Supplier Alliance Partnerships
description
Transcript of Supplier Alliance Partnerships
Learning Objectives
Understand the relevance of strategic alliance partnerships
Recognise the concerns and benefits of a strategic alliance
Working Definition
Outsourcing is the delegation to a third party of the provision of an activity governed by a formal contract and/or service level agreement
It may involve the transfer of manpower, assets or intellectual property rights
(BG Group Guidelines, 2000)
Alliance Characteristics
Technology transfer Increased communication channels Intensity of use of comm. channels Risk sharing of cost based on fairness
Strategic Considerations
Core Activities Products and Services
Core Competencies Skills, Knowledge and Technologies
Trust in buyer-supplier relationships
Goodwill trust Developed mutual expectations
Competence trust Operational reliability
Contractual trust Abide by written or oral obligations
Sako, 1992
Factors affecting supplier alliance development
Desirability Selecting appropriate targets for supplier
alliances
Feasibility Whether such a relationship is possible
Asset specificity is the degree by which the skills are sunk within the business
Alliance Concerns
Difficult to manage Inappropriate relationship Constrained by resource availability and
ability to operate on basis of trust
Alliance Benefits
Reduced transaction costs following initial development costs
Improved response times and service flexibility
Better access to technologies Improve inter-firm boundaries
References
McCutcheon, D and Stuart, F (2000) “Issues in choice of supplier alliance partnerships”, Journal of Operations Management,18, pp 279-301
Sako, M (1992) Prices, quality and trust: inter-firm relations in Britain and Japan, Cambridge Univ. Press, Cambridge
Cox, A (1996) “Relational competence and strategic procurement management: towards an entrepreneurial and contractual theory of the firm”, European Journal of Purchasing and Supply Management, 2 (1) pp57-70