Unresponsive suppliers are the bane of project schedules. Most planned organizational efforts must meet some sort of schedule. Efforts called projects usually have detailed schedules, which we take very seriously. But the schedule performance of any such efforts that require contributions from outside parties — generically called suppliers — is dependent on the schedule performance of suppliers. Problems can arise when a supplier fails to meet its commitments and doesn't respond to attempts to resolve the matter.
Three guidelines help to make solid relationships with suppliers:
- Ensure that the relationship rests on a firm foundation of mutual respect
- Maintain clarity and ease of communication
- Be easy to work with and make only reasonable demands
Here are some tactics for preventing the problem of unresponsive suppliers, or dealing with it if it develops. In this Part I we explore the foundation of the relationship.
- Verify that the relationship is in good standing
- Before escalating any issue, consider the possibility that the supplier might be acting reasonably. Has your organization been paying its bills when due? Is any legal action underway? Is the contract still in force?
- Ensure that the contract (if there is one) gives you what you need
- A contract requiring that the vendor provide the level of service you'll actually need is helpful, not because it has any force, but because the supplier's having agreed to it usually means that you will be paying a fair price. If the contract doesn't provide what you need, seek a renegotiation. If that isn't possible, identify schedule risk in your risk plan and state that the risk can only be compensated, not mitigated. This is especially relevant in the case of long-term contracts such as leases of real property.
- Know who in your organization can apply pressure
- If you lack Threats you're unwilling
or unable to execute
are riskysufficient clout yourself, determine which people in your organization can credibly press unresponsive suppliers. Let these people know well in advance that assistance might be required. Keep them informed of the scale and expected value of the damage that can result from the supplier's unresponsiveness.
- Do not threaten idly
- Threats you're unwilling or unable to execute are risky. If your supplier decides to test your resolve, and you don't follow through with your threatened action, the result will only damage your credibility.
- Consider alternative suppliers
- If your organization is a tiny portion of your supplier's sales, or if the supplier has other more pressing and lucrative accounts, getting the service you need might be difficult. Switching to an alternative supplier (if possible) might be the best available solution, even allowing for any consequent delays and rework. Run some projections to make a careful decision.
Is 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!
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More articles on Conflict Management:
- Managing Pressure: The Unexpected
- When projects falter, we expect demands for status and explanations. What's puzzling is how often this
happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing
- An Emergency Toolkit
- You've just had some bad news at work, and you're angry or really upset. Maybe you feel like the target
of a vicious insult or the victim of a serious injustice. You have work to do, and you want to respond,
but you must first regain your composure. What can you do to calm down and start feeling better?
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- Creating 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.
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless
use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
Forthcoming issues of Point Lookout
- Coming May 15: Entry Intimidation
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- And on May 22: Newtonian Blind Alleys: I
- When we decide how to allocate organizational resources, we make assumptions about how the world works. Often outside our awareness, the thinking of Sir Isaac Newton influences our assumptions. And sometimes they lead us into blind alleys. Universality is one example. Available here and by RSS on May 22.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.