I’ve been managing supplier relationships for almost my entire career, including hardware component suppliers, contract manufacturers, technology alliance partners, and engineering service providers. Over that time I’ve worked with a number of people at all levels who seem to believe that their one-up position as the customer entitles them to demand more from suppliers while paying less. The attitude seems to be: “Do as I say or we’ll take our business elsewhere.” Continue reading
Tag Archives: Tim Rodgers
#160 – SUPPLIER MANAGMENT FUNDAMENTALS – TIM RODGERS
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I’ve managed suppliers at multi-national, US-based firms, and I’ve worked for a large electronics manufacturing services company, and those experiences have given me the opportunity to think a lot about the power dynamics on both sides of the table. Continue reading
#136 – DOES YOUR COMPANY NEED A QUALITY DEPARTMENT? – TIM RODGERS
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#120 – DESIGN FOR MANUFACTURABILITY, REVISITED – TIM RODGERS
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I was going through some old papers the other day and discovered an article I wrote in September 1990 about design for manufacturability (DFM). I had just completed my first assignment at Hewlett-Packard’s now-defunct Printed Circuit Division, co-authoring a DFM manual for circuit designers to guide their decision-making when evaluating options. Continue reading
#116 – WHY SHOULD A SUPPLIER WORK HARDER FOR YOU? – TIM RODGERS
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A recent LinkedIn discussion addressed the question of the best strategy for dealing with poor supplier performance. A lot of the respondents seemed to advocate a punitive approach, either threatening the loss of future business if performance doesn’t improve, or combing through the terms & conditions in the contract for enforcement language. I’ve always thought that there’s a lot of similarity between managing suppliers and managing subordinates, and I wonder if some of these same people threaten their teams with punitive actions when individual performance doesn’t meet expectations. Continue reading