Universally good practice across multiple sectors

Suppeco’s best of breed (PaaS) platform, enables teams and stakeholders locally, globally, office or field based to collaborate and improve service performance both dynamically and in realtime.

Dynamic engagement and realtime Insights are features of the platform, replacing a traditional approach to rigid functional governance – minimising delay to action, and reducing time on task.

SUPPECO targeted stakeholder mapping ensures relevance of contribution, focus, and interest.

SUPPECO also provides within the platform, safe and secure encrypted collaborative chat, incorporating several additional security access layers.

Business relationships must have structure, otherwise they become dysfunctional. KPIs’ rely on those structures, otherwise they become ineffective.

Suppeco 4 Pillars dynamic infrastructure is specifically geared to support tailored and targeted activity, individually created to suit any collaborative environment. Suppeco workspaces generate live-data measurability, driving value through live insights and KPI deployment, notification of events that inform resilience in the ecosystem, service measurement and performance excellence.

Custom initiatives support fully configurable categories, optionally activated bespoke channels and a range of pre-set and custom KPIs’ that support real-time global ecosystem stakeholder assessment and optimisation.

Key Performance Indicators (KPIs) are the crucial health barometers of any business. They drive the data required to navigate course, sometimes in challenging environments, including the COVID crisis.

The correct deployment of KPIs can certainly spell the difference between thrive and survive, and even failure in business engagement. This simply cannot be overstated.

SUPPECO has developed an Industry Best KPI Custom Creation Suite, where SMART KPIs can be effectively deployed within a structured environment to support and capture performance measurement and value recognition.

Business relationships with organisations in the external ecosystem, when stripped back are based on transactions. Supplier relationship success says as much about the internal team as it does about the suppliers.

Suppeco supports distributed (remote) team targeted collaboration and innovation, service optimisation, and performance excellence. In order to maintain healthy and productive remote team cadence, it’s important to monitor, support and encourage internal channels and patterns of activity, as well as platform utilisation.

Suppeco provides 360-degree metrics for every supplier on the platform, delivering targeted insights on team activity and utilisation, across both sides of the relationship. This is especially valuable for managing and supporting globally dispersed, or digital teams working from home.

A recent Gartner report highlighted the top 25 companies with the strongest supply chains. What did the top five of these have in common?

The answer: perfect CSR (Corporate Social Responsibility) scores.

CSR helps companies to become socially accountable by delivering economic, social and environmental benefits. Once seen as a nice-to-have element of a company, it’s now widely accepted as business critical.

Assessments in areas such as sustainable procurement, environmental practices, labour practices and human rights, provide vital insights into the standards and compliance operated by organisations that may be engaged to provide services.

Why practice CSR?

Maintaining high standards of CSR compliance internally as well as throughout a company’s ecosystem and supply chain, is now considered a key performance indicator, denoting the integrity and standing of most forward-thinking organisations.

A CSR programme is essential for a competitive edge – and by demonstrating their CSR credentials, companies can strengthen relationships across the supply chain. A responsible outlook can also help to improve the quality of products, meet the expectations and demands of customers, and reduce exposure to damaging and costly risks.

Furthermore, investors and creditors are likely to include risk profile and CSR activities within the assessment of any company that they compile and review. In these cases, standards and related statements of compliance across supply chain management are also likely to be under scrutiny.

After having implemented CSR assessments for several FTSE 250 organisations. The Suppeco platform incorporates all this experience, assessments criteria, and a full regularly updated range of CSR business barometers; as well as the collaborative workspace in which to engage, where stakeholders and contributors from across the ecosystem can come together to discuss in a structured, safe and measurable environment.

At Suppeco we recognise the increasing demand and time pressure on key resource, and how a modern operation demands logical and relevant stakeholder participation and contribution.

Suppeco’s engagement methodology and modelling, assists organisations very quickly to drive value by emphasising the relevance in delegation and contribution, both internally and right across the ecosystem.

Stakeholder mapping within Suppeco has already been successfully implemented by several of the world’s best-known brands.

Complex relationships require focused, reciprocal stakeholder contribution and feedback. Suppeco’s structured and configurable relationship taxonomy provides the basis for targeted and relevant stakeholder mapping.

Innovation is fast becoming business as usual. Success is now as much about delivering innovation as it is about core services.

Innovation is more than technology. It is the creative process. Innovation is the life blood of sustaining business and technology advancement. Creative thinking and collaborative engagement shapes how we use technology in business, in supply chain, as well as in our personal lives – changes are constant.

So, to ensure that we are able to benefit in all of these areas, it’s imperative that we build the facility to support and nurture innovation into our business relationships, our business ecosystems and supply chains; and that we align this fully to our in-life contracts as well as those that we’re negotiating now.

Suppeco’s approach to encouraging the culture of innovation, is to create a working collaborative environment, and to support within the platform the construct of business and technology led workspaces, designed to foster and nurture enterprise, divisional, or community wide creative stakeholder creative thinking – embedded against a tangible vision, technology roadmap, ICT or corporate strategy.

Every organisation is different. Priorities and direction differ from one company to the next. When it comes to supply chain, supplier management and the ecosystem, there are several important constants.

Maturity model assessment gauges the depth of both the implementation and the utilisation of supplier and relationship management process and good practice; ranging from identifying suppliers, visibility and condition of metadata, category spend and budget allocation, risk readiness, collaboration, performance etc. We call this, establishing the aspirational point of arrival.

Around the world COVID-19 has posed the biggest threat to business stability since the Second World War. Put simply, it’s been a stark reminder of the critical importance of the role workforce must play, as well as its impactful nature on business continuity and supply chain resilience.  

Some businesses, however, simply must be maintained, even in such a crisis. Moreover, it’s when in crisis that certain services see a sharp increase in volume – Help Desks for example. The nature of most helpdesks is that they rely heavily on people, which of course creates huge challenges where self-isolation and office closures are legislated for and invoked as part of the national fightback.        

Yet, it is the case that many older enterprise contracts have simply not been created to accommodate the sheer enormity and scale of change required within the ongoing pandemic crisis. 

In the absence of adequate provision, and with an overarching duty of care for the workforce in what is of course an unparalleled situation, costs can spiral; business and supply chain stability is threatened, realtime business contingency planning and tactical negotiations – otherwise known in more controlled circumstances as pivoting, are all creating existential threats to services and businesses continuity.  

This is where Suppeco has come to the fore. Suppeco provided measurable structure within what is typically the area of engagement that lacks the sophistication of baselined measurability – otherwise known as the contract. But in the unrivalled situation such as this, with no functional contract provision to speak of, the manageability and true collaborative nature of the relationship became the imperative. Suppeco provided the agility, structure and the targeted collaborative channels to support and maintain control, transparency and equitable manageability in a crisis. This led to a cost avoidance to the business at the height of the pandemic first wave when demands on the business were at an all time high.