Antes de ponerse en contacto con sus proveedores y vendedores, asegúrese de tener una idea clara de lo que necesita de ellos y lo que espera que entreguen. Esto incluye la cantidad, calidad, precio y tiempo de entrega de los productos o servicios que está solicitando, así como cualquier requisito o preferencia especial que tenga. Tener un contrato o acuerdo por escrito que describa estos detalles puede ayudarlo a evitar confusiones y disputas más adelante. También debe revisar su contrato o acuerdo regularmente y actualizarlo si hay algún cambio en sus necesidades o expectativas.
In my experience, contracts are good but yes, what are you contracting and for how long? What are you’re best selling items? Do you have the right data? No you don’t until you actually open your business. Start with short o term contracts and the get longer ones if allowed. Work with them as you’re wanting them to work with you.
Understanding your needs and expectations before reaching out to suppliers is essential for a productive relationship. Define the exact quantity, quality, price, and delivery timeline for the products or services, along with any special requirements or preferences you may have. Putting these specifics into a written contract or agreement provides a clear foundation and helps prevent misunderstandings or disputes down the line. Regularly reviewing and updating this agreement as your needs change ensures both you and your suppliers are always on the same page.
Cuando se comunique con sus proveedores y vendedores, ya sea por teléfono, correo electrónico o en persona, siempre sea respetuoso y cortés. Recuerde que son sus socios comerciales, no sus subordinados o enemigos. Trátelos con profesionalismo y amabilidad, y reconozca sus esfuerzos y contribuciones. Evite usar lenguaje duro o grosero, hacer demandas irrazonables o culparlos por cosas que no son su culpa. En su lugar, use comentarios positivos y constructivos, exprese aprecio y gratitud, y muestre empatía y comprensión.
Au même titre que pour élever un enfant, il faut tout un village. Pour faire tourner un restaurant, il faut tout un écosystème ! Respecter ses fournisseurs et prestataires, c'est protéger son écosystème.
Respectful and courteous communication goes a long way with suppliers and vendors. Treat them as valued business partners—show professionalism, kindness, and acknowledge the effort they put into meeting your needs. Avoid harsh language or unreasonable demands, and don’t place blame for things outside their control. Instead, give constructive feedback, express appreciation, and show empathy when challenges arise. This approach fosters trust and collaboration, creating a more productive and pleasant working relationship for everyone involved.
Maya Angelou’s quote for this is the best example. “It’s not what you say, it’s now what you do, it’s how you make people feel. “ if that can be a life statement for everyone than things would be easy. Building relationships with people is the best way to resolve things,especially with the one’s you think you have the most trouble with. You can’t succeed if you don’t know that the people your dealing with, truly understand you.
Una de las claves para una comunicación efectiva con sus proveedores y vendedores es comunicarse de manera clara y frecuente. Esto significa usar un lenguaje simple y directo, evitar la jerga y la ambigüedad, y confirmar que se han entendido correctamente. También significa mantenerlos informados de cualquier cambio o problema que pueda afectar sus pedidos o entregas, como actualizaciones del menú, niveles de inventario, comentarios de los clientes o emergencias. También debe hacer un seguimiento con ellos regularmente para verificar el estado de sus pedidos o entregas, y para proporcionar comentarios sobre su rendimiento.
In my experience, it’s always best to be transparent. Let them know if they sent you something extra or if they shorted you. It works both ways. Look out for them so that they can look about for you. Mistakes happen from both sides, how can you make it easy for them. It works both ways in a relationship.
Clear and frequent communication is essential for maintaining a smooth partnership with suppliers and vendors. Use simple, direct language to avoid misunderstandings, and make sure both sides are on the same page. Keep suppliers informed about any changes that might affect orders—like menu updates, shifts in inventory, customer feedback, or unexpected issues. Regular follow-ups to check on orders and give feedback show that you’re engaged and supportive, helping them meet your expectations and build a stronger, more reliable relationship with you.
Otra práctica recomendada para comunicarse con sus proveedores y vendedores es ser flexible y cooperativo. Esto significa estar dispuesto a adaptarse a las circunstancias cambiantes, negociar términos justos y realistas, y comprometerse cuando sea necesario. También significa ser solidario y útil, ofrecer asistencia o asesoramiento cuando enfrentan desafíos o dificultades, y reconocer sus logros o mejoras. Al ser flexible y cooperativo, puede fomentar una relación colaborativa y mutuamente beneficiosa con sus proveedores y vendedores, y crear una situación de ganar-ganar para ambas partes.
One of the best things we implemented in working with suppliers was trusted nighttime deliveries. We started designing new restaurants so that the supplier could come at night, open the door with a one-time code, enter, and directly at the entrance, separate the delivery into the dry interim storage and the refrigerator. This saved an enormous amount of resources and made life easier for the team.
In my experience over 40 years, I’ve seen a lot. Build a relationship that is long lasting. No one is bigger than the other and one will be bigger than the other at one point. Be open nd honest about what your business is doing and how it is doing. Don’t take or give just be transparent.
Flexibility and cooperation are crucial for building a strong relationship with suppliers and vendors. Be open to adapting when circumstances change, negotiate fair terms, and be willing to compromise when necessary. Show support if they face challenges, offering help or advice where you can, and acknowledge their hard work and improvements. This cooperative attitude creates a collaborative, mutually beneficial partnership where both sides feel valued, helping you work together smoothly and achieve shared success.
A pesar de sus mejores esfuerzos, puede encontrar algunos problemas o problemas con sus proveedores y vendedores de vez en cuando. Estos podrían estar relacionados con retrasos en la entrega, defectos del producto, quejas de calidad, disputas de pago o incumplimientos de contratos. Cuando esto sucede, debe resolver los problemas de manera rápida y profesional, sin dejar que escalen o dañen su relación. Esto significa abordar los problemas de manera directa y respetuosa, escuchar su versión de la historia, presentar sus hechos y pruebas, y buscar una solución justa y satisfactoria. También debe documentar los problemas y la resolución, y hacer un seguimiento para garantizar que la solución se implemente y sea efectiva.
When issues arise with suppliers or vendors—like delivery delays, quality concerns, or payment disputes—address them promptly and professionally. Tackle problems head-on with respect, listen to their perspective, and present your facts to work toward a fair solution. Documenting the issue and its resolution helps maintain clarity and accountability, and following up ensures the fix is effective. Resolving issues with this approach protects your relationship and fosters a sense of trust and reliability on both sides.
El objetivo final de comunicarse con sus proveedores y vendedores es generar confianza y lealtad, lo que puede conducir a asociaciones exitosas y a largo plazo. La confianza y la lealtad se basan en la honestidad, la integridad, la fiabilidad y la coherencia. Esto significa ser veraz y transparente con sus proveedores y vendedores, honrar sus compromisos y obligaciones, cumplir sus promesas y expectativas, y mantener un alto y consistente estándar de calidad y servicio. También debe mostrar interés y cuidado por sus proveedores y vendedores, aprender sobre sus objetivos y desafíos, y celebrar sus éxitos e hitos.
Building trust and loyalty with suppliers and vendors is the foundation for long-term partnerships. Honesty, integrity, and reliability are key: be transparent, honor commitments, and consistently deliver on your promises. Show genuine interest in their goals and challenges, and celebrate their successes and milestones, which strengthens your connection. By maintaining high standards and showing you value the relationship, you foster trust and loyalty that make your partnerships stronger and more resilient.
In my experience, vendors and suppliers are best treated as partners. Their goals largely align with mine, growing their business. Through times like we faces the last few years those partnerships proved invaluable for me. My suppliers were coming to me with ideas to fill gaps in supply because I’d always engaged them when I was looking to develop new menus. I’ve also had vendors share best practices they’ve seen around the market, helping me be more effective as a leader. These partnerships have helped my career, grown the businesses I’ve worked for, and supported the vendors and suppliers I’ve worked with.