Relationship Management Framework

Relationship governance issues are gaining considerable attention in the supply chain manager literature. The prevailing focus of existing research lies on individual dyadic relationships among firms like the relationship between a manufacturer and its customer or its supplier (Wathne and Heide 2004). 

There are various options on how to establish a relationship between buyers and suppliers (Gereffi et al. 2005). Here, however, the focus lies on a relationship management framework depicted in Fig. 7.2 based on the work of Stuart (1997). The author stresses the importance of the suitable choice of the relationship to be developed between firms in order to achieve success within critical strategic elements. The framework is important in the context of supply chain management in order to identify and invest in the right relationships for the right partners. 

The adapted framework allows one to classify relationships based on two main criteria the first is represented by the management intensity of a firm involved to maintain the relationship and the second refers to the attractiveness and importance of the supplier or customer to a firm. The latter refers to the extent to which a material or service represents a high-value item to the firm. Another critical element, referring to the supplier relationship, represents the contribution that the supplier material or part makes regarding the perceived end user decision 

Starting at the lower left side in Fig. 7.2, the four possible governance forms range from rather short-term relationships to strategic alliances (Stuart 1997). According to Stuart (1997), four generic buyer-supplier relationship types can be differentiated in supply chain management. 

This form of relationship is marked by trust, participation in processes, and a long-term relationship (Hoyt and Huq 2000). 

---

Fig. 7.2 Relationship management framework in supply chain management, after Stuart (1997)...

Fig. 7.3 Integrative supplier relationship management framework (Park et al. 2010)...

However, to determine the precise governance form within the relationship management framework of (Stuart 1997) presented in SCD-Phase 1, Content Module 5, a questionnaire is presented to facilitate the allocation. Hence, for each customer segment the relationship between a firm and its customer segments shall be described by answering the questions in Table 9.8. The answers need to be summarized in the last box. If more answers are answered with yes, the level of relationship is rather intense and vice versa. A possible example is indicated for... 

Fig. 17 Relationship of the ecological risk management framework to the ecological risk assessment framework (modified after Stahl et al. [53])...

Supplier rationalization and supplier relationship management is a key component to supplier development. In this work, the supplier base is stratified using a framework. The framework should tie to the goal and the programs should be built based on the outcome. It should consider the importance of the relationship, the competitive market conditions, commodity market risk and price fluctuations, and the role of the supplier in driving value. 

Park et al. (2010) have developed a framework with an integrated approach to supplier relationship management. It manages to combine purchasing strategies, considerations for suppliers, collaboration in product development, production activities and supphers assessments. In the following this framework is shown on the basis of a supplier assessment and development. 

In Fig. 5.8 an example is given in which the results of one product and the analysis of different companies are integrated into the framework. This makes it possible to assess the different supplier relationships for each individual product by evaluating and assessing the measures as explained above. Focusing on supplier relationship management within the company helps to differentiate supply chains and increase the efhciency of the purchasing process. 

Cox, A., Lonsdale, C., Watson, G., Qiao, H. (2003). Supplier relationship management A framework for understanding managerial capacity and constraints. European Business Journal, 75(3), 135—145. 

Park, J., Shin, K., Chang, T.-W., Park, J. (2010). An integrative framework for supplier relationship management. Irulustrial Management Data Systems., 770(4), 495-515. 

Payne, A., Frow, P. (2005). A strategic framework for customer relationship management. Journal ( Marketing, 69(4), 167-176. 

Winer, R. (2004). Customer relationship management A framework, research directions, and the future (Working Paper). Berkley UnivCTsily of California. 

Mentoring relationships can be over- or imder-managed in other respects as well. For example, constantly having the program co-ordinator look over your shoulder may feel like extreme interference and be very disruptive. Within the framework of a formal scheme, the individual mentoring pairs should be granted as much freedom as possible. Yet external parties must be available to mentors and mentees if they require their help. 

In any environmental management plan, it is essential to understand the pertinent quality criteria and their relationship to the variables that can be manipulated directly. The construction of mathematical models imposes the requirement of a logical framework that connects causes and effects, identifies all pertinent variables, and defines their interrelationships. Even if a particular technique never becomes practical, the discipline imposed by the logical structure is valuable in highlighting important relationships. 

To describe and quantify these complex dynamics, models are used. Modeling of contaminant transport involves formulation of a conceptual framework and corresponding quantitative relationships that lead to determination of contaminant distributions over space and time. Models also can be used to investigate the relative influence of different physical and (geo)chemical mechanisms on contaminant transport and to assist in designing management and remediation strategies. 

Wastes have been classified for decades for a variety of purposes. This Section discusses the historical development of classification systems for radioactive and hazardous chemical wastes and the resulting classification systems in use at the present time. The relationship between waste classification and requirements for disposal of different classes of hazardous waste is emphasized. The framework for this discussion is the top-level system for waste classification in the United States shown in Figure 4.1. Within this framework, it is first determined whether a waste is nonhazardous (e.g., municipal waste) these wastes are not addressed in this Report. If a waste is deemed hazardous, it is so classified due to the presence of radionuclides or hazardous chemicals. Mixed radioactive and hazardous chemical waste is not a separate class of waste. However, mixed waste has been an important concern as a result of differences in requirements for management and disposal of radioactive and hazardous chemical wastes. Section 4.1 addresses classification and disposal of radioactive waste, and is followed by discussions of classification and disposal of hazardous chemical waste in Section 4.2 and approaches to management of mixed radioactive and hazardous chemical waste in Section 4.3. Finally, Section 4.4 summarizes previous NCRP recommendations relevant to waste classification. 

Contents Indude legal and regulatory framework, alternative modes for transportation, employee training, relationship between shippers and carriers, safety in shipping, exemptions from transportation requirements, enforcement proceedings, risk management, radioactive materials, and waste transport... 

---