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Written by Mike Marks
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In this overview for an association of convenience store distributors, study author Michael Marks introduces the key findings from the ground breaking study Working at Cross Purposes: How Distributor and Manufacturers Can Manage Conflict Successfully. These include the concept that win/win is a myth and the importance of the local manufacturer's rep in the relationship.
Click here to view the full article from NACDA Essential Links.
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Excerpt: Traditionally, supply chain management has centered around logistics and buy/sell transactions. This is why technology is so prevalent in discussions between partners. But is this really the most critical link? Maybe instead of operations, distributors and manufacturers should focus on the sales efficiency and effectiveness of their supply chain.
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Written by Tim Horan
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Excerpt: If the local factory or supplier rep is more effective in the job, the distributor will sell more of the rep's product. Effectively managing the relationship is the quickest way to improving distributor productivity. The keys to understanding and improving effectiveness are: understanding the distribution business; recognizing that distributors and manufacturers often work at legitimate cross purposes; and being sensitive to those irritating "MBAs" that can make or break a relationship.
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[Originally Published in Power Equipment Trade Magazine]
The Integrated Distributors Network (IDN) was founded in 2004 with a vision of creating a seamless network of distributors to provide sales and service programs for the lawn and garden power equipment industry across North America. The member companies had already provided responsive local sales and service support. Working as a network, the IDN is well positioned to meet the demands of today's competitive sales and service environment.
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Written by Tim Horan
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It was late in the research stage and early in the understanding phase when Mike Marks, Mike Emerson, and I were discussing our findings. Two things were apparent; one, businesses in a supply chain worked at cross-purposes, even though they needed each other to succeed. Two, there was little evidence that the sugarcoated theory of “win-win” ever helped either party achieve any significant wins. The questions we tossed around the table that day were not concerned with the validity of the findings, it was whether or not senior managers would accept a frontal assault to their cherished beliefs. Win-win was part of the American business lexicon. If we all work together, we will all win, and shared prosperity would be the result, executives believed. Our research proved otherwise.
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Written by Anthony Capkun
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Electrical Business magazine reviews the highlights of IRCG's seminal partnership book.
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Channel Management 
