Fitz-Simmons Consultants is developing a process for its clientele to assess their suppliers’ ethical and sustainable credentials. It has used the United Nations Development Programme goals to establish criteria for a supplier certification program. However, although many of its clientele have very good supplier relationships, those suppliers may not currently meet these new supplier certification criteria.

In a way, Fitz-Simmons has put the cart before the horse. They need to ensure there is a process that enables the supplier to buy into the new supplier certification program. Without this pre-step, their clientele will not endorse a process that may endanger their relationship with key suppliers.

Answer the following questions:

1. Clearly, if Fitz-Simmons’ clientele has good supplier relationships, they have worked in supplier development. If they want to maintain those relationships with their suppliers, what are some critical first steps that must be taken to ensure suppliers' buy-in to the new program?
2. Once the new supplier certification program for ethical and sustainable sourcing is up and running, what would be the process to prune the number of suppliers? Recommend some criteria for enabling this step.
3. Outside of the obvious benefit of a company continuing to do business with its suppliers, how can a company add value to the suppliers adhering to the certification program? Provide specific examples of what the company can do.