Customer-supplier partnerships: human resources as bridge builders
Article Abstract:
Companies are beginning to work towards effecting interorganizational changes in addition to making changes within their own organizations to adapt to the rapidly evolving business environment. The work relationship between companies has been shifting steadily from adversarial to one that is characterized by increased cooperation. Expertise in managing change is therefore a must for human resource (HR) practitioners. They need to be able to facilitate the elimination of boundaries between suppliers and their customers by assessing what needs to be changed, developing an intervention strategy and monitoring these changes. The relationship between General Electric Co and Sears Roebuck Co demonstrates how a customer-supplier relationship may be established with the assistance of HR practitioners.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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Key interfaces: new opportunities for human resources
Article Abstract:
Industrial suppliers can significantly influence a company's performance, dependability and ability to manufacture quality products that would satisfy customers. Companies that recognize the importance of their suppliers in enhancing the manufacturing process treat them as partners. One of the major considerations in building a supplier-vendor partnership is the selection process. Industrial suppliers should be chosen according to their technical expertise, communication proficiency and a compatible corporate cultures. Ace, a high technology company, is used to demonstrate the processes involved in establishing supplier-customer partnerships. The role of the company's human resources department in the change in the relationship between Ace and its vendors is also discussed.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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Frameworks for human resource professionals participating in business relationships
Article Abstract:
The human resource (HR) function can help the organization achieve competitive advantage by facilitating the rapid and successful establishment of business alliances. HR professionals can contribute to the creation of competitive relationships by aligning the partners' strategy, direction and setting (goals); accountability, responsibility and interdependence (structure); information, rewards and processes (systems); values and superordinate goals (culture); and style, competence, staffing and development (people). To meet the challenge of forming alliances, HR professionals may rely on general frameworks that provide insights into the core components upon which partners differ. They can then use these insights in planning, conflict management and decision-making.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1997
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