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Supply chains & SCM

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Papers and articles

Supply-side views of QBRs

In this exploration of Quarterly Business Reviews (QBRs), Clientshare interviewed 100 stakeholders for their insights from the supply side of key account relationships. The authors identify the frequent pitfalls, such as overemphasis on operational detail and insufficient strategic dialogue, and propose separating innovation-focused discussions from routine operational reviews. Emphasising a proactive, customer-centric mindset, they argue…

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AKAM Workshops & Conferences

Key Account Management in Ecosystems at Siemens

How should you respond when the value chain no longer works the way it used to? When digital transformation, rising customer expectations and increasing market complexity turn your customer relationships into full ecosystems? In this thought-provoking session, Marco Lippuner, Head of Sales Excellence at Siemens, explains why ecosystems are becoming an intrinsic part of KAM.…

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Webinar

Supply chain

Since the pandemic supply chain security is front of mind in every customer. But do you know how supply chains work? Can you discuss and understand the risks and opportunities in supply chain developments? Indeed, supply chain issues can derail some of the most exciting initiatives key account managers might propose. So a basic understanding…

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AKAM Workshops & Conferences

The future of Strategic Global Account Management

Professor Stefan Wengler shares his latest insights on the “The future of Strategic Global Account Management”: His research shows that, increasingly, a systematic SGAM approach needs to be extended to other players along the supply chain. It’s already happening in some sectors but others seem reluctant to admit that they may not sell anything direct…

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Papers and articles

Customer relationship management: engagement or exploitation

David Hawkins of the Institute of Collaborative Working charts the evolution of buyer/supplier relationships. Collaborative relationships can be multidimensional, supporting traditional engagement through supply chains, creation of external alliances and, in many cases, facilitating improved internal collaboration. He shows an 8-stage process linked to BS 11000, the world’s first collaborative business relationships standard developed from pan-industry best practice.

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Webinar

Integrating Functions Through KAM

This webinar will explore your role as a relationship manager in the supply chain. You need to be an orchestrator of your company’s functions to meet the range of customer demands that add value to their business! That may involve your supply chain operations, procurement, returns management, accounting – even third parties. Simon Templar…

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Webinar

Sustainability and Ethics in KAM

-What type of company do we want to be? -Is there a business case for sustainability? -Are we really focusing on the Key Accounts for the future, or are our Key Accounts yesterday’s news? Recent times have made obvious the issue of sustainability as an enormously important aspect for companies and management. This has also…

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AKAM Workshops & Conferences

Value creation, key account teams and KAM in professional services

This workshop was the second of the occasions when AKAM members – and non-members – met and talked together. Practitioner speakers stimulated lively discussion on value creation and the issues that prevent its realisation in some cultures. Our academic presenters uncovered counter-intuitive dynamics in KA teams that affect their performance, and also looked at what…

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Papers and articles

Collaboration beats commoditisation

Collaborative thinking allows organisations to apply their capabilities and resources to expand propositions. But it’s not so simple. Collaboration and integrated approaches can increase customers’ perception of risk and trigger internal friction. At the same time, formal contracts often feel more like ‘contracting for failure’ and can be really divisive. But David Hawkins of the Institute for…

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Competencies

Strategic Alliance Management

Strategic Alliance Management is a growing area that allows key account managers to broaden their differentiated value propositions to clients. They need to look for partners with adjacent or complimentary capability to that of their own organisations’. There are different commercial models that can be applied outside of a formal Joint Venture, including introducer, prime…

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