Telstra needed to rethink how it managed critical suppliers across a rapidly evolving telecom landscape. By adopting SRM, the company improved governance, strengthened collaboration, and created more resilient partnerships to support innovation and reliable service delivery.

Mediacom recognised that supplier relationships were central to delivering quality media services at scale. By applying SRM, the company improved collaboration, streamlined governance, and built stronger partnerships to support performance and innovation across its network.

AIB recognised that its supplier network played a vital role in maintaining trust and stability across financial services. By embedding SRM, the bank improved governance, enhanced collaboration with key partners, and created stronger resilience in a tightly regulated industry.

Johnson & Johnson relies on one of the largest and most complex supply networks in the world. By embedding SRM, the company improved governance, built stronger supplier partnerships, and created the trust needed to deliver resilience, innovation, and reliable outcomes in healthcare.

The UK Cabinet Office needed greater consistency and accountability in how government departments managed critical suppliers. By adopting SRM, it created structured governance, improved collaboration, and strengthened resilience across public sector procurement.

Narta, one of Australasia’s largest retail buying groups, needed a more consistent way to manage supplier relationships across its network. By embedding SRM, the organisation aligned members around shared objectives, strengthened collaboration with key suppliers, and created greater value for both retailers and partners.