Partnership relationship types

Describe the key features of the market-based transactional relationship and the longer-term partnership relationship with suppliers . It is unlikely that any service business will benefit from engaging exclusively in one type of supplier relationship , discuss this in the context of hospital services supply chain. 

At Air Products we do work at national laboratories. We also work with other companies, both large companies, in the case of Chemical Industry Fnvironmental Technology Projects—a limited liability company that we formed with DuPont, Akzo Nobel—and with a lot of Small Business Innovation Research-type companies that bring a lot to the table from a feasibility standpoint in terms of new ideas. But in the remainder of this paper, I focus on the industry-university relationships and partnerships. 

I now turn to some examples of partnerships, i.e., the different types of relationships possible in industry-university research (see Box 5.7). Professor Wakeham talked about the Air Products relationship with Imperial College. CCR has a partnership with Peimsylvania State University, and we are about to launch one with Georgia Institute of Technology. 

Pharmacists should also consider how an elderly patient s relationship with other health care providers might influence adherence. For example, research shows that the elderly tend to favor partnership-type relationships with their physicians and that satisfying patient-provider relationships contribute to better adherence. However, with the growing number of managed care and group practices, these relationships are often more difficult to develop. A good pharmaceutical care plan can help elderly patients relate more effectively with primary care providers by helping these patients understand the nature of their diseases and how to better communicate their needs to physicians. 

A less powerful point than your Ascendant, the Descendant determines the approach you take toward marriage and partnerships. It describes the nature of those relationships in your life, and it indicates the kind of person you re likely to fall for. What s your type Your Descendant provides the answer ... 

Supplier partnerships have become one of the hottest topics in interfirm relationships. Business pressures such as shortened product life cycles and global competition are making business too complex and expensive for one firm to go it alone. Despite all the interest in partnerships, a great deal of confusion still exists about what constitutes a partnership and when it makes the most sense to have one. This section will present a model (Lambert et al. 1996a, b) that can be used to identify when a partnership is appropriate as well as the type of partnership that should be implemented. 

While most partnerships share some common elements and characteristics, there is no one ideal or benchmark relationship that is appropriate in all situations. Because each relationship has its own set of motivating factors as well as its own unique operating environment, the duration, breadth, strength, and closeness of the partnership will vary from case to case and over time. Research (Lambert et al. 1996) has indicated that three types of partnerships exist. 

Normally, a firm will have a wide range of relationships spanning the entire spectnrm, the majority of which will not be partnerships but arm s-length associations. Of the relationships that are partnerships, the largest percentage will be type 1, and only a limited nrtmber will be type 111 partnerships. Type III partnerships should be reserved for those suppliers or customers who are critical to an organization s long-term success. The previously described relationship between Coke and McDonald s has been evaluated as a type III partnership. 

Figure 11 Types of Relationships. (From D. M. Lambert, M. A. Emmelhainz, and J. T. Gardner, Developing and Implementing Supply Chain Partnerships, International Journal of Logistics Management, Vol. 7, No. 2, 1996, pp. 1-7. Reprinted by permission)...

An assessment of drivers and facUitators is used to determine the potential for a partnership, but the components describe the type of relationship that has actually been implemented. 

Outcomes and Feedback Whatever type of supplier partnership is implemented, the effectiveness of the relationship must be evaluated and possibly adjusted. The key to effective measurement and feedback is how well the drivers of partnership were developed at the outset. At this beginning point, the measurement and metrics of relating to each driver should have been made explicit. These explicit measures then become the standard in evaluation of the partnership outcomes. Feedback can loop back to any step in the model. Feedback can take the form of periodic updating of the status of the drivers, facihtators, and components. 

The underlying philosophy behind the Extended Enterprise fundamentally changes the relationship between Chrysler and those outside the organization essential to its success. It is an example of the type of relationships that we discussed regarding multicompany partnerships. Many features of the Extended Enterprise are finding their way into partnerships in other industries. 

When describing the relationship between a supplier and buyer, one should refer to the 3C paradigm, which covers the three possible types of market coordination in a supply chain cooperation, competition, and control. Each aspect of coordination is characterised by specific indicators, e.g. the main relation, the dominant type of management relation, the degree of independence, the resources contributed to the relation, and a sentimental feeling. For instance, the main relation and the attitude for cooperation are, respectively, collaboration and partnership. 

In order to achieve an integrated supply chain the various players need to work together. The four most important types of distribution management strategic alliances are third-party logistics (3PL), retailer-supplier partnerships (RSP), distributor integration (DI) and customer relationships management (CRM). 

The previous chapters addressed our second supply chain task for creating collaborative relationships inside the organization. Internal improvement efforts require one type of collaboration — getting departments on board for supply chain change. This section reaches outside to relationships between companies along the chain. This requires another type of collaboration, and we describe the building blocks for partnerships in this and subsequent chapters (Chapters 15 to 19). 

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