Birth, Life and Death of Strategic Alliances (Or, What Your Mother Didn’t Tell You About Marriage)
F. Michael Babineaux, C.P.M., A.P.P.
F. Michael Babineaux, C.P.M., A.P.P., President and CEO, Babineaux Educational Services and Training, Inc., 901/753-7027; Mike@BESTraining.com
90th Annual International Conference Proceedings - 2005 - San Antonio, TX
Not every relationship that a buying organization has with a supplying organization should be considered a strategic alliance. Supply management departments should be looking for relationships with suppliers who provide reliability, quality and affordability. But these qualities are not the sole purview of strategic alliance relationships. If a strategic alliance relationship is the best one to form with a particular supplier, the smart purchaser will identify business objectives that are beneficial and will monitor performance in order to meet those objectives. Like all things, strategic alliances have a natural life cycle. They’re born, they live and they die. The trick is to keep them alive as long as they’re advantageous to all parties. This presentation will discuss and explore the definitions, evolution, development process and the life cycle of strategic supplier alliances.