Building Strong Vendor Relationships

We have a supplier who has been with Vicco for thirty years. No long term contract. No exclusivity clause. No legal architecture holding the relationship together. Just thirty years of showing up, delivering what was promised, and never once making us wonder if we'd made the right call. Business school taught me about vendor management. Negotiation leverage. Supplier diversification. The importance of never becoming dependent on a single source. Useful frameworks. Completely missing the point. Because here's what thirty years actually looks like. It looks like a phone call at 10pm when something has gone wrong and he's already solving it before I've finished explaining the problem. It looks like him flagging a quality issue we hadn't noticed yet because he cares about what his ingredient becomes more than what it earns him. It looks like a man who has turned down better margins elsewhere because and he actually said this - he knows what Vicco does with what he gives us. I have thought about that line more than most things said to me in formal meetings. No business school chapter prepares you for the supplier who takes pride in your product. The frameworks call that dependency. I call it the only kind of relationship worth building. Thirty years. No contract needed. Just two people who never gave each other a reason to look elsewhere:) — Sanjeev Pendharkar #trust #values #business

Procurement: Treat suppliers as extensions of your enterprise, not transactions. Procurement Excellence | 23 NOV 2025 - In complex global markets, resilient supply chains demand partnerships built on shared destiny, not just contracts. Here are 9 Steps to Create Long-Term Supplier Partnerships: #1. Transparent Communication ↳ Co-develop comms protocols e.g. QBR ↳ Clearly share expectations, goals & challenges #2. Long-Term Contracts ↳ Replace short-term with multi year agreements. ↳ Share long-term roadmaps & cost-savings initiatives. #3. Shared Performance Metrics ↳ Jointly agree and track SMART KPIs. ↳ Define escalation paths & RCA templates #4. Early Supplier Involvement ↳ Involve and recognize vendor’s contributions. ↳ Include key suppliers in product development cycles. #5. Guarantee Timely Payments ↳ Automate payment & consider early payment discounts. ↳ Audit internal processes for bottlenecks. #6. Co-Create Innovation ↳ Create supplier ideation portals & protect IP collaboratively. ↳ Fund joint proof-of-concept projects. #7. Recognize & Reward Excellence ↳Formally acknowledge & reward outstanding suppliers. ↳Bronze (Operational Excellence), Silver (Innovation), Gold (Strategic Impact). #8. Uphold Fairness & Ethics ↳ Interactions & contractual terms are mutually beneficial. ↳ Ensure cost pressures don't force unethical labor. #9. Jointly Manage Risks ↳ Jointly identify risks & develop contingency plans. ↳ Map tier-2/3 suppliers collaboratively. In today's volatile market, Resilient supply chains are built on deep, strategic supplier partnerships. Achieving lasting, mutually beneficial supplier partnerships requires: ✅️ Deliberate strategy ✅️ Centered on trust ✅️ Shared objectives ✅️ Continuous collaboration ♻️ Repost if you find this helpful. ➕️ Follow Frederick for Procurement insights. #ProcurementExcellence #SupplierCollaboration

I've had some version of the same conversation about fifty times this month. And the pattern in what people are asking is worth sharing. The questions are not about whether frontier AI changes the threat landscape. Leaders understand that it does. The questions are more practical and more urgent than that. 🔸 How do I know if my vendors are testing their code against these new models? 🔸 How will I find out when patches are available and for what? 🔸 How do I stitch together fixes from dozens of suppliers without creating new gaps in the process? 🔸 What do I do about the systems I can't take offline to patch? 🔸 Who is actually accountable when something in my supply chain breaks? These are the right questions. And they reflect something important: organizations are realizing that frontier AI is not just a threat they need to defend against. It is a test of every vendor relationship they have. Here is the message I have been sharing in those conversations. This is the moment to put pressure on your suppliers. Not adversarial pressure. Accountability pressure. Ask them directly: are you testing your code against frontier AI models? What have you found? When will patches be available and how will you communicate them to us? What is your cadence for sharing what you're learning? The best vendors will welcome those questions. They will share their findings proactively. They will communicate patch timelines clearly. They will work with you to sequence releases in a way that minimizes disruption. They will treat transparency as a competitive advantage, not a liability. At Palo Alto Networks, in the first six weeks of our frontier AI testing through Project Glasswing and the Trusted Access for Cyber program, we found and delivered fixes for seventy-five vulnerabilities across twenty-six CVEs, covering more than 130 products. We published those findings. We shared the timeline. We patched our SaaS-delivered products before we disclosed publicly. That is the standard I think every vendor should be held to right now. And here is the thing: vendors don't need access to Mythos or GPT-5.5-Cyber to start doing this work. The existing models available today are capable enough to begin meaningful vulnerability scanning. There is no legitimate reason for any major software supplier to be waiting. The organizations doing this work now will be in a materially different position three to five months from now than the ones that aren't. This is a whole-of-industry moment. The organizations that use it to build stronger, more transparent vendor relationships will be more resilient on the other side of it. The ones that accept opacity from their suppliers will discover the consequences of that later and under worse conditions. Push your vendors. Ask the hard questions. The good ones will step up.

Sourcing and supply chain, pointers from years of practical experience... 🧵 At The Pant Project we come from a family background of ~50 years of experience in textile manufacturing. As a brand, we work with vendors across India to procure the highest quality materials for our product. What have we learnt in this time about how to manage supply chains? 1. Trust is everything. If your vendors trust you to lift goods, make payments, and honour your commitments, then you are golden. If they don’t trust you, then no amount of legal documentation or paperwork can make the relationship work. Trust is built over time, with consistently honouring your commitments. Trust takes a lot of time to build up, and just a few bad experiences to lose forever. 2. Processes > people. At scale, if you are person dependent, things are bound to break. You need to have set standard operating procedures (SOPs) for everything from raw material inward to pre production processes, mid-line inspection, final quality control, packing and dispatch, else you have no way to control irregularities in quality. You also need a kaizen mindset to continuously make micro-improvements. 3. Cost is just one factor in deciding which vendor to partner with. While it’s important to optimise for the right purchase price, there are a host of other things to consider when choosing a manufacturing partner. Speed of delivery, flexibility on minimum order quantities, and quality of the product matter a lot. So it’s a vendor scorecard of all of the above that determine who wins the right to produce what & how much for your brand. 4. Diversify your supply chain, but not too much. While it’s important to have multiple partners for each critical component or SKU to minimise single party dependency risk, it is also important to give meaningful volumes to select partners so you are a relevant part of their annual operating plan and get the priority service that your brand needs. We see too many brands making the mistake of splitting volumes across too many factories before hitting meaningful scale, and they have no control anywhere. Like with any investment portfolio, while diversification protects against the downside, if you know what you are doing, some level of concentration into high conviction bets (factories) leads to outsized returns. 5. Invest in product R&D, it’s worth it in the long run. Becoming a pure commodity player is a race to the bottom. There are real innovations to be made at a yarn level, fabric technology level and garment design & engineering level, and you have to invest the $$$ upfront to reap the long term benefits. So invest in R&D to stay ahead of the curve, and co-create, collaborating closely with your supply chain partners, or run the risk of becoming irrelevant over time. The strength of your supply chain is the backbone of your brand.

When I speak with people, especially in the Family Office world, the first thought on my mind is how I can help them. Sometimes that means introducing one Family Office to another, connecting people who share values, or sharing knowledge without expecting anything in return. These contributions compound over time and return in powerful ways. In this community, relationships come before transactions. The first questions are about trust, integrity, and whether values align. Once that foundation is in place, everything else follows. Offering value without expectation changes the dynamic. A thoughtful introduction, a timely perspective, or even the willingness to listen builds trust faster than a pitch ever could. Over time, these gestures create reputations that open doors and deepen partnerships. The principle is simple. The more you give, the more you get. Generosity builds momentum, signals authenticity, and encourages others to share opportunities and build together. This matters even more as the next generation steps forward. They care deeply about values, impact, and the character of the people they work with. Aligning with that mindset requires consistency, honesty, and the willingness to give first. By focusing on what you can contribute, you strengthen relationships and create opportunities that last. In the Family Office world, giving builds trust, and trust remains the currency that matters most.

Great procurement isn't about price; it's about partnership and purpose. Too often, procurement is misunderstood as simply the act of negotiating the lowest cost. But the organizations that thrive understand a deeper truth: procurement is a driver of resilience, trust, and long-term value. -- When procurement focuses only on price, relationships remain transactional. -- When procurement focuses on partnership, it builds collaboration, transparency, and innovation. -- When procurement aligns with purpose, it ensures sustainable sourcing, ethical practices, and shared growth. I have seen suppliers transform from vendors into strategic allies when trust and shared purpose were placed at the center of the relationship. The results? -- Reduced risks -- Greater innovation -- More sustainable outcomes -- Stronger resilience during disruptions Procurement leaders must therefore ask themselves: -- Are we negotiating for short-term savings, or are we investing in long-term partnerships? -- Are we treating suppliers as replaceable, or as critical contributors to our success? Because at the end of the day, procurement is not just about contracts and costs. It is about enabling organizations to achieve their vision with integrity, collaboration, and shared value. Price may win the deal. Partnership and purpose build the future. LinkedIn Linkedin News #Procurement #SustainableProcurement #Leadership #SupplierManagement #BusinessExcellence

𝗧𝗵𝗶𝘀 𝗜𝘀𝗻'𝘁 𝗠𝘆 𝗣𝗿𝗼𝗯𝗹𝗲𝗺. I can never forget hearing those words from a key supplier early in my procurement career. We had a product delivery issue, and their response was blunt. The impact was not just the cost 💰 But reputational damage and a lot of operational chaos. At that time, I thought Why is this happening? But looking back now, after 16 years in procurement I see the root cause clearly: A Fractured Supplier Relationship. 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘀𝘁𝗼𝗿𝘆: Years ago, I worked on a resourcing project Where we sourced with a supplier solely based on pricing due to cost pressure. Communication was minimal, expectations weren’t formally aligned, and trust was non-existent. When challenges arose (and they always do) Instead of collaborating on solutions, it became a blame game. 𝗧𝗵𝗲 𝗜𝗺𝗽𝗮𝗰𝘁? 🚨 Delayed timelines and threat to customer line supportability. 💸 Expedited Premium freight costs that wiped out our “savings.” 🛠️ Resources diverted to firefighting instead of innovate. 💡 𝗪𝗵𝗮𝘁 𝗜’𝘃𝗲 𝗟𝗲𝗮𝗿𝗻𝗲𝗱: That experience taught me the hidden costs of poor supplier relationships: ➡️ Lost Agility: Without trust, suppliers are less willing to adapt during crises. ➡️ Higher Total Cost: Low price doesn’t mean low cost. ➡️ Missed Innovation: Strong suppliers often bring ideas to the table, but only when they feel valued. Now I’ve shifted my focus from just negotiating contracts to building partnerships. 𝗧𝗵𝗶𝘀 𝗶𝗻𝗰𝗹𝘂𝗱𝗲𝘀: 💎 Investing time in supplier development. 💎Ensuring open communication channels. 💎Recognizing their wins as much as ours. Today, my best supplier relationships feel more like strategic alliances. When problems arise, we tackle them together because trust has already been built. 🚀 𝗠𝘆 𝗔𝗱𝘃𝗶𝗰𝗲: Whether you’re in procurement or supply chain, don’t overlook the power of relationships. They aren’t just suppliers; they are your partners in success. 📢 Have you ever faced hidden costs from poor supplier relationships? How did you turn it around?

Last year, I was speaking with a VP of Sales who confidently asserted: “Our buyers rely heavily on Gartner and Forrester reports, and LinkedIn is just noise.” That claim led us to a deeper look. So we ran a rapid social intelligence audit across their 10+ ideal enterprise target accounts and the reality was revealing: 👉 significant stakeholders actively adding connections in LinkedIn. 👉 a few of those routinely engaged on LinkedIn content. This wasn’t casual scrolling… it was conscious participation and relationship building. Some buyers were raising ‘purchase-intent’ questions as well. All transparently surfaced on LinkedIn - in public threads and peer groups. Data illuminating exactly where the research action happens pre-RFP. We scripted a custom GTM strategy: 👍 Enterprise Signal Posts: Engineered deep-dive, persona-tagged case studies, optimized to get clipped into internal research decks and circulated among architects, PMOs, and senior engineers. 👍 Dark-Social Authority: By engaging in high-value vendor comparison (and likes) threads, our client’s leadership profiles gained credibility and trust inside private channels invisible to traditional analytics. 👍 Decision-Stage Content: Launched proof-backed narrative video for "solution-aware" prospects, resulting in high-conversion SQLs. With consistency. The outcomes? 💪 Significant % of new enterprise meetings originated directly from LinkedIn-driven content touchpoints and network engagement. 💪 RFP win-rate increased, correlated to significant buyers explicitly referencing LinkedIn case materials. 💪 Sales cycles compressed because buyers entered conversations highly informed and confident. Why does this work in enterprise buying cycles? Vendor Validation: B2B procurement is increasingly cross-functional; live peer discussions on LinkedIn serve as a real-time, trusted “research layer” far beyond static analyst reports. Peer Proof: Enterprise decision-makers weight peer-shared insights more heavily than vendor-curated collateral, especially within their own secure collaboration channels. If you’re still dismissing LinkedIn as “just noise,” you’re strategically ceding ground during arguably the most critical phase of buyer evaluation. In 2025, enterprise buying journeys don’t start with vendor meetings… they start with social proof, digital authority, and dark social signals. And the winners are the brands that embed themselves authentically and intelligently in these ecosystems. #SocialSelling #DarkSocial #LinkedIn #RevOps #AIGTM

Meaningful partnerships are important to me. Lately, a significant portion of my work has involved connecting professionals in the healthcare innovation sector. My trip to Dallas last week started with organic introductions I made in 2024. Some may view making business introductions as a simple and quick process. The process takes time, and time has a cost. In healthcare, innovation doesn’t thrive in isolation; it takes the right connections to move ideas forward. But real impact happens when we prioritize relational partnerships over transactional exchanges. It’s about building trust, fostering mutual respect, and creating opportunities that solve real problems. Here are my thoughts on how to make meaningful introductions: ✅ Lead with Value, Not Ego. Don’t focus on what’s in it for you. Prioritize how both sides benefit from the introduction. Relationships built on genuine value last longer and go further. ✅ Know the Gaps Before You Fill Them. Understand the pain points of both parties. High-impact connections happen when you address a critical need or opportunity. ✅ Vet Ruthlessly, Introduce Thoughtfully. Not every connection is worth making. Be selective and introduce only when there’s a clear alignment of values, goals, and capabilities. Protect the integrity of your network. ✅ Do Your Homework. Before making an introduction, ensure you have a thorough understanding of both parties to effectively explain why the connection is significant. ✅ Frame the Introduction with Context. Set the stage. Provide both parties with sufficient background information to understand the relevance and potential of the relationship. Clarity upfront fosters respect and avoids wasted time. ✅ Stay in the Loop (But Don’t Hover). Follow up to see if the introduction was valuable, but don’t micromanage the outcome. Relationships that thrive are built on trust, not control. ✅ Be a Problem Solver, Not Just a Connector. Your role doesn’t end with the introduction. Be available to offer insights or guidance if needed as the relationship develops. ✅ Protect Your Network’s Trust. Introduce only when it makes sense. One mismatched connection can erode trust and weaken your credibility. Guard your network’s reputation as carefully as your own. ✅ Build for the Long Game. Relational partnerships aren’t built overnight. Consistently show up, add value, and nurture trust over time. Sustainable impact comes from authentic, long-term connections. ✅ Celebrate the Wins. When a connection you made leads to something great, acknowledge it. Recognize the impact and reinforce the power of trusted relationships. Relational partnerships move healthcare forward. When trust and respect are the foundation, introductions become catalysts for real change. If you’re serious about advancing innovation, be intentional with your connections. It’s not about quantity. It’s about quality, trust, and lasting impact. 🔥 #healthcareonlinkedin #partnerships #innovation #sme

Partner enablement is often thought of as how we are enabling our partners. But sales teams are the frontline of revenue, and their success often hinges on understanding the value partnerships bring. Many organizations fail to equip sales reps with the tools and training they need to make the most of partner-driven opportunities. If you want your partnerships to truly drive impact, you must tailor enablement for your sales team. Here’s how to get started: 1. Sales reps need clarity on how to integrate partnerships into their process. Make sure your training covers: * The Partner Pitch: What’s the unique value of a partner-driven lead, and how should they position it to the customer? * Co-Sell Opportunities: How do they collaborate with partners during the deal cycle? Define roles and responsibilities for seamless execution. * Engagement Process: What’s the step-by-step process for involving a partner? Whether it’s looping them in for a demo or escalating technical questions, clear guidelines prevent delays and confusion. 2. Provide Easy-to-Use Tools: Sales enablement shouldn’t feel like homework. Create resources that are quick to access and easy to use, like * Quick-Reference Guides: Summarize partner value propositions, key metrics, and FAQs in a single document. * Cheat Sheets for Objections: Offer pre-written responses to common challenges when selling partner-driven solutions. * CRM Templates: Use CRM workflows to automate the partner engagement process, keeping it simple and repeatable. 3. Integrate Training into Sales Routines Don’t overwhelm your sales team with one-off workshops. Instead, embed partnership enablement into their day-to-day routines: * Add partner updates to weekly sales meetings. * Offer bite-sized training videos or guides they can review on-demand. * Celebrate wins from partner-driven deals to reinforce the value of collaboration. 4. Pair new sales reps with a “partnership ambassador” on your team to provide hands-on guidance during their first partner-driven deals. When sales teams understand how partnerships drive value, they become powerful advocates for partner-driven growth.