Through our client engagements and our research we observe organisations continue to revolve around the tender and, even in cases where category planning is evident, there is less supplier management on the backend of the cycle to truly capture the value. The wheels tend to wobble on implementation and buckle when it comes to management. The inevitable impact is contract leakage and a deficit in expected benefits.

Organizations have surely dabbled with SRM. They are very much exploring how to do it and how it might work for them. PwC support this contention in a recent survey, pointing to the fact that 23% of respondents had no SRM in place, while 64% are exploring. Only a very small percentage had established SRM in place. Many have taken the rudimentary steps to tier or segment out their supply base to determine where the focus should be, in terms of critical or strategic suppliers. Many encounter difficulties in initiating, developing and managing SRM.

Our experience of SRM is a continued quest by buyers to deliver more by way of savings, but the opportunity lies not just in savings but in broader value delivery achievable through the relationship. Where can this illusory value be found? Suppliers bring obvious capability and expertise. This needs to be tapped in to, not just to deliver, but to innovate and bring more value while reducing supply risk exposure. Other drivers, both regulatory and competitive differentiators, include sustainability, lean-agility, and resilience.

So, what can organizations expect from SRM? Benefits, both operational and risk related – impacting processes, quality levels, inventory/supply, business continuity, price stability, and so forth. AT Kearney and PwC point to even more compelling value to more significant value highlighting a correlation between presence of SRM and increase in market share, responsiveness to market changes, increased ROI and shorter lead times. In fact, those practicing world class SRM experience strong double-digit improvements versus competitors year over year.

Stay On Top of Your Suppliers

Contract Gap Analysis
  • Identify where contract gaps or exposures exist in the supply base through a structured process of reviewing spend and engaging with the business.
  • Build a prioritised roadmap to eliminate contract gaps.
Contract Management
  • Collate existing contracts or data
  • Partner with clients to implement appropriate contract management tools, resources and processes.
  • Provide contract management services for clients.
Supplier Management Set-up/Pilot
  • Develop supplier segmentation model
  • Analyse and segment supply base
  • Develop the SRM framework
  • rollout and test as a pilot across key internal stakeholders and suppliers
Supplier Management
  • Develop supplier segmentation model
  • Analyse and segment supply base
  • Develop the SRM framework
  • Rollout and test as a pilot across key internal stakeholders and suppliers
  • Phased rollout of SRM across the organisation.

SeeR SRM SaaS Technology

SeeR, a Clearview developed SaaS SRM technology, enables buyers to make decisions, observe risk and opportunity, and to act on suppliers using centralised, high quality data maintained by suppliers, third party sources and buyers. SeeR serves as a single portal to view the supplier relationship from profile to performance, from market insight to risk dashboard.


  • Buyer Information Management
  • Supplier Information Management
  • Sourcing


  • Contract Management
  • Supplier Performance Management
  • Market Intelligence


  • Risk Management
  • Supplier Management Support Services

SRM Contract Management