Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 22;   May 31, 2017: Unresponsive Suppliers: III

Unresponsive Suppliers: III

by

When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case.
Cargo containers at a port of entry

Cargo containers at a port of entry

We usually regard the individual suppliers in a supply chain as having a commercial orientation, which can motivate them to please their customers. One clear exception is the large entity that dominates its markets, because such entities are often less susceptible to this mechanism. Another exception perhaps overlooked and more commonly encountered is government. Organizations that need approvals, licenses, permits, or information must sometimes wait for service or for responses from local or national governments. And when government action is delayed, project schedules can suffer.

The obvious items include patent grants or drug and medical device approvals. But let's consider three of the more mundane items, which are more numerous and therefore more likely to affect projects.

Passage through customs
Many organizations send equipment across national borders to support partner organizations that perform project work under strategic agreements. For example, if software is developed in one country and tested in another, the testing organization might require a validated test environment, often including a replica of all or part of the hardware of the finished product. If the developing organization sends that replica to the testing organization, the replica must pass through customs in the tester's country, which can take time.
Shipping the item well in advance of the required receipt date can help avoid delays in passing through customs. To determine in advance how long the process takes, send a dummy replica — one that's incomplete, obsolete, or in need of repair. Measure how long the passage takes. Use that data to determine the latest safe ship date for the real thing.
Export licensing
Exporting high-tech items can be just as tricky as sending them through customs at their destination. The laws of the country where the technology is developed might regulate what kinds of devices can be exported, on the basis of their destinations. These regulations might affect more than mere hardware. Do not assume that hardcopy documents are safe.
Begin the Exporting high-tech items can be
just as tricky as sending them
through customs at their destination
export license approval process as early as possible, and actually test it, again with a dummy replica. This test can also expose errors and confusion in accompanying export documentation.
Local construction permits
Some projects involve construction or modification of facilities. Even digging a trench for an Internet connection can require a permit from local authorities.
Risk managers who identify permit-related delay risks early in the planning process are more likely to have success by enlisting the assistance of senior managers and their legal teams in advance. Beware though: if the response of senior managers is "Let us know when you encounter a problem," their assistance might come too late. If they do respond that way, apply for the permits immediately to expose the delay as soon as possible.

Examine your project plans to determine whether government suppliers are lurking in your supply chain. Apply techniques like those above to limit the risk of government-induced delay. Go to top Top  Next issue: The Knowledge One-Upmanship Game  Next IssueFirst in this series 

303 Tips for Virtual and Global TeamsIs your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrengepolWeTZUrYxurqner@ChacJgeNFovAZnRQrcCFoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Conflict Management:

Agreeing to a dealObstacles to Compromise
Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is rare. What makes finding compromises so difficult?
Lake Chaubunagungamaug signCreating Trust
What can you do when you discover that the environment at work is permeated with distrust? Your position in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.
A group of Emperor PenguinsWhat Do You Need?
When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.
Dogs Fighting in a Wooded Clearing, by Frans SnydersOvertalking: II
Overtalking is a tactic for dominating a conversation by talking to stop others from talking. When it happens, what can we do about it?
"Will" Rogers, humorist and cowboy philosopherQuips That Work at Work: II
Humor, used effectively, can defuse tense situations. Here's Part II of a set of guidelines for using humor to defuse tension and bring confrontations, meetings, and conversations back to a place where thinking can resume.

See also Conflict Management and Project Management for more related articles.

Forthcoming issues of Point Lookout

C. Northcote Parkinson in 1961Coming September 27: Meeting Troubles: Collaboration
In some meetings, we collaborate not in reaching objectives, but in preventing our doing so. Here are three examples of this pattern. Available here and by RSS on September 27.
A typical standup meetingAnd on October 4: Meeting Troubles: Culture
Sometimes meetings are less effective than they might be because of cultural factors that are outside our awareness. Here are some examples. Available here and by RSS on October 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUEsToogeNaIpPfwJner@ChacmwWciWmjrhuqFqNYoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.