 |
|
Achieving Strategic Advantages in Long-Term, Buyer-Supplier Relationships
Sandy D Jap
Paperback. Forgotten Books 2015-09-27.
ISBN 9781332248032
|
|
|
|
Buy from Amazon.co.uk
|
Publisher description
Excerpt from Achieving Strategic Advantages in Long-Term, Buyer-Supplier Relationships: A Longitudinal Investigation Consequences. The synergistic payoffs from developing strategic advantages together include the realization of strategic advantages, higher joint profits, and the development of unique, idiosyncratic assets. These results are synergistic, in that they are greater than either member would have been able to achieve alone. Key Results and Implications for Management The results suggest a number of implications for management. Common goals can act as substitutes for trust. If there is a low level of trust between the buyer and supplier, the two can still work together and achieve synergistic results. In this case, the members will look at the extent to which they share similar goals. Similar goals are important because they provide an assurance that the partner will work toward joint benefit and not pursue individual gains that may be detrimental to the relationship. Hence common goals, like trust, assure each partner of fair pie division. Trust is an important factor, but not entirely necessary. Trust is an important factor in the process of working closely together. Some payoffs, such as the attainment of strategic advantages is facilitated earlier when trust is present. However, synergistic results can still be achieved without a high level of trust. If trust is low, idiosyncratic assets may act as "credible commitments" early in the relationship that assure the other of the partners commitment to joint goals. Complementary competencies are an important factor in the decision to work closely together. It is not sufficient for buyers and suppliers to bring a set of abilities to the relationship. It is the complementarity of the abilities, skills, and knowledge of the partners that helps the buyer and supplier to achieve synergistic results between them. There are clear payoffs from working closely together, and these payoffs are sustainable over time. Buyers and suppliers who decide to work closely together to develop strategic advantages are generally successful at achieving these advantages, increasing joint profits, and creating unique assets. These outcomes provide a powerful basis from which the buyer and supplier can continue to work together in the future, and a competitive edge over other buyers and suppliers in the marketplace. Differences in Perspectives: For suppliers, similar goals play a dynamic role in their willingness to work closely together in the future. Common goals are a key consideration for suppliers in the decision to work closely with a buyer, and a powerful predictor of whether they will continue to develop strategic advantages with the buyer in the future. To them, it is important to know that they are moving in the same direction as their customer. About the Publisher Forgotten Books publishes hundreds of thousands of rare and cla
More books by Sandy D Jap
Similar books
Rate the book
Write a review and share your opinion with others. Try to focus on the content of the book. Read our instructions for further information.
Achieving Strategic Advantages in Long-Term, Buyer-Supplier Relationships
Book reviews » Achieving Strategic Advantages in Long-Term, Buyer-Supplier Relationships
|
|
 |
|
|
|
|
