SRM – Supplier Relationship Management


SRM includes long-term cooperation between the purchaser and the supplier. SRM in the Promitea system can cooperate with any ERP system through defined data interfaces .

Master Data

Suppliers can enter their own data for their self-assessment and administrate them in Promitea. Data contains addresses, KPI and product categories. Additionally, purchasers have the option of using the Kompass database, which contains more than 5 million suppliers from all around the world and their classification by product c.ategories.

You can integrate master data from your existing ERP system with master data in Promitea. Additionally, you can also import supplier catalog data by using the appropriate interface, such as BMEcat or OCI.

Category Classification

Promitea supports standard classification systems.

Classification systems simplify communication between the purchaser and the supplier. It’s very effective to use a standard classification system, such as eCl@ss or UNSPSC with standardized categories. It’s easier than set up and maintain your own classification system . Using a standard allows you access a larger and global supplier market.

Classification systems also help you to introduce the “Lead Buyer” organization.

Data Cleansing

Quality master data make purchasing more effective. Promitea offers a practical tool for cleansing master data for suppliers and products:

Elimination of duplicate supplierdata:

Promitea identifies suppliers through email addresses, business registers or VAT ID and displays duplicate data. It’s then possible to easily to coalesce them and reduce the number of duplicities..

Elimination of duplicate product data:

In a similar way, the Promitea system works with coalescence of product master data and their assignment to categories. Thanks to the elimination of duplicate records, it’s possible to increase better the total purchasing volume per item and therefore to achieve better purchasing conditions.

e-Spend

Spend analysis structures material costs to groups, suppliers, and regions and summarizes the results in a so-called “Spend Cubicle”. That is the starting point for further strategic planning:

  • to which product group should the management pay particular attention?
  • which project should be invested in?
  • what is the optimum purchasing organization structure?

The results of cost analysis provides a measure for improving the entire purchase.

Supplier Evalutation

Supplier evaluation is another tool for strategic purchasing. It evaluates the supplier according to:

  • business data entered by the supplier themselves
  • data relating to risk and creditworthiness of the supplier
  • KPI in the fields of quality and logistics
  • soft facts
  • subjective evaluation

All of this data serves to create a comprehensive evaluation of individual suppliers.

Supplier Development

Evaluating suppliers helps to decide which suppliers will be cooperated with further. Cooperation can include only the exchange of information or can lead to a much deeper level.

Cooperation with some suppliers can encompass the full cycle from R&D to production. This level of cooperation takes place in various branches in very specific ways and can span beyond the possibilities of the purchasing system.