Suppeco Named 2026 SRM Advocate

A vendor that argues for the discipline

SRM Today has named Suppeco a 2026 SRM Advocate. The recognition goes to organisations that do more than sell into supplier relationship management. They make the case for it.
That case still needs making. In too many businesses, SRM is a quarterly scorecard and a spreadsheet nobody opens b...

etween reviews. Suppeco has spent years arguing the opposite: most of the value a business gets from its suppliers is decided after the contract is signed, not during the sourcing event.

Where the value leaks

The argument rests on a simple observation. A contract is a snapshot. It records what two parties agreed on a particular day, under a particular set of assumptions about volumes, prices, risks and people. Operational reality starts drifting from that snapshot the moment the ink dries. Volumes change. Key contacts move on. Service levels slip and are quietly tolerated. Nobody is acting in bad faith. Nobody is watching the gap either.
That gap is where value leaks. Most of the evidence for it sits in unstructured places: emails, meeting notes, escalations, an account manager’s instinct that something is off. Procurement prefers clean, structured data because it is easier to count. A function that only measures what is easy to count will reliably miss what matters.

Three ideas worth taking seriously

Suppeco’s contribution has been to turn that argument into practice. Three ideas stand out.

Relationships depreciate. Treat a supplier relationship as an asset and the management question changes. Assets lose value without maintenance, and the loss is gradual enough to go unnoticed until it becomes expensive. The useful question is not “how is this supplier performing?” but “what is this relationship worth now compared with a year ago, and why?”

Measurement has to survive a finance review. SRM partly earned its reputation for being woolly. Scores built on opinion and collected once a year invite scepticism from anyone holding a budget. If supplier management cannot express its value in terms a CFO recognises, it will be the first line cut when money gets tight.

A relationship assessed from one side is half a relationship. Buyers routinely score suppliers and almost never ask to be scored back. Yet suppliers often see problems first: unreliable forecasts, late payments, ten people requesting the same report. Reciprocal assessment shows the gap between how each side thinks things are going. That gap is usually the most useful finding of all.

A growing track record

The award adds to a run of external validation. Suppeco was named a 2023 IDC Innovator in ProcureTech, achieved 2023 50 to Watch by Spend Matters, and has just been validated by The Hackett Group in the company’s Fall 2026 Solution Map.

“A supplier relationship is an asset, and like any asset it depreciates if nobody looks after it,” said Sheldon Mydat, Founder and CEO of Suppeco. “Most organisations sign the contract, file it, and then wonder two years later where the value went. We built Suppeco to stop that leak.”

The question for the profession

Recognising a vendor is, in the end, recognising an argument. The argument here is that procurement’s centre of gravity needs to move. Sourcing events get the attention, the governance and the best people. The years that follow, where the money is actually made or lost, get a scorecard.
Reversing that is not a software problem. It asks procurement leaders to change what they reward, what they report and who they put on their most important relationships. Good tools make that easier. They cannot make the decision.

SRM Today congratulates the Suppeco team.
Disclosure: Sheldon Mydat is a Contributing Editor at SRM Today.