Titlebook: Business Relationships for Competitive Advantage; Managing Alignment a Andrew Cox,Chris Lonsdale,Glyn Watson Book 2004 Palgrave Macmillan,

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Higher Level Variables and Their Validation,In this chapter six cases are presented of dysfunctional misalignment in buyer and supplier relationship management. Each case demonstrates how the buyer and supplier relationship was commercially and operationally inappropriate, and why the buyer and/or supplier needed to find alternative partners in order to achieve their commercial goals.

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A Framework for the Alignment of Buyer and Supplier RelationshipsIn this chapter a framework is provided to allow managers to understand how to align business relationships between buyers and suppliers under different power circumstances. The chapter is divided in two sections:

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Cases in Aligned Buyer and Supplier Relationship ManagementIn this chapter six cases are presented of aligned buyer and supplier relationship management. Each case is drawn from the six ideal-types discussed in Chapter 4 and demonstrates how the buyer and supplier relationship was commercially and operationally appropriate, even though tensions still existed in the relationship.

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Cases in Dysfunctional Buyer and Supplier Relationship ManagementIn this chapter six cases are presented of dysfunctional misalignment in buyer and supplier relationship management. Each case demonstrates how the buyer and supplier relationship was commercially and operationally inappropriate, and why the buyer and/or supplier needed to find alternative partners in order to achieve their commercial goals.

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Current Approaches to the Analysis of Business Relationshipsld manage all of their personal or their economic relationships. The book focuses instead on buying and selling relationships between organisations, whose purpose (at least theoretically if not always in practice) is to maximise the returns for their shareholders or owners. While this activity may s

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Cases in Misaligned and Sub-Optimal Buyer and Supplier Relationship Managementr and supplier relationship was commercially and operationally inappropriate, and how the buyer and/or supplier were able to make relationship-specific adaptations to create a more effective alignment given the power circumstances prevailing.

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A Way Forward for Managersto deliver what was expected. The problem for mangers who engage in buyer—supplier exchange relationships is that there are many variables that must be in place before a relationship can be successfully aligned. Indeed, the discussion in previous chapters has emphasised that misalignment of business

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https://doi.org/10.1007/978-3-540-45310-9nt is to occur in any relationship. Following that, we provide a simple decision-tree checklist for managers to use when they try to align relationships whether acting as buyers or suppliers. In the final section of the chapter we discuss the problem of opportunism in relationship management and ind