Partnerships in The Supply Chain
Partnerships in The Supply Chain
Partnerships in The Supply Chain
interaction and
tough negotiations communication
(annually) (on-going)
‘multiple sourcing’,
tendency to dual and single
several suppliers for each
sourcing
component
outsourcing and
threat of buying co-makership
the suppliers
The purchasing companies began to realise that very simple message: goods must flow as smoothly as
antagonism leads to short term savings only. In the possible through the system and waste should be
meantime increased competitive pressure forced eliminated. To achieve the ideal flow, the following
them to innovate more quickly and to provide a aspects are essentialV
higher quality and reliability. In order to achieve this,
q Total quality management, including preventive
the support of the suppliers was vital.’ A second
maintenance of machinery, to forestall break-
important disadvantage was that working with a
downs, defects and remakes. The quality of the
large number of different suppliers led to inconsisten-
goods supplied is crucial; to avoid the necessity
cies in input, congestion in production and cumber-
for a goods-in inventory, the supplier has to carry
some administrative procedures. It was very difficult
out the quality control himself, or work on the
to manage this complexity.
basis of zero defects. Often the supplier is involved
In addition to these negative implications, new
from the design stage of new products in order to
insights into inventory, production and quality
arrive at optimal quality (the so-called co-design).
pushed buyers in the direction of a so-called co-
Where there are no reliable suppliers, supplier
operative model in which close ties between sup-
development programmes, joint investment pro-
pliers and buyers develop in a strategic perspective
grammes and pro-active planning will have to be
(Figure 1).Besides research and development comple-
set up.
mentarity and leverage and total quality manage-
ment, the Just-in-Time concept has a key role in the q Extreme simplification of the production process
change in attitude. through improved lay-out of the factories, reduced
In essense JIT is a (production) philosophy with a set-up times, design for manufacturability, etc. A
Boundary with supplier stiff, rigid flexible vague, secured mutual access
Relationship with supplier antagonistic distribution of tasks mutual goals and overlapping
activities
Selection techniques quotations, competitive supply market research and total screening
tendering etc. vendor rating
Product specification given, developed entirely by tentative proposal with request based on a functional
one of both parties for augmentation or cost description (early supplier
engineering involvement)
Number of suppliers many ‘equal’ suppliers a number of ‘preferred a small numer of ‘co-makers’
suppliers’ and ‘prime vendors’ and ‘partners’
Role of the purchasers
-External technical and tactical specialist reverse marketer relationship manager
attention was focused on market segmentationz7 and top four companies rose from about 50 per cent in
on product and sales strategy as core elements in the 1986 to about 70 per cent in 1990 after some big
marketing mix. The right-hand column of Figure 3 takeovers (UGTC by Michelin, Firestone by Bridge-
sketches the fundamental philosophy and market stone, Armstrong by Pirelli). Suppliers of steel cord
approach that have gained ground in recent years. and rubber cannot ignore this new reality, which
Two groups of factors contribute to the rise of implies that the loss of only one customer can have
relationship marketing. Obviously the change in dramatic consequences.
purchasing attitudes and behaviour leads to changes Conventional industrial marketing is no longer
in marketing, but that is not all. The increased enough. A new marketing philosophy and
competitive pressure and the growing concentration approach-relationship marketing-is needed. Com-
in demand, result in a reorientation. Highly success- panies have to take the customer as the starting point
ful companies in the Far East make long term of their marketing planning and organization rather
investments in markets, look for more profitable than the product/market combination.
niches and subsequently acquire the biggest share of
the market, using a total quality approach.28~2g Also
the flood of acquisitions and mergers leads to an
increased concentration on new potential markets. In
Relationship Marketing
the tyre industry for example the market shares of the Relationship marketing is built on a basic philosophy
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The authors are grateful to Prof. J. de Rijcke for helpful comments on an earlier draft.