This road map will become the guiding force for choosing supply partners and measuring performance. Unfortunately, these relationships don't necessarily service the needs of the organization. With a structured plan that can be adhered to and communicated, a relationship can continue to meet goals and achieve objectives even as personnel change. All individuals and all parties can focus on the defined strategic objectives. For a purchaser-supplier relationship to be truly successful, both parties must also feel like equals, working toward the same goals.
Timing can play a large role.
Scheduling meetings and approaching subjects for improvement before there are problems that need immediate attention are good ways to strengthen a relationship. If the discussion is initiated by the purchasing organization at this point, it allows the supplier to feel more proactive in improvements, rather than reactive and defensive. Mitchell stresses that it's not only the specific information that is being shared, but just the fact that information is being shared that enhances the relationship. By at least telling them some possible ranges of information, we've created an awareness for them. Most important, we're just being honest, so we've earned their trust.