The Strategic Partnering Handbook 4th Edition (2005)

Handbook cover Written by Tony Lendrum
Published by McGraw-Hill

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The Strategic Partnering Handbook, now in its 4th edition grew out of Tony's experiences in Australia and overseas and presents a proven partnering and alliance process that is both flexible and reproducible. It provides the framework that looks at the who, how, when, where and why of developing and sustaining long term strategic partnerships and alliances between selected customers and suppliers, be they manufacturing or service based, operating in the public or private sectors.

The book discusses in detail the corporate culture, strategy, structure, process and people behind successful customer / supplier partnerships together with a wide range of supporting case studies. The Handbook is used by small, medium and large organizations as a model and guide for implementing their long term strategic plans. In particular, the book analyses the critical role of the Partnering / Alliance Manager who, along with the supporting team, is responsible and accountable for the overall well-being of the relationship.

The Strategic Partnering Handbook provides the experienced professional as well as the initiate with the concepts and tools to take partnerships and alliances to the next levels and beyond.

Three case studies are looked at in detail

  • Alcoa and Honeywell - " A global alliance from humble beginnings "
  • Transfield and Worley - "A tale of two companies "
  • Sydney Water Corporation - "A strategic triple line approach to relationship Management"


Part A - The Environment

  • Chapter 1 - Introduction to strategic partnerships
  • Chapter 2 - Organizational structure
  • Chapter 3 - Partnerships, competitive advantage and the fit with strategy
  • Chapter 4 - Corporate culture

Part B - The Process

  • Chapter 5 - Introduction - motivators, steps and outcomes
  • Chapter 6 - The twelve steps
    1. Selecting a partner
    2. Reviewing internal relationships
    3. Reviewing process with partner and sharing information
    4. Requirements analysis (present and future)
    5. Meeting requirements In Full On Time to A1 specification
    6. Selecting & reviewing partnering/alliance team members
    7. Site visits (customer and suppliers)
    8. Skills requirements
    9. Reviewing supplier relationships upsteam
    10. Technology requirements (present and future)
    11. Reviewing inter and intra partner networks
    12. Strategy / action plan
  • Chapter 7 - Linking measurement, performance, risk/benefit and remuneration.

Part C - The Partnering and Alliance Manager

  • Chapter 8 - Managing change and complexity in partnerships
  • Chapter 9 - Strategic Partnering and Alliance Managers