Partnerships and Alliances

Paper Summary:

This paper discusses how to manage relationships between suppliers through alliance and partnerships, a process known as supplier relationship management. Different aspects of this relationship are examined, including various spending categories. Research models related to this process are cited and explored. The paper concludes by describing the core value of supplier relationships, which is an emphasis on inter-party collaboration with partners.

Outline:
Executive Summary
Value Partnership Architectures Defined
Table: Value Service Architectures and Models: Differentiation through Value Equity
Segmenting Partnerships Using Trust as the Differentiator
Organizational and Partner Value Alignment and Relationships
Value-Based Approach Benefits to Partnerships
Value Creation through Partnerships
The Role of Private Trading Exchanges in Partnerships
Table 1: Analysis of the Progression of Private Trading Exchanges
Conclusions

From the Paper:

"How all these spending categories relate to alliances and partnerships, is that the higher the order velocities, the greater the time pressures on product lifecycles as is the case in the electronics industry, the more accentuated the need for stable partnerships and alliances. The growth of partnerships and alliances and the corresponding complexity of these interrelationships of suppliers, buyers, manufacturers and service providers forces the need for the development of an entirely new approach to defining these interdependencies. The creation of Value Service Architectures is a direct result of the need to illustrate these partnership intricacies and the resulting interdependencies."

Sample of Sources Used:

• Achrol, R. S. (1991, October). Evolution of the marketing organization: New forms for turbulent environments. Journal of Marketing, 55, 77-93.
• Barney, J. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 10, 1231-1241.
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• Collins, J. C., & Porras, J. I. (1996, Sep-Oct). Building your company's vision. Harvard Business Review, 65-77.
• Day, G. S. (1994, October). The capabilities of market-driven organizations. Journal of Marketing, 58, 37-52.

More papers on Partnerships and Alliances:

• Essay # 7473 : "Building Strategic Partnerships and Trust in the Supply Chain"
• Analytical Essay # 111913 : "Strategic Alliances"
• Research Paper # 147011 : "Strategic Alliances in the Software Industry"

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