Discuss what the following statement means: ‘It can take years for a buyer/seller partnership to begin delivering results.’ 2. Discuss the advantages of having point-to-point contact (Exhibit 1) between functional groups at different companies. Are there any disadvantages to this approach? 3. What role does trust play in the relationship between Whirlpool Corporation and Inland Steel? Provide examples from the case that illustrate trust within this relationship. 4. Why is it important to have a strategic fit between the companies involved in a buyer/seller alliance or partnership? 5. When formulating its purchasing strategy, what other strategy alternatives besides an alliance with another company could Whirlpool Corporation have pursued? 6. How can the companies involved in a buyer/seller partnership tell if the partnership is successful? What specific indicators can the companies use to measure progress and performance? 7. Under what conditions might the parties to the alliance discussed in this case dissolve or end the relationship? 8. How can firms minimize or manage the bumps, hurdles, or conflicts that often occur when firms join together in an alliance or partnership? 9. What is a supplier council? What role does a council have in supporting the strategic supplier alliance between Whirlpool Corporation and Inland Steel? 10. What might cause an alliance or partnership to end?

2. An advantage of point to point contact between functional group at different companies that they would be able to share informations faster and more directly. Any form of disagreement could be based on company reasons

3. Between Whirlpool and Inland partnership, inland steel shared it's market strategies with in 1984. the relationship by both companies got stronger in 1993. The trust process was gradual, as it grew so did confidence improve till they formed a closer alliance.

4 This strategic fit is beneficial because it improves efficiency in communication and other processes it is also produces desired results in the long run.

6. The existence of trust, free exchange of information and long term commitment.

7. Alliance can be ended based on lack of commitment from any of the parties, withholding information and lack of commitment.

8. This can be done through improved communication. When conflicts arise, the companies should come together and agree upon solutions agreed suggested by every member.

9. The supplier council is a council that facilitates meetings between customers and their suppliers. The officials at the top of the supply side and the customer side undertake this meeting to discuss common goals. A supplier council is needed for a long term strategic alliance.

10. The following might cause an alliance to end

- when one side is over investing and the other side is under investing.

- bad governance

- when there is no longer trust

- when both sides no longer share the same vision.