Recent interest in alternative purchasing arrangements has centered on "supplier alliances," an approach used to establish broader roles in the buyer-supplier relationship. Prior research about strategic supplier alliances has focused on the appropriate environments for developing these relationships and the potential benefits of such a strategy. This article addresses a different issue: implementation difficulties caused by supplier discontent. Information about this issue has been generated from a survey covering a wide array of firms. Responding buyers were requested to nominate exemplary suppliers for a follow-up survey. Responses from matched pairs of buyers and suppliers subsequently were compared for differences in their perceptions of their alliance. The degree to which their views differed was evaluated against several key hypotheses. This research interprets and suggests the management implications of the results.
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