With more and more value being found with supplier relationships, such as, Chrysler in the 90’s creating collaborative and strategic relationships that reduced time to market by 30% and profit margins per vehicle increased an average of 750%, before being acquired by Daimler’s Mercedes Benz.
These relationships are attractive, however, the resource-intensive approach cause less glamorized failures of strategic supplier relationships. So what are some approaches to the common categorization...
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