Over the next few weeks I am excerpting here from the book’s case studies. They profile 12 strategies across four groupings of customers A) Un-adopters B) Diversifiers C) Pragmatists and D) Committed.
The customer profiled below is part of the third group which has four strategies in the book, keeping relationship with SAP analytical being the first:
SAS scores at CLP are a composite of a variety of safety, quality, cost, delivery, and support attributes. They are meant to give a supplier a 360-degree view on how it is performing. It also gives the supplier, in return, an opportunity to score CLP. Even though SAP is a strategic supplier to many of its customers, it is rare to see the detailed analytical feedback that CLP provides….Even more telling, CLP also shared with the SAP executives the many IT initiatives it had missed out on in the previous couple of years. Mobile enterprise application platform, predictive maintenance, emission management, work clearance, safety document management, and advanced analytics opportunities were awarded to other vendors. Fuel and commodity management functionality was custom developed….The analytical bent continued when CLP recently evaluated HANA as a platform to consolidate its sprawl of SAP landscapes. It also wanted to reduce its infrastructure costs compared to the Microsoft SQL Server database environment it currently runs on….Over and over again, CLP has shown a willingness to evaluate new SAP features and innovations, but it analyzes them thoroughly before it adopts them. Conversely, it is always pushing SAP for more innovation and better support, and openly shares its research findings. In many ways, it is a model customer-vendor relationship — one based on fair, fact-based interaction.
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