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REACTION PAPER: “WE’RE IN THIS TOGETHER” The article is all about successful supply chain partnership elaborated by authors Douglas Lambert and Michael Knemeyer, they cited the processes between Wendy’s International and Tyson Foods to analyze faulty and precise managing of supply chain partnerships.
Supply chain involves the network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers, effective management of the supply chain focus on valuable supply chain partnership, that if taken for granted may lead to mismatched or failed expectations, which could eventually flaw business relationships and business performance. The Partnership Model, employed by Wendy’s International and Tyson Foods, is a new tool among companies that aids in aligning of expectations and determining levels of cooperation for both companies to be most productive.
We believe that this model is beneficial to partner companies since it wraps up most areas of concern such as: 1) company’s transparency for engaging in partnerships including its goals for collaboration, 2) key persons’ role in assessing conditions that facilitate or hamper cooperation, as well as delineating of roles and tasks of both companies, and 3) defining the level of partnership to be implemented.
This model, as used by Wendy’s and other partnerships creates mutual understanding and commitment for the success of both parties, further, it provides a structure for measuring outcomes. We agree that partnerships require much communication, coordination, and risk sharing; just like in simple collaborative school or office project where members are expected to work for a common goal, be in sync with one another, lastly, be prepared in any possible outcome or consequence.
Small collaboration or partnerships as we have mentioned cause big tolls, thus what more for partnerships among giant companies? Therefore, partnerships should be assessed if they should be created or not, whether they should carry on or bring to a halt. There are instances where partnerships are not really necessary and can easily be supplemented by an effective arrangement and a good contract with a supplier or manufacturer, another consideration lso includes the lack of resources to maintain close relations with the supplier to keep abreast with the partnership. Once a company has committed to form partnership with another company, then key representatives of two potential partners come together and set the initial meetings that will focus on the following: 1) recognizing each team’s motive for the partnership, 2) identifying of measurable goals, 3) identifying of the deliverables, 4) clarifying of expectations and goals, and 5) adjusting of expectations.
Other matters taken into considerations by the two parties is the organizational environment, where the partnership will function, this includes: a) compatibility of corporate cultures, b) compatibility of management philosophy and techniques, c) a strong sense of mutuality, and d) symmetry between two parties. We accept as true, that companies engaging in partnerships should present themselves genuinely and frankly to make clear their expected goals and deliverables.
Likewise, companies should also search for compatible partner companies that are well-matched with their own set of values and unique culture in order to maintain normal flow of processes and avoid discord, nonetheless not all differences are hindrances, partnerships should look into notable difference or that are likely to create problems. On the later part on forging partnerships, the group centers on the management of components including joint activities and processes required to launch and sustain the partnership thru action plans with appropriate time frames and the concerned parties responsible.
As discussed in the article, the partnership model is an effective tool for creating new partnerships as well as patching up problematic ones, for different companies who have applied this method they achieved varying positive results for themselves with their partner company, because the fundamental of the partnership model implies that both parties should see the opportunity altogether and should practice methodological strategies of design, planning, execution, control, and monitoring of supply chain activities in order to sustain the demands and the relationship.
As depicted in the article, companies who wish to go into partnerships seem to spend too much time and effort during the forging of partnerships, thus if a company has several prospected partners then much time and efforts again will be needed, which in turn may affect the supply chain and business itself. May we suggest that perhaps other partnership tools should be developed, more concise, possibly in an outline, matrix, or brief check list form, where areas of consideration can be outright discussed.
Time- efficient and result-oriented version of said tool that can be accessed through the web would eliminate further meetings and would aid in the monitoring action plans and keeping up with their time frames, so that key persons who are expected to partake during partnership forging can still be present on said event and similarly present in their respective business location. ———————– 3