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INNOVATIVE SUPPLIER PARTNERSHIP ASSESSMENT MODEL IN A POLISH TRADING ENTERPRISE

Rafał Tyszkiewicz, Agnieszka Pawlak-Wolanin, Julita Markiewicz-Patkowska, Soňa Jandová, Piotr Oleśniewicz, Helena Jáčová, Monika Tyszkiewicz

The relationship between a company and a supplier is a strategic resource for both parties. However, not every such relationship can be considered strategic. In order for a relationship to assume strategic importance, it must be special (or unique) in some terms and difficult to imitate. Otherwise, it will not contribute to making the company stand out against the competition. Such relationships may be formed in two areas. Firstly, they may be intended to increase the company’s access to financial resources; secondly, they facilitate investment (Tyszkiewicz, 2017b). It is noteworthy that partnership is based on such elements as trust and communication. These factors produce a continuous and deepening effect to ensure long-term results satisfactory for both parties involved. It is also significant to define the roles, tasks, and responsibilities of the suppliers and the clients, as well as to fairly share risks, costs, and profits arising from implementation of new initiatives (Christopher, 2000).
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