Understanding what the partner values is the first step in securing what you value
Whenever two Parties enter into an agreement, it is presumably because the arrangement is beneficial to both Parties. Contrary to the appealing concept of equality in all areas, companies tend to collaborate due to complimentary - not similar, assets, resources, expertise, or strategic objectives. Ease of negotiations is facilitated by understanding both your Partner and yourself.
Negotiation between collaborative Partners is about meeting the legitimate needs of each in a way that minimizes the cost or pain to the other Partner. Achieving such a goal requires a deep understanding of the business and of both Partners.
Supply Chain Design
Viability, value, and risk mitigation
Supply chains are designed either purposefully or by serendipity, but designed nonetheless. The ultimate reward received by those operating the supply chain is often dictated (or restricted) by early supply chain design which cannot be easily or economically modified, especially in the highly regulated biological sciences and biotechnology industries.
Supply Chains must be designed with a deep understanding of how they will operate with respect to the major value drivers, including consideration of the regulated environment.
Understand where value and risk reside
Due Diligence provides an objective analysis of internal operational capabilities, or those of a potential partner, or of the combined talents and capabilities of the collaboration. The most valuable information generated, and the least likely to be otherwise discovered, is not the preparedness of the individual disciplines but how one discipline affects another. A true Due Diligence will move beyond the individual pieces to assess if the parts will fit together.
Outstanding Due Diligence will not only assess value, viability and risk, but assess the cost and capability to remediate disconnects.
A deep understanding of the business is required to move beyond problem finding to issue remediation.
Identify each Partner's legitimate needs
As with Contract Negotiation, the objective is to achieve the valid objectives of one Partner with the least amount of cost or pain to the other Partner. This is a two step process in which objectives are first prioritized, and then implementation alternatives evaluated based on causing the minimum amount of pain to both Parties.
Applying this process with a transparency of action and motive lead to acceptance and cooperation rather than resistance.
Supply Launch Leadership
Anticipation rather than reaction
You only get one chance to launch a product and surprises tend to be of the unwelcome kind. It is critical the supply side appropriately supports the marketing launch.
Experience is a valuable teacher when on those paths not often trod. Having led the supply side on four major product launches has imparted a great amount of learning to this Principle Consultant
A fundamental capability required for all of these service offerings
is a broad understanding of multiple disciplines and an appreciation
for how one discipline affects another. Architectural design can be
as important as the individual building materials.