Supplier Partnerships. Decoded.

Thanks for checking out JHL Solutions.  My goal in this discussion is to share insights and resources around my professional passions: global sourcing and navigating mass retail.  Along the way, I’ll cover the who, why, where and how of what makes this fascinating world of global retail and partnerships go ‘round.

What gets Measured, Gets Improved   You’ve reviewed your business values, you’ve defined what success looks like for your business and your suppliers, and now, you’re ready to assess how your suppliers are performing.  This assessment will help you: (1) set expectations to improve supplier results; or (2) make the decision to part ways. Remember: What gets measured, gets improved. But First, Consider These Factors  You probably work with different types of suppliers in your
The Definition of Success (Metrics)   Ready to continue building your supplier matrix? In the last post, we talked about the first building block: reviewing the core tenets and values that explain the WHY behind your business. In this post, you’ll discover how to translate those values into measures of supplier success. Identify 5 to 7 Key Differentiators To bring your business vision to life (or to keep it thriving and growing), you and your
Know Thy Matrix, Know Thyself   I’m still resisting the Keanu reference―and remaining laser-focused on supplier partnerships. In my last post, I teed up this idea: You have an incredible amount of influence in building the supplier matrix that will drive maximum value for your business. Indeed, you create the environment to make your supplier partnerships thrive. Now, I contend that the first step in this process is some business-oriented navel-gazing. You can’t know who
Matrix-Building for Businesses   The work I do and love is officially branded as “Supplier Relationship Management” (SRM), helpfully defined by Wikipedia as: “the discipline of strategically planning for, and managing, all interactions with third party organizations that supply goods and/or services to an organization in order to maximize the value of those interactions. In practice, SRM entails creating closer, more collaborative relationships with key suppliers in order to uncover and realize new value and
Dating for Business? Part II (The following is a continuation of my previous post. So if you haven’t checked out my second blog post yet, you’ll definitely want to start there.) When it comes to building relationships in business, the approach I like combines the variety of candidates you see on “The Bachelor” with meaningful data. It’s more like what e-Harmony does. The partnering process starts with self-reflection, then moves onto priorities for the potential

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