Unresponsive Suppliers: III

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 destinationexport 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.  Top    Next IssueFirst in this series 

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!

Your comments are welcome

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:

On Organizational Coups d'Etat

If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.

Assumptions and the Johari Window: II

The roots of both creative and destructive conflict can often be traced to the differing assumptions of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool called the Johari window.

What Insubordinate Nonsubordinates Want: III

When you're responsible for an organizational function, and someone not reporting to you doesn't comply with policies you rightfully established, trouble looms. What role do supervisors play?

How to Create Distrust

A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.

Compulsive Talkers at Work: Power

Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.

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

Forthcoming issues of Point Lookout

Coming February 8: Kerfuffles That Seem Like Something More

Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.

And on February 15: Four Razors for Organizational Behavior

Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices. Available here and by RSS on February 15.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info