Procurement can turn a well-negotiated contract into a successful supplier relationship by translating its commitments into clear responsibilities, regular communication, and shared measures of performance. Supplier relationship managers and category teams should agree on how both parties will work together after signing, including how they will raise concerns and resolve issues. The contract establishes obligations; ongoing relationship management helps both sides deliver on them.

At ProcureCon East 2026, practitioners emphasized that successful supplier management includes examining both the buyer's behavior and the supplier's results. Greg Schilling, Director, Enterprise Sourcing at First National Bank of Omaha, encouraged customers to ask suppliers, "How good are we to work with? How's our communication? Because a lot of the time, the issue is on our side." The discussion highlighted how two-way feedback can uncover communication and management issues that procurement might otherwise overlook.

In the ProcureCon Insights 2026 Annual ProcureCon CPO Report, 55% of procurement respondents rated enhancing supplier relationship management and strategic partnerships as a high strategic priority for the next 12 months. The finding places ongoing supplier collaboration firmly on the leadership agenda, alongside procurement's sourcing and cost responsibilities.

Start with a post-award conversation involving procurement, the business owner, and the supplier. Confirm responsibilities, performance expectations, review frequency, and escalation contacts, then record commitments in a shared action log. For strategic suppliers, use business reviews to discuss working behaviors and improvement opportunities alongside delivery metrics, and ask what your organization can do to help the relationship succeed.

Join procurement leaders at ProcureCon East to explore how clear accountability, two-way feedback, and consistent communication can strengthen supplier relationships beyond the contract.