Taking into consideration that the discipline of
SCM often stresses a differentiated approach to supplier management consisting of
arm’s length and partnership relationships (Lambert and Cooper, 2000) and that
researchers stress the need for an exploration of the impact of negotiation approaches
on the negotiation setting, it seems fairly qualified, relevant and non-provocative to
state that research in this area could contribute to an improved understanding of the
nature of supply chains and importantly how to negotiate, manage and optimise them.
This becomes even more relevant when noticing that:
Negotiation
strategies in SCM
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