АДАПТАЦІЯ МОДЕЛІ ДИНАМІЧНИХ ВЗАЄМОВІДНОСИН «ПОСТАЧАЛЬНИК-СПОЖИВАЧ» ДО УМОВ ФУНКЦІОНУВАННЯ В ЛАНЦЮГУ ПОСТАЧАННЯ

Abstract

An adaptation of the model of dynamic «supplier-customer» relationships to the conditions of supply chain functioning is presented, which is based on the IRM model and involves considering procurement and sales in the industrial market as not independent agreements but long-term relationships between the supplier and the customer. This model consists of several components. The first aspect is the interaction process, which includes the analysis of two key factors: episodes (short-term in nature) and partnerships (long-term cooperation based on mutual trust). The second element involves the interacting parties with the identification of the distinctive features of the supplier and the customer, including their organizational and individual factors. The third element is the atmosphere, which relates to the degree of dependence between the supplier and the customer. The fourth element is the interaction environment, encompassing market structure, market dynamics, international relations, and the social system. On the other hand, the rationale for transforming the «supplier-customer» relationship pyramid into a model of «supplier-customer» relationships with a comprehensive combination of logistics and partnership marketing concepts is justified. This model consists of the following components. The first stage involves relationships at the contract level, meaning direct interactions between the supplier and the customer, characterized by one-time or multiple agreements. The second stage comprises relationships of advantage, where one party has the right to enter into agreements on more favorable terms than the other. The third stage involves strategic relationships, which can be non-partner (relationships arising from long-term decisions based more on rationality) or partnership (relationships where two or more organizations are linked to each other through regular open exchange of knowledge and experience). Partnership in the supply chain is considered in three forms: 1) cooperating organizations are perceived as partners and, to a limited extent, coordinate their plans and actions; 2) cooperating organizations transition from coordination to integration; 3) each organization perceives the partner as a natural extension of its firm’s processes.