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.

Premier Oil recognised that volatile markets demanded more than cost-focused procurement. By embedding SRM, the company built stronger supplier partnerships, improving risk management, unlocking innovation, and securing long-term value in a challenging sector.

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.

Toyota’s 2018 approach to supplier management shows how shifting from transactional oversight to strategic collaboration delivers real business impact. This case study explores how SRM helped strengthen trust, reduce risk, and unlock innovation across one of the world’s most complex supply chains.

KPMG recognised the need for a more structured approach to managing its global supplier base. By embedding SRM, the firm improved governance, strengthened collaboration, and created consistency across complex supplier relationships in the professional services sector.

Unilever’s global supply base is central to its sustainability and growth ambitions. By embedding SRM, the company deepened collaboration with strategic suppliers, accelerating progress on responsible sourcing, reducing risk, and unlocking innovation that supports long-term business goals.

KPN, one of Europe’s leading telecom providers, set out to transform how it worked with strategic suppliers. By embedding SRM, the company shifted from transactional deals to long-term partnerships that deliver innovation, resilience, and competitive edge in a fast-changing market.

Vodafone operates one of the largest and most complex supply bases in global telecoms. By embedding SRM, the company strengthened its partnerships with key suppliers, creating space for innovation, improving resilience, and delivering value across multiple markets.

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.

DS Smith, a leader in sustainable packaging, turned to SRM to strengthen collaboration with suppliers on innovation and responsible sourcing. This case study highlights how structured supplier management supports circular economy ambitions, improves resilience, and builds long-term value.

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.

A leading UK financial services organisation partnered with State of Flux to strengthen supplier management capability across multiple divisions. Through diagnostics, tailored learning, and practical coaching, teams built confidence, consistency, and resilience in managing high-risk and strategic suppliers.

Harbour Energy set out to build practical supplier management capability across three global regions. This article explores how their teams applied SRM principles in real time, created consistency across contracts and cultures, and started shifting supplier relationships from transactional to collaborative.

When COVID-19 disrupted global supply chains, this major telecom provider had to protect network continuity for millions. With State of Flux, it rapidly deployed SupplierBase and ran risk workshops to gain real-time visibility, prioritise actions, and maintain service stability.

Faced with fragmented data and manual scorecards, this government department used SupplierBase to centralise supplier risk and performance management. Automation replaced duplication, improved reporting speed, and gave leaders real-time visibility across all supply partners.

With a European Banking Authority inspection looming, a leading bank worked with State of Flux to rebuild supplier management from the ground up. Using SupplierBase, it created a centralised contract repository, performance tracking, and governance framework — all in just ten weeks.

This global travel company replaced spreadsheets and fragmented data with SupplierBase, creating a single platform for supplier collaboration, contract visibility, and performance management. The result was improved governance, stronger audit readiness, and deeper strategic engagement with critical suppliers.

INEOS Automotive’s CPO and Chief Supply Chain Officer, Marcus Bjorn, shares how the start-up manufacturer built its supply chain from scratch. With transparency, trust, and structured supplier management at the core, the company is laying the groundwork for lasting partnerships and scalable growth.