Managing stakeholders including suppliers

Those steps are:
- Stakeholder dialogue.
- Stakeholder relationships.
- Stakeholder processes and practices.

Many organisations have dedicated customer service programs. The problem with the majority of these programs is that they focus on consumers and ignore suppliers.

A recent article in the UK printed that UK retail industry leaders revealed that they believe the Supermarket Voluntary Code of Conduct is a "dead duck". They have called on the Office of Fair Trading to institute a revised code that includes tighter contractual obligations between suppliers and supermarkets, and not just verbal agreements. Sir Donald Curry, chairman of sustainable farming and food implementation group at the Department for Food and Rural Affairs (DEFRA), said: "More retailers and suppliers will need to sign up to it, if it is to work. The code in its current form is tarnished."

Not having enough information, I will do what the average man in the street will do based on reading this... Speculate. It seems to me that there is a serious breakdown between stakeholders here.

Not many companies actually have dedicated supplier relations programs in place. It is my opinion that in any relationship there is much more involved than profit, good terms, favourable kickbacks and appropriate deliveries.

A company's suppliers can be one of its strongest allies in promoting a brand and especially in an industry crisis. Many companies have started to send representatives to actually spend weeks at a supplier's factory, so as to improve relationships, enhance knowledge and shorten value chains.