural supply chains, where resilience and innovation are essential. By embedding SRM, the company built stronger supplier partnerships, improved governance, and created opportunities for innovation and long-term value across the agri-food sector.

The Australian Defence Force depends on critical suppliers to maintain readiness and deliver complex defence projects. By embedding SRM, the organisation improved governance, strengthened collaboration, and ensured supplier partnerships supported long-term capability and resilience.

Industrial recognised that transactional procurement was limiting value creation. By adopting SRM, the company developed stronger supplier partnerships, improved governance, and unlocked opportunities for innovation and long-term resilience in a competitive market.

Royal Mail relied on a complex network of suppliers to keep parcels and mail flowing, especially during peak demand. This case study shows how clearer governance and closer supplier collaboration reduced disruptions, improved responsiveness, and protected service reliability for millions of customers.

HubSpot recognised that scaling fast meant strengthening its supplier partnerships, not just its customer network. By applying SRM, the company improved governance, deepened collaboration, and created stronger alignment with suppliers to support global growth and innovation.

The US Postal Service relied on a vast supplier network to maintain operations across the country. By introducing SRM, it created stronger governance, improved supplier collaboration, and ensured better service delivery in a highly regulated and cost-pressured environment.

Stanwell, a major Australian energy provider, needed a more consistent approach to managing critical supplier relationships. By adopting SRM, the company improved governance, created stronger partnerships, and built resilience in an industry facing increasing regulatory and market pressures.

The New Zealand Defence Force needed to improve how it worked with critical suppliers delivering essential services and equipment. By embedding SRM, the organisation created stronger partnerships, clearer governance, and greater accountability, ensuring readiness and long-term value in a complex public sector environment.

Hitachi recognised that its complex global supply base needed more than contract oversight. By embedding SRM, the company improved collaboration with key partners, unlocking innovation, reducing operational risk, and driving efficiencies across its engineering and manufacturing operations.

Uber’s supplier management programme was only months old when the pandemic hit, yet it quickly proved its value. Close collaboration with strategic suppliers helped the company adapt during a crisis, from repurposing production lines to controlling costs. This case study shows how structured SRM gave Uber visibility, innovation support, and resilience when it needed them most.