RELAÇÕES APROPRIADAS
"Which Relationship is Appropriate? How does a supply management executive determine whether a relationship should be transactional, collaborative, or a strategic alliance? Several key questions should be asked to determine the "strategic" elements of a relationship: 1. Are there many relatively undifferentiated suppliers providing what amounts to interchangeable commodities? If so, a collaborative alliance or relationship would be appropriate: Try a transactional relationship instead. 2. Does the potential supplier possess economic power which it is willing to employ over its customers? A transactional or very carefully developed and managed collaborative relationship is usually appropriate. 3. If there is recognition by both parties of the potential benefits of an alliance, but adequate qualified human resources are not available at one or both firms, a collaborative relationship is usually appropriate. 4. A collaborative relationship frequently is an appropriate first step on the road to a strategic alliance. 5. Is one supplier head and shoulders above the rest in terms of the value it provides, including price, innovation, ability to adapt to changing situations, capacity to work with your team, task joint risks, and so on? If so, an alliance may be in order, assuming that the supplier is willing to enter into an interdependent, trusting relationship. 6. Are some suppliers "strategic" to your business? In other words, do they have a major impact on your competitive advantage in the marketplace? Are you highly reliant on them to provide a unique product, technology, or service? If so, an alliance may be vital. 7. Would your company benefit greatly if the supplier were more "integrally connected" with your company, perhaps with their engineers working side by side with yours, or colocating their manufacturing facilities adjacent or within yours? If yes, consider an alliance. 8. Do your customers require high degrees of flexibility and speed of responsiveness, causing you to demand the same performance from your suppliers? This is a classic alliance driver. Trust is another key factor differentiating the three classes of relationships. The simplest definition of trust is "being confident that the other party will do what it says it will do." Some level of trust must be present in all three of our types of relationships. But the level of trust increases with collaborative relationships and become an essential characteristic with strategic alliances. Few of these relationships are pure: A transactional relationship may have one or more collaborative characteristics while a collaborative relationship may have one or more transactional as well as some alliance characteristics."
Fonte: Burt, David N.; Dobler, Donald W.; Starling, Stephen L. (2003). World Class Supply Management: The Key to Supply Chain Management, McGraw-Hill, pp. 86-87
Fonte: Burt, David N.; Dobler, Donald W.; Starling, Stephen L. (2003). World Class Supply Management: The Key to Supply Chain Management, McGraw-Hill, pp. 86-87
