Examining the Relationship Between Supplier Performance Management and Supply Chain Visibility

Two entangled threads that stand out in the complicated fabric of business operations are supply chain visibility and supplier performance management. They both contribute to the supply network’s overall success and resilience. Despite their apparent contrasts, these two concepts are inextricably linked and function in tandem to foster resilience, efficiency, and competitive advantage.


Transparency in the Supply Chain

Companies can foster transparency and cooperation with vendors by keeping up to current on the movements and state of the supply chain. This increased visibility encourages continual supplier performance improvement, fosters relationships, and facilitates informed decision-making.


Management of supplier performance

Supplier performance management functions as a symphony conductor, bringing supplier capabilities into sync with company objectives. By tracking and actively managing key performance metrics, businesses can discover areas for improvement and negotiate favorable terms. This data-driven strategy, which supports supply chain optimization, benefits all parties.

The critical, but difficult to implement, synergistic link between supply chain visibility and supplier performance management emerges as a catalyst for supply chain success. 


Getting started without making it too difficult or academic

Driving Supply Chain, Procurement, or any other Operational Improvement program is a marathon, not a sprint, therefore plan for long-term gains rather than short-term gains. We urge that you always keep the following basics in mind:

  • Begin small and focus on one or two critical areas. This will help to develop momentum and make the implementation process easier to manage.
  • Involve suppliers early on to ensure their cooperation and that their needs are met.
  • Use technology to automate data collection and analysis in order to save time and money.
  • Train employees – This will help them comprehend the new data tools and practices.
  • Form a committee to oversee data governance. This body will be in charge of developing and enforcing data governance policies.



Organizations that are just getting started with supplier performance management and supply chain visibility have a variety of challenges that must be properly studied and handled ahead of time. Consider the following difficulties:

  • The need for new internal and external data: Gathering and arranging data from diverse sources can be time-consuming and arduous.
  • Vendor resistance: Vendors may be reticent to grant access to their systems or share sensitive information.
  • Data aggregation and presentation: Once information has been acquired, it must be aggregated and displayed in a clear and relevant manner.
  • Role expansion and employee training – Employees may require role expansion in order to take on new responsibilities, as well as training on how to use new data tools and procedures.
  • Developing data governance: It is vital to develop explicit policies controlling data collection, sharing, and application.



It is worth adopting a very operational approach when creating mitigations to some of the previously listed difficulties. Driving SCM performance is fairly operational, therefore thoughts on mitigation levers such as:

  • Dialogue: Maintain open channels of communication with suppliers to discuss and resolve difficulties.
  • Managing internal expectations: Make it clear to employees what is expected of them during the implementation process, and set acceptable expectations.
  • Constant improvement: Recognize that monitoring supplier performance and supply chain visibility are ongoing operations, and be prepared to adjust as conditions change.



There are various benefits to integrating supplier performance management and supply chain visibility, but keep in mind that the majority have a lengthy benefit realization schedule. There are no quick successes in a global supply chain…:

  • Lower risk and greater resilience: Companies with superior supply chain visibility are better able to identify and respond to potential disruptions in a timely way.
  • Enhanced trust and cooperation: Companies and their suppliers can benefit from enhanced trust and cooperation fostered by transparency and traceability.
  • Cost optimization and competitive advantage: By optimizing supplier performance, businesses can cut costs and obtain a better market position.
  • Better decision-making: Using data-driven insights, businesses can make better informed decisions about their supply chains.
  • Identify opportunities for continual improvement and innovation. Data-driven insights can help firms identify areas where their supply chains might be enhanced.


Not only are supply chain visibility and supplier performance management separate concepts, but they also work intricately together to propel corporate success. Businesses can use supply chain visibility data to manage supplier performance to build a competitive, resilient, and efficient supply chain that will lead to long-term growth and success. In our fast-paced business world, the unbreakable relationship between supplier performance management and supply chain visibility demonstrates their power to help firms become long-term champions.

The interwoven threads of supplier performance management and supply chain visibility, when skillfully and thoughtfully combined, form a strong and dynamic fabric that enables companies to successfully navigate the complexities of the supply chain environment and gain a competitive edge in a constantly changing global marketplace.

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