Lieferantenmanagement

What is supplier management?

Supplier management encompasses all the processes by which a company actively shapes, evaluates and develops its supplier relationships. It begins with the structured selection and qualification of new suppliers, extends through contract management, ongoing performance monitoring and risk assessment, and includes joint improvement programs. The goal is to ensure a stable, cost-efficient and compliant supply – while making dependencies and risks within the supply network transparent.

Typical components include: supplier selection and approval, contract management, evaluation against defined KPIs (such as on-time delivery, quality rate and response time), escalation processes for deviations, and compliance audits. Strategic elements such as capacity assurance, make-or-buy considerations and the development of preferred suppliers into long-term partners are also part of the picture.

How does supplier management work in practice?

In intralogistics and warehouse operations, the quality of supplier management has a direct impact on day-to-day operations. Suppliers who reliably transmit advance shipping notifications (DESADV) in a timely manner enable more efficient goods receipt planning and reduce the need for clarification. Agreed delivery windows and packaging specifications noticeably reduce manual effort at goods receipt. Conversely, poorly managed supplier relationships create fluctuations in delivery reliability, inaccurate master data and higher safety stock levels.

Operationally, purchasing and logistics work closely together in supplier management: purchasing negotiates terms and SLAs, while logistics defines operational requirements – such as packaging units, labeling or delivery time windows. Both sides contribute to supplier evaluation. In many companies, this collaboration is supported by a supplier relationship management (SRM) system or ERP modules that consolidate evaluation data and document escalation processes.

What matters when designing the approach?

Segmentation is crucial: not all suppliers require the same level of management effort. Critical suppliers – such as those with a high share of spend or no short-term alternative – require more intensive attention than standardized C-part suppliers. A clear classification, for example by risk and strategic importance, provides the foundation for targeted management measures.

In addition, evaluation criteria should be clearly communicated and agreed with suppliers in advance. KPIs that are relevant internally must be transparent and actionable for suppliers, otherwise the management effect is lost. Escalation and improvement processes should also be documented in writing – both for the supplier and for internal audit requirements. Whether and to what extent digital tools are used depends on company size, number of suppliers and existing ERP structures; a blanket recommendation cannot be made here.