Lack of clarity around supplier performance (especially for suppliers of services related to clinical trials and other complex projects) made it impossible to identify the best suppliers with whom to create preferred relationships, to award specific projects to the most qualified supplier, or to work jointly with suppliers to improve performance. Prior efforts over the course of a year failed to produce a viable scorecard or gain sufficient buy-in from business stakeholders to enable successful implementation. Meanwhile previous investments in supplier relationship management (e.g. quarterly business reviews, annual executive summits, and the like) showed little return due to the lack of meaningful performance data. Read more to see the solution.You must be a SIG member and logged in to view this document.