@JoanRobbins,PMP "When performance is measured, performance improves," said Thomas S. Monson, and if all collaborative efforts have failed, enforcing accountability becomes essential. Start by revisiting the contract terms to identify leverage points, such as penalty clauses or service-level agreements. In my experience, issuing a formal performance notice detailing deficiencies and deadlines for resolution can often prompt action. If results still falter, consider escalating by renegotiating terms, seeking alternative vendors, or involving a mediator. A common mistake is delaying decisive action out of hope for improvement; instead, prioritize your project’s success by setting firm expectations and acting to secure reliable outcomes.

Power dynamics is based on, if this is a buyers'/sellers' market. It is in the 'Porters Five Force' theory. The market dynamics of the five forces are. 1. Bargaining power of suppliers 2. Bargaining power of buyers 3. Threat of new entry 4. Threat of substitute product/service 5. Industry Competition. First position supplier and treat them based on position. Ex: If the supplier's bargaining power is high, (global lead suppliers) we may need to accommodate as relational outcome is more important than substantial outcome, and should try substituting the supplier or materials. When buyers bargaining power is high, look for competitiveness in suppliers since many suppliers are eager to work with the buyer because of its high volume and so on.

We should do as below : - Establishing clear expectations, Keep communication transparent, Try promoting collaborative mindset, Negotiation and contracting should be as win-win, Respecting vendor expertise than emphasizing own, Fairly performance review, Resolving conflicts proactively, Keeping long-term relationship, Respecting each other and being professional.

"Power dynamics, if not managed well, can erode trust and hinder collaboration." Balancing these dynamics with vendors involves fostering mutual respect and clear, equitable expectations. In my experience, framing the relationship as a partnership rather than a hierarchy encourages open communication and shared problem-solving. Start by acknowledging the vendor’s expertise and inviting their input on key decisions. Regularly review agreements together to ensure that both sides feel valued and fairly treated. A common mistake is leveraging authority to pressure vendors; instead, aim for transparency and respect, which cultivates a productive, long-term relationship beneficial for both parties.

I have been managing vendor resources for years, and I believe it's essential to treat them as colleagues, much like our own employees, to build trust based on behavior and relationships. Knowledge can be developed gradually through training or by carefully selecting resources through good interviews. It’s crucial to monitor their progress consistently, address any issues or blockers, and prioritize risks if any challenges arise. We should provide opportunities for them to learn and grow, helping them achieve better results. Today, some of our vendor resources have become pillars of our projects. Sharing business, technical, and data flow knowledge openly is also vital.

Balancing power dynamics with vendors requires a commitment to open communication, mutual respect, clear agreements, flexibility, performance monitoring, effective conflict resolution, shared goals, and recognition. By fostering these elements, organizations can create productive, collaborative, and enduring partnerships with their vendors. From my perspective, achieving balancing involves several key strategies :- 1 Open communication 2 Mutual Trust 3 Clear Contract & Agreements 4 Flexibility & Adaptability 5 Performance Metrics & Feedback 6 conflict Resolution 7 Incentive & Recognition and Others.

Information sharing with vendors should be in transparent manner so that there is no space for miscommunication.If we support each other in up downs of business them relationship will be trustworthy and long-lasting

Balancing dynamics with vendors is crucial as part of a sourcing strategy. Here are some key pointers to follow: 1. Establish clear, mutual agreements with vendors, ensuring they understand the company’s expectations. 2. Maintain transparent communication about deliverables. 3. Build long-term relationships, which can lead to better pricing and more effective end-to-end engagements. In short, it’s always a mutual effort if you want your company to grow with the support of reliable vendors. Respect and transparency are critical to balancing power dynamics effectively

-One thing I have found over 40 years is strong communication and collaboration, builds “Trust”. This is essential to any partnership. -The other area is how can you leverage multiple partners to bring more value to the client. If done well, creates long term client engagements.

To build a balanced, productive vendor relationship, establish clear objectives with SLAs and KPIs, alongside structured communication. Foster collaboration through joint planning, regular reviews, and aligned incentives while managing risks with assessments, contingency plans, and audits. Encourage transparency and proactive conflict resolution via structured reporting and escalation processes. Use governance models with committees and scorecards for oversight, segment vendors by importance, and invest in trust-building for cultural alignment. Leverage digital tools like SRM systems to centralize management, ensuring both parties benefit from a balanced, trust-based partnership.