Dynamics of Negotiations: Failed GE-Honeywell Merger Deal

Dynamics of Negotiations: Failed GE-Honeywell Merger Deal Conceptually, the purpose of every negotiation is to reach an agreement and realize the desired outcome, through efficient and amicable resolutions. The simple principle is to separate the parties from the issue, and focus on their interests rather than positions. But in reality, the process is not always so-especially in multiparty negotiations, which involves multiple parties with varying interests and differences. The objective of this essay therefore, is to critically analyze the complex nature of multiparty negotiations; with specific reference to a failed GE-Honeywell merger deal. The ultimate aim is to highlight the dynamics of the negotiations from standpoint of the parties interests and positions in the overall outcome. Keywords: multiparty negotiations, desired outcome, interests positions, failed merger. 1. Introduction Multiparty negotiation is defined in this context, as interactions involving multiple parties with varying interests and differences. Multiparty negotiation can be a complex and messy process, often with non-obvious outcomes. A number of elements make multiparty interactions significantly more complex and awkward than two-party negotiations. A notable difference is the variety of decision rules that might occur. For instance, in a two-party arrangement, failure of both parties to reach agreement leads to impasse; whereas, in multiparty negotiations, different decision rules could apply. In this article, analysis is focused on interests, differences and positions of all the parties involved in negotiating the (2001-2005), proposed business merger between General Electric Company and Honeywell International Inc. The rationale is to examine the interplay between the parties, in terms of strategies and tactics adopted during negotiations; degree of awareness of the parties BATNA and extent to which they employed competitive or cooperative strategies. The report also attempts to identify framing/anchoring techniques in the negotiations, and equally consider the role of trust, reputation and expertise in the overall decision/outcome of the negotiations. 2. Main Parties Involved The bid by General Electric (GE) to take over Honeywell International Inc. in 2001 was set to become the biggest merger in industrial history, when the European Commission barred it from taking place1. This transatlantic negotiations for a business merger involved strategic parties such as: GE Manufacturing Company, GE Capital Services, United States Department of Justice, the US Military, European Commission and the European Court of First Instance (CFI). Notable among individual personalities who also participated actively and played tactical roles in the negotiations are: European competition commissioner- Mario Monti and the GE Spokesperson-Jonathan Todd. 3. Institutional and Historical Context In 2001, one of the biggest companies in the world, General Electric-American giant manufacturer of aircraft engines; was attracted by Honeywell Internationals aerospace businesses1-avionics technology, which fit in perfectly with GEs business interests; creating remarkable synergies for these two American companies. GE Manufacturing Company was responsible for operational aspect, while all financial obligations for the merger were the responsibility of GE Capital Services-the financial arm of General Electric. The United States Department of Justice as a critical party in the negotiations, had earlier passed the merger, on condition that GE divest itself of Honeywells military helicopter unit, to protect the US military1. However, approval from European Commission was not easy to obtain and the deal fell through. 4. Interests/Positions of the Parties According to GE-Honeywell, their interest in the merger was to capitalize on core business competencies and create synergies. Other expressed reasons included, increasing market power and sharing infrastructure. The US-Department of Justice was happy with the proposed-merger and consented to it. However, it took cognizance of the concerns of US-Military over the security of their military helicopters; whose manufacture/servicing was vested with Honeywell. In view of this, the Department agreed with all other terms of the negotiations, but recommended that GE divest itself of Honeywells military helicopter unit; to protect the US military1. Conversely, the European Commission-EC was unhappy with the deal and prohibited its emergence. Their interest was to protect European markets from perceived monopoly. EC argued that a merger between GE and Honeywell would create too powerful an entity that would adversely affect the competitive position in the aerospace industry1. They maintained that the merger would give the two companies huge combined market share in the common markets in which they operated1. This, they observed would harm competitors as well as customers, by creating a near monopoly situation1. 5. Strategies and Tactics Adopted All the parties involved in this negotiation failed to invent options for mutual gain. While GE-Honeywell was more of contending and unwilling to concede to any of the demands; the EC on their part appeared to have had bottom-line in the negotiations, as they never considered other options outside their interests. They all exhibited clear case of high-concern for self and low-concern for others. For instance, The EC demanded that substantial chunks (amounting to about $ 7 billion) be divested by the two companies, and restrictions be imposed on the operations of the highly profitable GE Capital Services1. The demands GE said were far more than what it was ready to concede. The American companies and the regulatory authorities resorted to threats and slow/low commitment tactics; while the EC stood on take-it-or-leave-it option. 6. Awareness of BATNA and Use of Competitive/Cooperative Strategy It is obvious that the flexibility of Best Alternative To a Negotiated Agreement-BATNA, which was supposed to show all the parties what alternatives to negotiated agreements would be, and equally serve as standard against which agreements be measured; was neglected in favor of predetermined bottom-line. GE and its allies for example, recognized court litigation as their only BATNA, while EC predetermined a ban without further options. As it were with many multiparty negotiations, the differences in interests/positions of the transatlantic regulatory authorities; gave rise to competitiveness instead of cooperative strategy, which was unfortunately not resolved. Having used much of delay tactics, their inability to cooperate and explore other options to resolve their differences caused the deal fell through. 7. Use of Framing and Anchoring Techniques Anchoring and Framing are two psychological techniques that negotiators use to influence the negotiation process and its final outcome. While frames give alternative descriptions that help negotiators make sense of complex information and focus on the main issue; Anchors as bobby traps are set by negotiators to win their opponents, by defining the mental parameters within which the process operates. These two techniques featured prominently in this negotiation. For example, the EC being fully aware of its predetermined bottom-line set anchors for GE, by making outrageous demand for huge divestment of $ 7 Billion and other heavy sanctions it knew GE will be unwilling to concede. These high claims indeed misled GE. The US Department of Justice also used Framing technique to quickly self-guard US Military, by recommending a divestment from its helicopter arm from the merger. The Department focused on the main issue and disregarded any other feature outside the frame of the main issue. Also, the resorted name-calling by the merging companies and their allies on EC as being dubious and anti-American business; was part of their anchoring to provoke favorable decision and skew the final outcome. 8. Role of Trust/Reputation/Expertise and the Non-obvious Solution It is glaring that reputation/expertise of the merging companies remained the focal issue upon which the negotiating authorities based their arguments-of which many commentators knew would not produce an obvious solution. GE has a reputation of being arguably, the richest and best aircraft engines manufacturer in the world; and Honeywell was rated worlds number one in manufacture of aircraft avionics. The estimated capital worth of their merger was about $42 Billion2, which indeed played an intimidating role in the negotiation. Lack of trust became a critical factor that determined the final outcome of the negotiations. While EC questioned the integrity of the merger, and viewed it as a plot by the American companies to create monopoly and harm competitors/customers; the American companies and their supporters described ECs position as anti- American business attitude2. This undercurrent of tension/distrust ran so deep across the ranks that some called it transatlantic trade war2. With grandstanding positions by the parties from onset, many opined individuals/groups pointed earlier that there was possibility of non-obvious solution, which indeed became the final outcome 9. Lessons Learnt and Conclusions The important lesson learnt here, which is in total agreement with the concept of negotiation, as can be deduced from above examples is that making multi-party negotiations work successfully is a complicated and complex process. As can be inferred from above analysis, the negotiation fell through because of varying interests, parties differences and lack of trust. Strategically, the merger made good business sense, but contrasting positions hindered its realization hence, a failed merger. This special-type multiparty negotiations, marked the first time in negotiation history that transatlantic regulatory authorities differed significantly in their decisions. Conclusively, it is worth noting here that meticulous consultations with effective use of individual BATNAs, Framing and Cooperative strategies during the interactions; would likely have paved the way for successful negotiations that would be of mutual (win-win) benefits.

The Return: Shadow Souls Chapter 22

The afternoon after Elena's â€Å"discipline,† Damon took out a room in the same complex where Dr. Meggar lived. Lady Ulma stayed in the doctor's office until between them, Sage, Damon, and Dr. Meggar had healed her completely. She never talked about sad things now. She told them so many stories about her childhood estate that they felt they could walk around it and recognize every room, vast though it was. â€Å"I suppose it's home to rats and mice now,† she said wistfully at the conclusion of one story. â€Å"And spiders and moths.† â€Å"But why?† Bonnie said, failing to see the signals that both Meredith and Elena were giving her not to ask. Lady Ulma tipped her head back to look at the ceiling. â€Å"Because†¦of General Verantz. The middle-aged demon who saw me when I was only fourteen. When he had the army attack my home, they slaughtered every living thing they found inside – except me and my canary. My parents, my grandparents, my aunts and uncles†¦my younger brothers and sisters. Even my cat sleeping on the window seat. General Verantz had me brought in front of him, just as I was, in my nightgown and bare feet, with my hair unbrushed and coming out of its braid, and beside him was my canary with the nighttime cloth off its cage. It was still alive and hopping about as cheerful as ever. And that made everything else that happened seem worse somehow – and yet more like a dream, too. It's difficult to explain. â€Å"Two of the general's men were holding me when they brought me before him. They were really propping me up more than keeping me from running, though. I was so young, you see, and everything kept fading in and out. But I remember exactly what the general said to me. He said, ‘I told this bird to sing and it sang. I told your parents I wanted to give you the honor of being my wife and they refused. Now look over there. Will you be like the canary or your parents, I wonder?' And he pointed to a dim corner of the room – of course it was all torchlight then, and the torches had been put out for the night. But there was enough light for me to see that there was a heap of round objects, with thatch or grass at one side of them. At least that is what I first thought – truly. I was that innocent, and I believe shock had done something to my mind.† â€Å"Please,† Elena said, stroking Lady Ulma's hand gently. â€Å"You don't have to keep on with this. We understand – â€Å" But Lady Ulma didn't seem to hear the words. She said, â€Å"And then one of the general's men held up a sort of coconut with very long thatch at the top, braided. He swung it casually – and all of a sudden I saw it for what it really was. It was my mother's head.† Elena choked involuntarily. Lady Ulma looked around at the three girls with steady, dry eyes. â€Å"I suppose you think me very callous for being able to talk about such things without breaking down.† â€Å"No, no – † Elena began hastily. She herself was shaking, even after tuning down her psychic senses to their least extent. She hoped Bonnie wouldn't faint. Lady Ulma was speaking again. â€Å"War, casual violence, and tyranny are all I have known since my childhood innocence was crushed in that moment. It is kindness now that astounds me, that makes my eyes sting with tears.† â€Å"Oh, don't cry,† begged Bonnie, throwing her arms around the woman impulsively. â€Å"Please don't. We're here for you.† Meanwhile Elena and Meredith were regarding each other with knitted eyebrows and quick shrugs. â€Å"Yes, please don't cry,† Elena put in, feeling faintly guilty, but determined to try Plan A. â€Å"But tell us, why did your family estate end up in such bad condition?† â€Å"It was the fault of the general. He was sent to faraway lands to fight foolish, meaningless wars. When he left he would take most of his retinue with him – including slaves who were in favor at the moment. When he left once, three years after he had attacked our home, I was not in favor, and I was not chosen to be with him. I was lucky. His entire battalion was wiped out; the household members who went with him were taken captive or slaughtered. He had no heir and his property here reverted to the Crown, which had no use for it. It has lain unoccupied for all these many years – looted many times, no doubt, but with its true secret, the secret of the jewels, undiscovered†¦as far as I know.† â€Å"The Secret of the Jewels,† Bonnie whispered, clearly putting it all in capital letters, as if it were a mystery novel. She still had an arm around Lady Ulma. â€Å"What secret of the jewels?† Meredith said more calmly. Elena couldn't speak for the delicious shivers that were running through her. This was like being part of some magical play. â€Å"In my parents' day, it was common to hide your wealth somewhere on your estate – and to keep the knowledge of its hiding place strictly to the owners. Of course, my father, as a designer and trader in jewels, had more to hide than most people knew of. He had a wonderful room that seemed to me something like Aladdin's cave. It was his workshop, where he kept his raw gems as well as finished pieces that had been commissioned or that he designed for my mother or out of his imagination.† â€Å"And no one ever found that?† Meredith said. There was just the slightest tinge of skepticism in her voice. â€Å"If anyone did, I never heard about it. Of course, they could have gotten the knowledge out of my father or mother, in time – but the general was not a meticulous and patient vampire or kitsune, but a rough and impatient demon. He killed my parents as he stormed through the house. It never occurred to him that I, a child of fourteen, might share the knowledge.† â€Å"But you did†¦Ã¢â‚¬  Bonnie whispered, fascinated, taking the story where it had to go. â€Å"But I did. And I do now.† Elena gulped. She was still trying to stay calm, to be more like Meredith, to maintain a cool head. But just as she opened her mouth to be coolheaded, Meredith said, â€Å"What are we waiting for?† and jumped to her feet. Lady Ulma seemed to be the most tranquil person there. She also seemed slightly bewildered and almost timid. â€Å"You mean that we should ask our master for an audience?† â€Å"I mean that we should go out there and get those jewels!† Elena exclaimed. â€Å"Although, yes, Damon would be a big asset if there's anything that takes strength to lift. Sage, too.† She couldn't understand why Lady Ulma wasn't more excited. â€Å"Don't you see?† Elena said, her mind racing. â€Å"You can have your household back again! We can do our best to fix it up the way it was when you were a child. I mean, if that's what you want to do with the money. But I'd love, at least, to see the Aladdin's cave!† â€Å"But – well,† Lady Ulma seemed suddenly distressed. â€Å"I had meant to ask Master Damon for another favor – although the money from the jewels might help with that.† â€Å"What is it that you want?† Elena said as gently as she could. â€Å"And you don't need to call him Master Damon. He freed you days ago, remember?† â€Å"But surely that was just a – a celebration of the moment?† Lady Ulma still looked puzzled. â€Å"He didn't make it official at the Servile Offices or anything, did he?† â€Å"If he didn't it's because he didn't know!† Bonnie cried out at the same time as Meredith said, â€Å"We don't really understand the protocol. Is that what you need to do?† Lady Ulma seemed able only to nod her head. Elena felt humble. She guessed that this woman, a slave for more than twenty-two years, must find true freedom difficult to believe in. â€Å"Damon meant it when he said we were all free,† she said, kneeling by Lady Ulma's chair. â€Å"He just didn't know all the things he had to do. If you tell us, we can tell him, and then we can all go to your old estate.† She was about to get up again, when Bonnie said, â€Å"Something's wrong. She isn't as happy as she was before. We have to find out what it is.† By opening her psychic perceptions a bit, Elena could tell that Bonnie was right. She stayed where she was, kneeling by Lady Ulma's chair. â€Å"What is it?† she said, because the woman seemed to bare her soul most when she, Elena, asked the questions. â€Å"I had hoped,† Lady Ulma said slowly, â€Å"that Master Damon might buy†¦Ã¢â‚¬  She flushed, but struggled on. â€Å"Might find it in his heart to buy one more slave. The†¦the father of my child.† There was a moment of perfect silence, and then all three girls were talking, all three, Elena guessed, trying frantically to do what she herself was working at, which was not mentioning that she had assumed Old Drohzne was the father. But of course he couldn't be, Elena scolded herself. She's happy about this pregnancy – and who could be happy to have a child by a disgusting monster like Old Drohzne? Besides, he didn't have a clue that she might be pregnant – and didn't care. â€Å"It might be easier said than done,† Lady Ulma said, when the babble of reassurances and questions had died down a little. â€Å"Lucen is a jeweler, a renowned man who creates pieces that†¦that remind me of my father's. He will be expensive.† â€Å"But we've got Aladdin's cave to explore!† Bonnie said gleefully. â€Å"I mean, you'll have enough if you sell off the jewelry, right? Or do you need more?† â€Å"But that is Master Damon's jewelry,† Lady Ulma said, seeming horrified. â€Å"Even if he did not realize it when he inherited all of Old Drohzne's property, he became my owner, and the owner of all my property†¦.† â€Å"Let's go get you freed and then we'll take things one step at a time,† Meredith said in her firmest and most rational voice. Dear Diary, Well, I am writing to you still as a slave. Today we freed Lady Ulma, but decided that Meredith and Bonnie and I should remain â€Å"personal assistants.† This is because Lady Ulma said Damon would seem odd and unfashionable if he didn't have several beautiful girls as courtesans. There is actually an upside to this, which is that as courtesans we need to have beautiful clothes and jewelry all the time. Since I've been wearing the same pair of jeans ever since that b*st*rd Old Drohzne sliced up the pair I wore into this place, you can imagine that I'm excited. But, truly, it's not just because of pretty clothes I'm excited. Everything that happened since we freed Lady Ulma and then went to her old estate has been a wonderful dream. The house was run down, and obviously the home of wild animals who used it as a lavatory as well as a bedroom. We even found the tracks of wolves and other animals upstairs, which led to the question of whether werewolves live in this world. Apparently they do, and some in very high positions under various feudal lords. Maybe Caroline would like to try a vacation here to learn about the real werewolves though – they're said to hate humans so much that they won't even have human or vampire (once human) slaves. But back to Lady Ulma's house. Its foundation is of stone and it's paneled inside with hardwood, so the basic structure is fine. The curtains and tapestries are all hanging in shreds, of course, so it's sort of spooky to go inside with torches and see them dangling above and around you. Not to mention the giant spiderwebs. I hate spiders more than anything. But we went inside, with our torches seeming like smaller versions of that giant crimson sun that always sits on the horizon, staining everything outside the color of blood, and we shut the doors and lit a fire in a giant fireplace in what Lady Ulma calls the Great Hall. (I think it's where you eat or have parties – it has an enormous table on a dais at one side, and a room for minstrels above what must be the dance floor. Lady Ulma said that this is where the servants all sleep at night, too (the Great Hall, not the minstrel gallery). Then we went upstairs, where we saw – I swear – several dozen bedrooms with very large four-poster beds that are going to need new mattresses and sheets and coverlets and hangings, but we didn't stay to look around. There were bats hanging from the ceiling. We headed for Lady Ulma's mother's workroom. It was a very large room where at least forty people could sit and sew the clothes that Lady Ulma's mother designed. But here's the exciting part! Lady Ulma went to one of the wardrobes in the room and moved away all the tattered, moth-eaten clothes that were in it. And she pressed some different places at the back of the cupboard and the whole back of the cupboard slid out! Inside it was a very narrow stairway going straight down! I kept thinking about Honoria Fell's crypt and wondering if some homeless vampire might have taken up residence in the room downstairs, but I knew that was silly because there were spiderwebs just inside the door. Damon still insisted that he go down first because he has the best eyesight in the dark, but I think the truth is that he was just curious to see what was down there. We each followed him one at a time, trying to be careful with the torches, and†¦well, I can't find the right words for what we discovered. For just a few minutes I was disappointed because everything on the big table down there was dusty rather than sparkly, but then Lady Ulma began to gently brush jewels off with a special cloth and Bonnie found sacks and packages and she poured them out – and it was like pouring out a rainbow! Damon found a cabinet where there were drawers and drawers of necklaces, bracelets, rings, armlets, anklets, earrings, nose rings, and hairpins and ornaments, too! I couldn't believe what I was seeing. I poured out a pouch and found that I had a huge handful of glorious white diamonds dripping through my fingers, some of them as big as my thumbnail. I saw white pearls and black pearls, both smaller and perfectly matched, and huge and in marvelous shapes: almost as big as apricots with pink or golden or gray sheens to them. I saw sapphires the size of quarters, with stars you could see almost from across the room. I held handfuls of emeralds and peridots and opals and rubies and tourmalines and amethysts – and a lot of lapis lazuli, for the discriminating vampire, of course. And the jewelry that was already made up was so beautiful it made my throat ache. I know Lady Ulma had a quiet little cry, but I think it was partly from happiness as we all kept complimenting her on her jewels. In days she has gone from being a slave who owned nothing to an incredibly rich woman who owns a house and all the means she would ever need to keep it up in style. We decided that even though she is going to marry her lover, it was best at first for Damon to buy him quietly and free him quietly, but to play â€Å"Head of the Household† for as long as we are here. During that time we will treat Lady Ulma as family, and will put the jeweler Lucen back to work until we leave, when he and Lady Ulma can quietly take Damon's place. The feudal lords around here are not demons anymore, but vampires, and they have less objection to humans owning property. Have I told you about Lucen? He's a wonderful artist with jewels! He has a burning need to create – in his early days as a slave he would create with mud and weeds, imagining that he was making jewelry. Then he got lucky and was apprenticed to a jeweler. He's felt sorry for Lady Ulma for so long, and loved her for so long, that it's like a little miracle that they are truly able to get together – and most importantly, as free citizens. We were afraid that Lucen might not like the idea of us buying him as a slave and not freeing him until we leave, but he never thought he'd be free – because of his talent. He's a slow, gentle, kind man, with a neat little beard and gray eyes that remind me of Meredith's. And he's so amazed at being treated decently and not worked around the clock that he would have accepted anything, just to be allowed to be near Lady Ulma. I guess he was an apprentice when her father was a jeweler, and he fell in love with her all those years ago, but he thought he would never, never ever be able to be with her, because she was a young lady of quality and he was a slave. They're so happy together! Every day Lady Ulma looks more beautiful, and younger. She asked permission from Damon to dye her hair all black, and he told her she could dye it pink if she liked, and now she just looks incredibly beautiful. I can't believe I ever thought of her as an old hag, but that's what agony and fear and hopelessness do to you. Every one of those gray hairs was from being a slave, with no property, no say in her future, no safety, no ability even to keep her children, if she had them. I forgot to tell you the other upside of Meredith, Bonnie, and I being â€Å"personal assistants† for a while. It's that we can employ a lot of poor women who make their living by sewing, and Lady Ulma actually wants to design and show them how to make our finest clothes. We told her that she could just relax, but she says all her life she's fantasized about being a designer like her mother and now she's dying to do it – with three completely different types of girl to dress. I'm dying to see what she'll come up with: she's already started sketching and tomorrow the man who sells fabric will come and she'll pick the materials. Meanwhile Damon has hired about two hundred people (really!) to clean out Lady Ulma's estate, put up new wall hangings and curtains, refurbish the plumbing system, polish up the furniture that has kept nicely, and to get new furniture where things have fallen apart. Oh, and to plant ready-grown flowers and trees in the gardens and put in fountains and all kinds of stuff. With that many people working, we ought to be able to move in in just a matter of days. All this has just one purpose, aside from making Lady Ulma happy. It's so that Damon and his â€Å"personal assistants† will be accepted by high society as the season of parties begins this year. Because I've kept the best for last. Both Lady Ulma and Sage could immediately identify the people in the riddles that Misao gave to us! It just goes to prove what I thought before, that Misao never imagined that we'd actually make it here, or that we could get entrance to the places where they've hidden the two halves of the fox key. But there's a very easy way to get invited into the houses we need to get into. If we're the newest, splashiest nouveau riche (sp?) around, and if we circulate the story that Lady Ulma has been restored to her rightful place, and if everyone wants to know about her – we'll get invited to parties! And that's how we get into the two estates we need to visit to look for the halves of the key that we need to free Stefan! And we're incredibly lucky, because this is the time of year when everyone begins to give parties, and both households we want to visit are having early celebrations: one is a gala, and one is a spring soiree to celebrate the first flowers. I know my writing is shaky now. I'm shaky myself at the thought that we are actually going to look for the two halves of the fox key that will let us break Stefan out of his prison. Oh, diary, it's late – and I can't – I can't write about Stefan. To be here in the same city with him, to know the direction to his prison†¦and yet to not be able to get to see him. My eyes are so blurred I can't see what I'm writing. I wanted to get some sleep to be ready for another day of running around, supervising, and watching Lady Ulma's estate blossom like a rose – but now I'm afraid I'll just have nightmares about Stefan's hand slowly slipping out of mine.

Supplier Relationship Management In Todays Increasing Economic Environment Business Essay - Free Essay Example

Sample details Pages: 17 Words: 5083 Downloads: 1 Date added: 2017/06/26 Category Economics Essay Type Analytical essay Did you like this example? Abstract In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Don’t waste time! Our writers will create an original "Supplier Relationship Management In Todays Increasing Economic Environment Business Essay" essay for you Create order Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative rel ationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement depa rtment but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on buildi ng and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits. Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to th eir sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [https://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purch asing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [https://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase o rder. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier ) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse de mand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilitie s. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable supplie rs as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be us ed as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers indu stry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feed back to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is not always the lowest cost of acquisition. Hence, this technique works through collecting data from the purchasing firms information system, analysing the total cost including the additional occurring costs whenever a supplier fails to perform as per expected by the buyer. This can be calculated using formula of supplier performance index (SPI) SPI = Total purchase costs + Non-performance costs Total purchase costs Supplier Development Approach Supplier development is an approach which was initially started in Toyota, Nissan and Honda in the 1930s time. Toyotas emphasised the need to treat suppliers as a major part of their company though working together to develop their businesses collectively. The approach consists of all the initiatives that buyers can undertake to improve supplier relationships, performance or capabilities to meet the buyers short or long-term supply requirements. [Sako, M. (2004)] Procedures required for supplier development are as follows: [Handfield et al., 1998] Step 1: Identification of critical items/parts for development It is not important for every organisation to seek development approach within their business but when we talk about companies operating within aviation industry automatically needs to develop these approaches as work is involved on engines which require careful attention to crucial and specific parts. Following are some example of questions that must be answered yes by the procurement team in order to adopt the supplier development process: Do material procured account for more than 50% of product value? Is the existing or potential supplier can bring competitive advantage? Do you currently procure, or intend to procure on the basis of total cost or considering initial cost only? Can existing suppliers are able to meet the companys competitive needs for 5 years from now? Do the company wants the most responsive suppliers to demand and supply change? Is the buying organisation willing to become more responsive to the suppliers needs? Does the buyer intend to tr eat their suppliers as partners in the business? Do the procurement staff plans for open and long-term trustworthy relationships with suppliers? Therefore, if the answers to above questions is yes, then it is worth introducing resources into supplier development programme followed by focusing on core activities first, for example analysing and defining a portfolio of the purchased critical items (materials) where solid benefits can be achieved from supplier development. Step 2: Identifying critical suppliers for development This step involves targeting those suppliers that needs development. The most common method could be the routine analysis of supplier performance such as using measurement approaches discussed before in the project. Suppliers producing unique and essential products with a difficulty to replace them if they dont achieve the pre-determined targets are considered for development. Step 3: Forming cross-functional development teams Case study Accentures strategic supplier relationship management Accenture is a global management consulting, technology services and outsourcing company. They collaborate with their clients to help them become high-performance businesses and governments. The Accentures supply chain department works with customers across a broad range of industries to develop and execute operational strategies that allows profitable growth within existing and new markets. Their commitment is to help customers achieve high performance through supply chain excellence with a combination of global industry expertise and skills in supply chain strategy, sourcing and procurement, supply chain planning, manufacturing design, fulfilment and service management to help organisations transform their supply chain capabilities. Accenture defines SRM A systematic approach to manage suppliers in order to optimize the value delivered through the relationship over its life cycle. In todays economic e nvironment, every organisation must adopt strategic approach to supplier relationship. Accentures strategic SRM methodology helps their customers to handle procurement costs and risks to achieve high performance in both good and bad economic times. Factors that emphasise the need for more strategic approach to SRM Increasing global competition and shorter product life cycles continues to call the need for strategic SRM. Factors are as follows: Volatile commodity prices

Using Information Literacy to Promote Critical Thinking Essay

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