Reprint: R0412H
When managers from Wendy’s International and Tyson Foods got together in 2003 to craft a supply chain partnership, each side had misgivings. There were those in the Wendy’s camp who remembered past disagreements with Tyson and those on the Tyson side who were wary of Wendy’s. But the companies had a tool, called the “partnership model,” to help get things started on the right foot. Drawing on the experiences of member companies of the Global Supply Chain Forum at Ohio State University, the model offers a process for aligning expectations and determining the most productive level of partnering. It rapidly establishes the mutual understanding and commitment required for success and provides a structure for measuring outcomes. This article puts the tool in the reader’s hands.
Partnerships are justified only if they stand to yield substantially better results than the firms could achieve on their own. And even if they are warranted, they can fail if the partners enter them with mismatched expectations. Over the course of a day and a half, the partnership model elucidates the drivers behind each company’s desire for partnership, allows managers to examine the conditions that facilitate or hamper cooperation, and specifies which activities managers must perform to implement the relationship.
This tool has proved effective at Wendy’s and elsewhere in determining what type of partnership is most appropriate. Colgate-Palmolive, for example, used it to help achieve stretch financial goals with suppliers of innovative products. But the model is just as effective in revealing that some companies’ visions of partnership are not justified. In matters of the heart, it may be better to have loved and lost, but in business relationships, it’s better to have headed off the resource sink and lingering resentments a failed partnership can cause.
