6.1 In what significant ways does a partnering relationship with a supplier differ from the traditional adversarial relationship? 6 .2 'The most successful relationships are those where customers and suppliers develop trust and an understanding of their requirements and interests, accompanied by a concern for both learning from and providing assistance to each other.' ( a ) Define the words 'trust' and 'understanding'. ( b) Can there be trust without understanding? ( c) What are the characteristics of a 'learning organisation'? 6 .3 What impact does assertive negotiation have on supplier relationships? 6 .4 To what extent do you consider 'adversarial leverage' to still be prevalent? Can you provide an example of adversarial leverage from your own experience? 6 .5 What is the eight-stage framework set out in PAS 11000? How would you evaluate whether your own organisation is positioned to collaborate? 6 .6 What information can a supplier include in a tender document to persuade the buyer that future relationships will be positive? 6 .7 In your opinion does competitive tendering help or hinder buyer-seller relationships? Why? 6 .8 Is the 'traditional' type of contract suitable for a partnering relationship? What impact on relationships would the following have: ( a ) i ncluding 'damages' for non-performance in the contract? ( b) i ncluding a clause for termination at the buyer's convenience? ( c) i ncluding a clause requiring continuous improvement in manufacture/service delivery? 6 .9 How would you 'sell' to senior management the concept of a single source of supply, for a long-term contract, for a strategically vital manufactured item to your company? 6 .10 Do suppliers who own intellectual property rights tend to be more aggressive than suppliers who have no such rights? 6 .11 Who should be accountable for supplier relationship management? Is it better handled by procurement or the department who are dependent on the supply of goods/services? Why?