The role that the Business Relationship Manager is called to fill is critical to establish a proper relationship between:
Who holds this delicate role must be able both to stimulate, define and formalize the question that expresses the business for products and services of one or more suppliers, both to verify that the supplied value is captured, evaluated and effectively communicated to all interested parties.
The way in which you can operate obviously depends on the organozation's maturity level, (Customer and Service Supplier).
In fact, this role can be played by all sides of the relationship, both starting from the services demand, both starting with their offer.
Of course it will be always better to privilege the needs to be covered, and then to starting from the demand side, (problems in search of solutions) characterizing the role in strategic key, rather than from the supply side, by characterizing the role more tactically (solutions in search of problems).
This brings into play a series of competencies (knowledge, skills and behaviors) to fostering effective business relationship to produce value for the supplier and the customer.
These skills may be practiced in an organizational role (in an IT organization, the CIO often performs also this role for the company), can express a discipline (those that relate to a supplier should possess these skills to some extent), or organizational capacity (each supplier should be effective in the demand formalization from the market and channel it on business opportunities with higher value).
This role, ultimately, is the vital link between the supplier and the customer, who can articulate operating under different guise, acting as a:
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