The Role of Interpersonal Relations in Logistical Conflicts Resolution between SMEs and the Food Retailing Industry: The Case of Morocco

Abstract

Given the interdependent relationships between retailers and suppliers, conflict situations seem inevitable. Conflicts between these two actors of the distribution channel can affect various fields. In logistics relations, conflicts arise from retailers’ dissatisfaction. This is partly linked to small and medium-sized enterprises’ (SMEs) poorly mastered logistics skills. Although the logistical criterion is considered in the selection process of suppliers, retailers in Morocco are still confronted with the logistical failure of a large proportion of their suppliers (missed delivery times, non-compliant deliveries, high out-of-stock rates in shelves, etc.). The resolution of logistical conflicts could be achieved in different ways, but above all it requires the involvement of the staff of stakeholders, customers and suppliers. In this chapter, we try to show how interpersonal relationships between retailers’ and SMEs’ staff in the agri-food sector can help to manage this type of conflict. We have observed that interpersonal relations characterised by frequent contacts and quality exchanges make it possible to maintain exchanges and a stable climate of relations by ensuring the establishment of “acceptable” methods of resolving logistical conflicts. Interpersonal relations guide companies involved in logistical disputes towards the choice of cooperative resolution methods (accommodation and compromise).