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Pharma Alliance Veterans Examine the Increasingly Thin Line Between Alliances and Integrations

Posted By Jon Lavietes, Friday, August 21, 2020

In pharma, the lines between business development and alliance management are blurring in many respects. The “buy” and “partner” functions no longer reside in separate spheres. Alliance managers are increasingly being pulled into mergers, acquisitions, divestitures, and carve-outs. Both alliance agreements and M&A deals, and the larger programs they are a part of, are getting more complex. What alliance management skills serve these types of transactions well? What are the biggest differences between alliance and acquisition environments? Should alliance managers think about adding the M&A skill set? These are just some of the topics bandied about in the 2020 ASAP Global Alliance Summit on-demand roundtable “Navigating the Differences Between Alliances and Integrations—‘Snowboarding for Skiers.’”

Moderated by Nick Palmer, managing director at BTD Consulting, a pair of longtime pharma alliance leaders and ASAP community mainstays—Brooke Paige, CSAP, former vice president of alliance management at Pear Therapeutics and ASAP board chair, and Steven Twait, CSAP, vice president of alliance and integration management at AstraZeneca—joined Palmer’s colleague acquisitions expert Carlos Keener, managing partner at BTD Consulting, in a discussion about these two merging worlds in a two-part roundtable—the panelists convened before and after the live portion of the Summit.

“Secret Superheroes”: M&A Draws On Alliance Managers’ Clairvoyant Powers

Palmer began by asserting that senior management has recognized that alliance managers have valuable transferrable skills that apply to merger, acquisition, and divestiture activity.

Paige expanded on this notion by noting that seasoned alliance managers come with a solid understanding of contracts, lots of practice articulating strategy, and a track record of running high-level cross-functional teams. But most of all, alliance managers possess “a mind-reading superpower,” she said with a laugh.

“We are actually mitigating risks and taking care of issues before they’re even experienced by the companies themselves. We’re almost secret superheroes,” she explained.

Twait added that alliance management’s familiarity with governance structures is becoming invaluable in transaction negotiations. In addition, his team is being asked to play a role in executing transition services agreements (TSAs), services one company pays another for after a deal closes. TSAs can expand an alliance practitioner’s knowledge base as these agreements can potentially involve larger organizational initiatives in a variety of areas, including but not limited to regulatory, manufacturing, finance, and technology.

The Alliance Win-Win vs. “What Does This Mean for Me?”

Keenan felt that M&A groups have a lot to learn from alliance management culture.

“Alliance management brings a number of good practices that a lot of M&A deals should be thinking about, but aren’t,” he said. “‘I bought you, and therefore you are going to do it my way’ or ‘I’m bigger than you, and therefore you are going to do it my way.’ Obviously, in an alliance, you’re not allowed to make that kind of assumption,” he said, describing a common but, in his mind, foolish M&A mindset.

Culture cuts both ways, however. Some alliance norms aren’t common in investments and divestitures, which could lead to some awkward moments if alliance managers aren’t careful. For example, where the beginning of an alliance is often marked by optimism—companies are excited by what a partner can bring to the table—fear stalks the rank and file immediately after an acquisition.

“In alliances, we’re always looking for the win-win,” said Twait. “Not everyone will win when you’re integrating an entity… Not everyone sitting around the table may have a job after this acquisition fully closes. Alliance managers are well prepared to think about some of those human risks that could surface in an acquisition.”

“When team members learn about a new alliance, the question is usually, ‘What does this mean for my company?’ And when team members or employees learn about a new acquisition, the question becomes personal: ‘What does this mean for me? Will I have a job?’” explained Paige.

Paige later prescribed potential solutions for dealing with the human element. In the past, she has led teams that have utilized town halls, backgrounders, and slide decks to communicate why senior leadership made a deal and what the acquiring company was expecting from its new asset. Paige strongly recommended partnering with HR and conducting “listening tours” to address employees’ concerns.

“The elements of things we would do in an alliance launch or in a new team member onboarding can really add a lot of value and be applied in these integration efforts,” she said.

Accentuate the Positive, but Not at the Expense of Authenticity

The subject came up again later in the post-Summit discussion. Keenan had a word of advice for communicating to employees of acquired companies: “not trying to cover it up, not trying to be overpositive, not overpromising up front is so critical to an integration.”

Yes, it is important to put a positive spin on the transaction and how things will transpire in those first several months. However, it should never be at the expense of authenticity. He recalled one instance of an investor relations professional taking the wrong tack in post-transaction communication efforts.

“The view was, ‘We just have to wow the employees. We have to ignore the bad stuff. We have to overwhelm them with good news.’”

By contrast, Keenan juxtaposed that case with the story of the “best Day One” he had ever seen in a transaction. The head of the acquiring company was up front about why his organization bought the acquired entity, how much it paid, and what it was going to do to make that money back.

“The individual was very transparent,” he recalled. “He walked the message through shift by shift, group by group, answered every question. When there was an I-don’t-know, that was perfectly fine. It was, ‘I don’t know now. We’re not knee-jerking into a plan immediately because we want to take a little bit of time to work out what we’re going to do, but we will tell you by date x.”

In other words, Keenan concluded, “It’s not bad news that causes problems, it’s uncertainty.”

Time Lords, Short- and Long-Term

Another potential blind spot: the contrasting timelines of mergers and alliances. In pharma, alliances are expected to last more than a decade. Alliance managers will be more judicious in pushing back on their partner counterparts knowing that they will be working together for several years. M&A transitions, on the other hand, happen over the course of several months.

“A seasoned alliance manager could take too long-term of an approach to the project,” said Twait. “There will be tradeoffs you need to make. I don’t want to say that you don’t want to be as collaborative, but you just need to recognize that you may need to make short-term decisions that may not seem like it will be best in the long term, but there may not be a long-term relationship.”

Keenan pointed out that senior leadership usually fuels this short-term thinking. The process of integrating a new entity is fast-paced and often closely observed by investors with high expectations.

“You have senior management pressure to actually deliver on the business plan from a financial standpoint, to deliver on whatever promises were made in the announcement. There’s also a need to generate momentum from an emotional standpoint, to demonstrate success to retain staff performance, staff morale, talent retention, and so on.”

Later in the discussion he reiterated that integrations, in contrast to alliances, are an “event, not a process,” and asserted that the old saying about “perfect being the enemy of good” is an appropriate mantra for integrations because they normally require companies to find quick solutions.

“Let It Go”: Thick Skin Required for Integrations

All of the panelists agreed that alliance managers thinking about getting a flavor of the M&A world must get accustomed to a little sandpaper. Twait insisted that those on the front lines of mergers and acquisitions will need a “thick skin” because tumultuous conversations and events are par for the course in these types of transactions. He invoked the famous song from the movie Frozen in cautioning alliance managers that they will have to learn how to simply “let it go” if they want experience in this area.

Paige concurred. “If you have a systemic aversion to delivering bad news or disappointing news, that might be the rule-out criteria that this might not be the role for you.”

Keenan looked at the issue from the other side. “If your integration approach is to deliver everything on time and in budget, leaving bodies along the way, then you are likely not going to be a good alliance manager. But to be honest, you’re likely not going to be a good integration manager, either. Yet again, the skill sets are actually quite in common.”   

Flesh Wounds: The Meaning of Life in M&A

Later in the conversation, Palmer asked the panelists if alliance managers are guilty of living in Monty Python’s world—“always look on the bright side of life”—and not fully acknowledging the turbulent nature of integrations and divestitures.

Twait joked that “in an integration, you will have multiple flesh wounds. ‘I just cut your arm off!’ You say, ‘No you haven’t.’” Twait was making the point that alliance managers are often resilient in the face of change in the way “the Black Knight needed to be.”

“So we’re not yet dead,” quipped Paige.

“Navigating the Differences Between Alliances and Integrations—‘Snowboarding for Skiers’” isn’t dead yet, either, at least for Summit registrants, who can still use their registration credentials to watch this roundtable and gain numerous other insights shared by the panelists throughout the discussion.

Tags:  acquisitions  alliance agreements. M&A deals  Alliance managers  AstraZeneca  Brooke Paige  BTD Consulting  Carlos Keener  divestitures  mergers  Nick Palmer  Steven Twait 

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Make a Decision! Now More Than Ever, Alliance Decision Making Is Critical. Game Theory Can Help

Posted By Michael J. Burke, Tuesday, May 26, 2020

Most of us have probably worked on teams and within hierarchies where decisions were hard to come by: slow to be made due to fearful, indecisive leaders, or requiring multiple hoops to jump through to get approvals. It can have a crippling effect on projects and partnerships, and everyone becomes frustrated when things don’t move forward in a timely manner.

Now, with so much uncertainty due to the COVID-19 pandemic, it can be even more difficult to get decisions made. With teams spread out and working remotely, it can be challenging even to pull key decision makers together, much less to formulate a coherent strategy. But for every challenge there’s an opportunity, and for every problem there’s a potential solution. It turns out that game theory may hold some of the answers to this dilemma.

“How can we best make decisions?” Harm-Jan Borgeld, PhD, MBA, CSAP, asked in a recent ASAP Netcast webinar. “There is now an opportunity. Now is the time for alliance leadership.”

Borgeld is vice president and head of alliance management at Merck Healthcare KGaA, based in Darmstadt, Germany, and he copresented the webinar with Professor Stefanie Schubert, PhD, CA-AM, professor of economics at SRH University Heidelberg. Titled “Decision Making Beyond COVID-19 Times: Leveraging Your Capabilities by Employing Game Theory,” the May 5 presentation examined how decisions should be analyzed using game theory, how to make decisions more efficiently, and the important steps needed to move from thinking about a decision to implementing it and aligning around it.

Just Decide, Please

Even in the absence of a crisis, Borgeld noted, it’s more important for leaders to be decisive than to actually make “the right decision.” He even cited an article showing that of those CEOs who were fired, one third were let go for making the wrong decision, while the rest—the vast majority—were sent packing for their indecision. The bottom line? Alliance leaders, like other executives, can’t afford to be indecisive.

This becomes even more true under the conditions of COVID-19, according to Borgeld, given the following factors:

  • There is a greater need for speed in decision making now than ever before.
  • The usual ways of “informal influencing,” such as hallway meetings and watercooler conversations with key stakeholders, are currently unavailable.
  • Decisions are now often being made alone or in small groups of two or three.
  • There’s a very uncertain future ahead.

In effect, Borgeld argued, alliance leaders need to do the same things:

  • Negotiate
  • Communicate
  • Influence
  • Look ahead
  • Align
  • Implement

These actions will no doubt be familiar to alliance professionals in every industry, but in COVID-19 times, they’ve all become more challenging. Take alignment, for example. Before the pandemic, aligning with key stakeholders and team members could often be informal, taking place during a coffee break or over lunch, Borgeld said. But “now we need to align in a different way.”

Games People Play

How could game theory assist in this process? Schubert emphasized that “game theory is actually the science of strategic decision making”—a critical skill at any time, but all the more so during a crisis. In addition, the principles of game theory provide “a structured framework for deriving optimal decisions,” she said. This helps avoid situations where decisions are made on the fly without benefit of proper analysis, or conversely, where decisions are not made at all due to organizational paralysis and lack of leadership.

In brief, the application of game theory to a decision means asking these questions:

  • Who are the decision makers?
  • What are their options?
  • What is the timing?
  • What are the payoffs?

Borgeld and Schubert presented a fictitious case study involving Sandra, an alliance manager for Sapphire, a biotech based in China, and Michael, an alliance manager for Diamond, a US-based company. Sapphire licenses a drug product to Diamond under a codevelopment and cocommercialization agreement, and the two companies had planned to conduct Phase II clinical trials beginning on July 1, 2020. But once COVID-19 hit, the timeline for these trials became very uncertain, and the costs the two companies had budgeted for could be way off the mark. So what to do? How can Michael and Sandra make a good decision and align around it?

Schubert showed how, from Michael’s point of view, he needed to look at his options and Sandra’s preferences and decide on the best option based on the potential outcomes, or payoffs. Given this information—and the uncertainties—he and his company prefer to wait six months before deciding, by which time perhaps they’ll have a more accurate sense of how much the trials will cost and whether they can be carried out properly. Thus he needs to steer Sandra toward this decision and convince her to accept it, even though it is not her or her company’s preferred option. It’s not her worst option, either, so with this compromise perhaps they can agree to move forward.

If the outcome is not the one you prefer, as in Sandra’s case, you may need to “change the game you want to play,” Schubert noted, being creative about options and the timing of moves. She also stressed that this represents a simplified version of game theory application; to perform a more detailed analysis, you would need to calculate eNPVs—estimated net present values—including for situations where payments are uncertain, as with COVID-19.

“When you want to apply game theory, you have to focus on the aspects that are really important,” she explained. That also means you need to “put yourself into someone else’s shoes,” figuring out what their preferences will be before you can make your own decisions, taking both their preferred outcomes and yours into account.

Game Theory and Practice

Borgeld also had some tips for how these game theory principles could best be applied in actual alliance management decision-making practice. These include:

  • Look at all options at the same time instead of sequentially, the way you would when buying something on Amazon or eBay.
  • Go to the decision makers, present them with three options and their pros and cons—including one non-COVID option—and get approval for the option you recommend.
  • Be more efficient in conference calls and virtual meetings by paring things down to a “perfect agenda,” using strict time management and making sure to include one “context” slide before giving the options.

“Where you can really shine as an alliance leader is when you put the context there,” Borgeld noted. “And especially in these times when people are [spending] eight, nine, ten hours a day on conference calls, they are really happy when you end early. So try to limit it. I would never recommend a JSC call go on for three hours.”

In addition, Borgeld recommended monitoring the financial status of biotech partners, reviewing the contract’s force majeure clauses (“What could be the consequences? What could happen to us? Also, what could happen to the partner? Discuss it with the partner, and don’t wait too long”), and staying “two steps ahead” by looking at the short-term, midterm, and long-term horizons.

Schubert stressed that “Life is very complicated, and you have to find out what aspects are important, what are the decisions, and who are the players, the decision makers?” Approach the right people in order to decide together, she advised, based on a clear analysis of payoffs and outcomes.

One final thought from Borgeld: Get the meeting minutes out on time! Alignment and implementation are critical, so it’s important once decisions are made to communicate those decisions and send minutes out immediately—the same day if possible to avoid foot-dragging. “If you wait two weeks, people sometimes have second thoughts.”

All in all, it looks like applying game theory to alliance decision making could be a winning strategy.

Tags:  alignment  alliance leaders  alliance managers  decision makers  decision-making  decisions  Game theory  Harm-Jan Borgeld  informal influencing  Stefanie Schubert 

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Strategic Alliance Quarterly Q2 Outtakes: How Alliance Managers Keep Data Alliances from Running Afoul of IP, Privacy Laws

Posted By Jon Lavietes, Saturday, April 4, 2020

We’re deep in the throes of assembling our Q2 2020 edition of Strategic Alliance Quarterly, which means we’ve gathered insights from a number of ASAP members and friends of the community. As is always the case, not every useful tidbit of information we’ve gleaned will make it into the issue. That is where this blog comes in. It gives us a forum to share some tips that may one day come in handy for an alliance professional, and hints at what will hit your mailbox in the coming weeks.

This quarter’s Strategic Alliance Quarterly examines the tenets of IP and privacy law that alliance managers must know when putting together and running a data-driven alliance. The piece is a follow-on to our feature on early AI alliances that appeared in the previous issue. It covers some basics of specific statutes like the EU’s General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA), and chronicles some broad measures around negotiating initial contracts, handling data at all parts of the alliance life cycle, and driving amendments to the agreement when necessary.

A Template for Expediting Contract Negotiations

In the article, Rita Heimes, general counsel and privacy officer for the International Association of Privacy Professionals (IAPP), shared some valuable knowledge around how to determine whether the data at the heart of a partnership is classified as personally identifiable information (PII), and thus subject to GDPR and maybe CCPA regulations. She also outlined how to collect that data and transfer it to partners, when to dispose of it, and ways to limit liability where this new privacy legislation is vague.  

Heimes also had another pointer for alliance managers, who by and large don’t carry law degrees, that you won’t read in the full print story.

“It’s always a good idea to work with qualified counsel in the first instances [of working with data-driven alliances] to create a really robust template, assuming the alliance manager’s employer is in position to start the contract negotiations,” said Heimes. 

In Heimes’s estimation, creating and reusing a template will help alliance professionals learn the basic language of GDPR and CCPA and the entry-level issues they need to address on behalf of their organizations. Moreover, it gives them something concrete to fine-tune with legal if and when a potential partner has redlined a contract proposal or radically changed the initial terms. 

Creeping Toward a Potential Legal Breach

Brian O’Shaughnessy, partner at Dinsmore & Shohl LLP and a former ASAP BioPharma Conference co-presenter, talked about what he called “mission creep” in an alliance that spans several years. In the print version, he expanded on how alliance managers need to convene stakeholders regularly to check whether the alliance’s original purpose is still relevant and whether the current contract still reflects its mission. He spoke about the alliance manager’s critical responsibility for driving contract amendments should a collaboration take a slightly different course from the one charted at the outset of the voyage.

The print version also talks about some of the potential consequences if an alliance manager fails to catch this mission creep in time. The research team “might not be generating the data the other side [intended], or you’re not producing the products that they need,” O’Shaughnessy said by way of example. Or worse, employees executing alliance responsibilities could be using the partner’s IP in a way that’s not contemplated in the agreement—for example, using a diagnostic device to diagnose a condition it wasn’t intended for, a potentially costly contract infringement. Here is a quote that didn’t make the cut that provides a sense of what you will get in the Q2 2020 issue.   

“You don’t want to be the one that has invested millions of dollars and thousands of FTEs (full-time employee) to generate a bunch of information and data only to find out that because you were using that data wrong, or you weren’t complying with certain contractual obligations, now the other side can terminate the agreement, with the result that perhaps you don’t get the benefit you had sought,” said O’Shaughnessy.

Many ASAP members are involved in data-centric alliances around AI-powered drug discovery initiatives, IoT products or services, and new ways to diagnose patients’ illnesses more quickly and accurately, among many other use cases. Don’t miss the ASAP editorial team’s overview of the basics in keeping your data-centered alliance out of legal hot water stemming from IP misuse or privacy violations. Be on the lookout for the Q2 Strategic Alliance Quarterly in June.

In the meantime, if you haven’t already, check out your copy of the Q1 Strategic Alliance Quarterly and absorb the emerging best practices in joint marketing, collaborative selling, and research and development as they relate to AI alliances. 

Tags:  AI alliances  AI-powered  alliance managers  Contract Negotiations  data alliances  data-centered  data-centric  Dinsmore & Shohl LLP  drug discovery  General Data Protection Regulation  IP and privacy law  O’Shaughnessy  Rita Heimes  Strategic Alliance Quarterly 

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The Association of Strategic Alliance Professionals (ASAP) and allianceboard partner to elevate alliance management through technology

Posted By Kimberly Miller, Wednesday, February 12, 2020

Alliance technology has become an imperative for alliance professionals – ASAP and allianceboard are teaming-up to combine resources, best practices, and technology to support ever-evolving collaboration models.

This month, ASAP and allianceboard announced a technology and knowledge partnership that will combine ASAP resources and best practices with allianceboard’s purpose-built alliance management software solution.

The partnership between ASAP and allianceboard will create value in:

  • Offering special subscription packages for ASAP biopharma member organizations
  • Providing ASAP membership benefits to allianceboard clients
  • Integrating ASAP resources and best practices into the allianceboard platform
  • Jointly developing resources for the benefit of the alliance management community

“Our partnership with allianceboard supports ASAP’s mission to elevate the alliance management profession and to amplify its impact.  This enables ASAP to extend our resources through the allianceboard digital platform to our biopharma members and to provide these benefits to an even broader audience. allianceboard was designed from the ground-up around the needs of alliance management so this is a natural fit for our biopharma members,” said Mike Leonetti, President and CEO of ASAP.

“ASAP’s thought leadership in alliance management combined with their extensive resources have had a tremendous impact on the evolution of alliance management over the past two decades. Our clients globally recognize how much our solution, built around best practices, has become a game changer for them. We are excited to join forces with ASAP in our common mission to support organizations in achieving their growth and innovation goals through strategic alliances,” said Louis Rinfret, founder and CEO of allianceboard.

Benefits for ASAP members and allianceboard clients

ASAP membership overview

allianceboard overview

About ASAP

The Association of Strategic Alliance Professionals (ASAP) is the leading global professional association dedicated to the formation, implementation, and transformation of alliances, collaborations and business partnerships. ASAP provides its members forums for networking and professional development along with access to tools and resources, while working to elevate and promote the discipline of alliance management. Founded in 1998, ASAP is a non-profit global professional membership organization with over 2,250 members representing over 35 countries across the globe. Membership represents a cross-sector of industries including high tech, biopharma, finance, insurance, and retail to name a few.

About allianceboard

allianceboard is a purpose-built, easy-to-use alliance management platform for alliance professionals. allianceboard has been developed to give alliance managers a state-of-the-art tool that’s simple and scalable – to stay on top of it all, show organizational impact and easily collaborate with partners for innovation and growth.

Tags:  alliance  alliance managers  Allianceboard  best practices  management platform  partnership  resources  tools 

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Supplier-User Collaboration Requires More Than Advanced Technology—Alliance Management Is Needed, Too

Posted By Jon Lavietes, Wednesday, November 13, 2019

The World Economic Forum (WEF) issued a white paper this month calling for all players along the manufacturing chain to expedite the adoption of advanced digital technologies that enhance the collaborative supply chain. WEF has given the industry plenty of homework in the directives it detailed in the document:

  • Mine artificial intelligence (AI), predictive analytics, and machine learning technologies to reduce material consumption and increase resource efficiency
  • Utilize electronic labels, such as an integrated electronic display or a machine-readable code that links to a webpage (e.g., QR code), in order to foster the seamless movement of products across different regions that each have their own unique information and labeling requirements
  • Leverage digital twin technology to combat fraud
  • Use the potpourri of “it” technologies—blockchain, the Industrial Internet of Things (IIoT), edge computing, predictive analytics, etc.—to increase supply chain network agility so that organizations don’t miss a beat when faced with natural disasters, new tariffs, social instability, equipment or infrastructure failure, or any other unforeseen events that can disrupt operations
  • Remanufacture, reduce, reuse, and recycle parts wherever possible

WEF’s report is dotted with success stories from household names, including Foxconn, Ralph Lauren Corporation, Apple, and General Motors.

Now, nobody’s disagreeing with WEF’s premise; there’s an urgency for component suppliers, assembly manufacturers, final-product producers, and users to adopt these technologies—those who don’t will perish. However, we were struck by the relative simplicity of the use cases put forth in WEF’s paper. This isn’t to say that the achievements of the aforementioned brands came easily or that they implemented these technologies handily, but the case studies consisted largely of linear one-to-one relationships.

In reality, many of the increasingly complex products and services that manufacturers are trying to deliver today depend on an ecosystem of multiple deeply intertwined partners. As Russ Buchanan, CSAP, vice president of global channel strategy alliances and operations at Xerox and ASAP’s chairman emeritus, noted in a recent discussion about sourcing in the new economy, there can be as many as five or six vendors delivering a single smart vehicle, heart monitor, or other interactive device. Each of these partners has its own large network of suppliers and subcontractors. That is a lot of moving parts!

With each of these players bringing an essential part of a solution, a collaborative supply chain needs more than just these wonderful technologies themselves to deliver transformative solutions.

“The sourcing community is definitely being very sophisticated in some cases in managing their suppliers like alliance partners,” said Buchanan. “Increasingly, I find that the people in sourcing need these [alliance management] skills. When they start to work with a supplier, they’re trying to get more than just the lowest possible cost of commodity, the primary mission of most sourcing agencies. Increasingly, what you hear us asking our suppliers for, and what we hear our customers asking us for is, ‘Do more than that. Give me good value, but also give me innovation. Help me change my business. Help my transformation be more competitive in enhancing my customers’ experience working with us.’”

There is a much deeper degree of codependency between alliance members working together to construct solutions of this nature than the average supplier in a company’s network. This interdependency makes it much harder to switch suppliers in the face of a political revolution, seven-on-the-Richter-Scale earthquake, or sudden tariff hike, even if your predictive analytics algorithm is recommending and providing the blueprint for a change. That digital twin will certainly help the partner ecosystem synthesize a voluminous amount of data into actionable direction on how to maintain and enhance physical assets, systems, and processes, but it won’t help you iron out disagreements between each partner over how to implement changes.

As the degree of mutual dependence increases in manufacturing partnerships, the less effective advanced digital technologies will be in enhancing collaboration without good old-fashioned “soft skills,” particularly those set forth in The ASAP Handbook of Alliance Management. After all, conflict management, issues identification, and risk mitigation are integral parts of managing an alliance. Andrew Eibling, CSAP, vice president of business development and alliance management at Enable Injections, Inc., said it takes more backroom interaction to maintain a healthy relationship once you make the leap from run-of-the-mill supplier to strategic ally—or “Vegas-rules discussions,” as he framed it, where “you can have conversations with somebody about the partnership, but what we talk about stays here.”

In other words, supply chain collaboration has in many cases risen to a level of sophistication that requires more than just state-of-the-art software to drive industry-changing outcomes.

Be sure to check out the forthcoming editions of Strategic Alliance Monthly and Strategic Alliance Quarterly in Q4, which will feature deeper explorations of the evolving relationship between alliance managers and the sourcing and procurement functions as the latter more and more often find themselves managing their supplier relationships like alliances.  

Tags:  alliance managers  alliances  Andrew Eibling  artificial intelligence (AI)  Enable Injections  manufacturing partners  partner  predictive analytics  Russ Buchanan  sourcing and procurement  Strategic Alliance Monthly  Strategic Alliance Quarterly  supplier relationships  World Economic Forum  Xerox 

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