Supply chain - strategic alliance

Strategic Alliance - Whirlpool Corporation and Inland Steel Case.

Discuss what the following statement means: ?It can take years for a buyer/seller partnership to begin delivering results.?
2. Discuss the advantages of having point-to-point contact (Exhibit 1) between functional groups at different companies. Are there any disadvantages to this approach?
3. What role does trust play in the relationship between Whirlpool Corporation and Inland Steel? Provide examples from the case that illustrate trust within this relationship.
4. Why is it important to have a strategic fit between the companies involved in a buyer/seller alliance or partnership?
5. When formulating its purchasing strategy, what other strategy alternatives besides an alliance with another company could Whirlpool Corporation have pursued?
6. How can the companies involved in a buyer/seller partnership tell if the partnership is successful? What specific indicators can the companies use to measure progress and performance?
7. Under what conditions might the parties to the alliance discussed in this case dissolve or end the relationship?
8. How can firms minimize or manage the bumps, hurdles, or conflicts that often occur when firms join together in an alliance or partnership?
9. What is a supplier council? What role does a council have in supporting the strategic supplier alliance between Whirlpool Corporation and Inland Steel?

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...matched there can be technological mismatch.
3. What role does trust play in the relationship between Whirlpool Corporation and Inland Steel? Provide examples from the case that illustrate trust within this relationship.
Trust plays an important role in the Whirlpool/Inland partnership. Each has to trust the other with confidential information. Specific examples are that Inland agreed to the single-sourcing policy even though it might mean that it would lose touch with the market. Confidential information related to business processes, manufacturing and design were shared between Whirlpool and Inland.
4. Why is it important to have a strategic fit between the companies involved in a buyer/seller alliance or partnership?
It is important to have a strategic fit between the companies involved in a buyer/seller alliance because such a fit would gain strategic advantage from the relationship to both the companies. Whenever, a partner sacrifices its market position for a partner, focuses on the needs of a single customer or makes an investment to specifically meet the needs of a partner, there is a need for a balancing gain that the partner must perceive. The strategic fit provides that advantage. As Inland continued to invest more in its relationship with Whirlpool, Inland got larger and larger commitments for business from Whirlpool.
5. When formulating its purchasing strategy, what other strategy alternatives besides an alliance with another company could Whirlpool Corporation have pursued?
The alternative strategies are that Whirlpool could have gone in for a large number of sellers and exercised its power over them. The second alternative is that Whirlpool could have demanded lower prices from the suppliers and asked them to reduce their business process prices. The third alternative is that Whirlpool could have gone in ...