Introduction Discussion

Trust has become a key metric in measuring the success of SCM relationships.

These relationships often seek to move beyond previous "transaction" based purchasing and procurement arrangements which where often adversarial to long-term relationships often involving exclusivity.

In essence, firms often seek to move from a "date" to a "marriage".

Deliverable Instructions

What are the risks for both the supplier and the buyer when agreeing to enter into an exclusive relationship involving extensive sharing of internal processes and information?

What benefits make these risks worth taking?

Are there strategies that can be employed to mitigate the risks?