Fisher & Paykel sought to enhance resilience and innovation within its manufacturing supply base. By embedding structured SRM, the company strengthened trust, improved performance, and achieved more sustainable results.

Industrial recognised that transactional procurement was limiting value creation. By adopting SRM, the company developed stronger supplier partnerships, improved governance, and unlocked opportunities for innovation and long-term resilience in a competitive market.

Unilever’s global supply base is central to its sustainability and growth ambitions. By embedding SRM, the company deepened collaboration with strategic suppliers, accelerating progress on responsible sourcing, reducing risk, and unlocking innovation that supports long-term business goals.

DS Smith, a leader in sustainable packaging, turned to SRM to strengthen collaboration with suppliers on innovation and responsible sourcing. This case study highlights how structured supplier management supports circular economy ambitions, improves resilience, and builds long-term value.

Hitachi recognised that its complex global supply base needed more than contract oversight. By embedding SRM, the company improved collaboration with key partners, unlocking innovation, reducing operational risk, and driving efficiencies across its engineering and manufacturing operations.