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Ready access to relevant and useful information

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Ready access to relevant and useful information

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Aspiration or vision to work toward in future

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Acceptable unit price

Contract quantities

Required delivery lead time

Improved supplier quality

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Not all objectives are equally important

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Not all objectives are equally important

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Need to prioritize

Serves as basis for concession strategy

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Analyze Each Party’s Strengths and Weaknesses

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Analyze Each Party’s Strengths and Weaknesses

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Understand through research and experience

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Understand through research and experience

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Personality

Negotiation style

History of the other party

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Assess relative strengths and weaknesses

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Assess relative strengths and weaknesses

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Each negotiation experience is unique

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Other buyers or organizations with experience with supplier

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Other buyers or organizations with experience with supplier

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Trade journals, other business publications, and Internet websites

Trade association and government data

Annual reports

Financial evaluations and databases

Direct inquiry with supplier

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Issues critical to supplier may not be issues critical to buyer, and vice versa

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Issues critical to supplier may not be issues critical to buyer, and vice versa

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Each party should not expect to prevail in all issues

Setting priorities for concessions and
issue tradeoffs

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Reality or truth that parties can state and successfully verify

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Items or topics to be resolved

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Minimum acceptable position (BATNA)

Maximum, or ideal, position

Most likely outcome

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Overlapping positions create bargaining or settlement zone

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Overlapping positions create bargaining or settlement zone

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Major concession that promotes reciprocation on another issue

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Major concession that promotes reciprocation on another issue

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Develop the Negotiation Strategy and Accompanying Tactics

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Develop the Negotiation Strategy and Accompanying Tactics

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Overall approach used to reach mutually beneficial agreement

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Art or skill of employing available

Supporting action plan and activities

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One who has an interest in or will be affected by negotiation outcome(s)

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Need to be aware of, and in agreement with, desired objectives

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Need to be aware of, and in agreement with, desired objectives

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Includes major issues and initial positions for those issues

Prevent unwanted surprises

Develop stakeholder buy-in and support

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Applies to complex and formal negotiations

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Applies to complex and formal negotiations

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Large dollar amount

Long span of time

Crucial to success of organization

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Helps raise awareness of unanticipated questions and issues

Role play other party to develop empathy

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A process of formal communication, either facetoface or via electronic means

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Involves management of time, information, and power

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Involves management of time, information, and power

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Relationship between people, not just organizations

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Relationship between people, not just organizations

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Negotiation skills can be learned and enhanced

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Negotiation skills can be learned and enhanced

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Supports implementation of supply management strategies and plans

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Supports implementation of supply management strategies and plans

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That point where it is advantageous to walk away from the negotiation

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+Negotiator’s opening offer

+Stated demand at the negotiation table

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Unspoken motivation or reason that underlies any given position

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Negotiated outcome that negotiator must achieve.

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+Negotiated outcome that a negotiator would like to have.

+May often be exchanged as a concession.

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Determine and formalize specific goals and objectives.

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+Attempt to discern the other party’s likely needs and wants.

+Beware of expecting the other party to think in the same way as you do.

+Ask probing, open-ended questions to confirm or counter assumptions.

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Step 3: Propose Action in a Way that They Can Accept

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Step 3: Propose Action in a Way that They Can Accept

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+Frame your own needs in terms of other party’s needs

+Make it easy for the other party to say “Yes”

+Remain fair, flexible, and reasonable

+Address their needs first

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Step 1: Identify or Anticipate the Sourcing Requirement

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Step 1: Identify or Anticipate the Sourcing Requirement

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Purchase requisitions

Inventory counts

Reorder point systems

New product development

New facilities

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Step 2: Determine If Negotiation or Competitive Bidding Is Required

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Step 2: Determine If Negotiation or Competitive Bidding Is Required

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Bid process, non-price issues, technical requirements, plant and equipment, partnership, value-added activities

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Presentation of facts, data, and
persuasive arguments

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Presentation of facts, data, and
persuasive arguments

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Need for selective disclosure

Can be manipulated by withholding
information or by providing false
information

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Individuals respond and behave accordingly when valued rewards are available

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Individuals respond and behave accordingly when valued rewards are available

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When negociate, parties should consider:

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When negociate, parties should consider:

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Taking away or withholding something of value to other party

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Taking away or withholding something of value to other party

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Financially, physically, or mentally

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Have damaging effects on longterm relationships

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Have damaging effects on longterm relationships

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 Purchase involves utilization of capital intensive plant + equipmen

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 Purchase involves utilization of capital intensive plant + equipmen

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Agreement involves special or collaborative relationship

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Agreement involves special or collaborative relationship

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Supplier will perform important value added activities, requiring …

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Supplier will perform important value added activities, requiring …

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Appropriate compensation

Performance standards

Performance metrics

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The higher the job position or title, the
greater the power inferred

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May be separate from reward power or coercive power

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May be separate from reward power or coercive power

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Buyer has legitimate power due to his/her ability to award contract

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Buyer has legitimate power due to his/her ability to award contract