Survey questionnaire for attributes and success

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Appendix B. Survey Questionnaire for Attributes and Success Factors in Strategic Partnership Table 9.2: Questionnaire for attributes in partnership assessment SUPPLIER: PRODUCT: APPRAISER(s): DATE: Section 1. Commitment RESPONSES 1 3 5 (Best Practice) 1 2 3 4 5 Q1. At what level is the supplier s willingness to make an effort on behalf of the relationship, and believe that the relationship is worth working on? The supplier cannot / won t manage to act in the framework of partnership, because of the opportunistic attitude, not believe in worthiness of partnering, The supplier s prime attitude is toward individual goals. Supplier sees the mutual benefits as its secondary target. Both VPT and supplier can achieve their individual and joint goals without raising the specter of opportunistic behavior. 1 2 3 4 5 Q2 . Does the supplier s management have a favourable partnership attitude? The top management of the supplier will unlikely support and empower the partnership program. Supplier s management has a favorable attitude on partnership program and will most likely support it. The supplier s top management has a great attitude toward creating, following and empowering the partnership program. Section 2. Trust RESPONSES 1 3 5 (Best Practice) 1 2 3 4 5 Q1 . In the case of partner scarcity, is the supplier trustful to make partnership? It is unlikely possible to make a partnering based on a long-run trustful relationship. The supplier is most likely trustful to help VPT maintaining its marketing position. The supplier is quite trustful to assist VPT keeping and improving its competitive advantages for a long-term partnership. 1 2 3 4 5 Q2 . Will the supplier hold up its end of the partnership? The supplier unlikely organizes its scarce skilled managerial and technical resources for the partnership program. The supplier most likely specifies its scarce resources for partnering from different levels of organization. The supplier organization and management attitude support the partnership program at the personal, organizational, and inter- organizational levels. Section 3. Openness RESPONSES 1 3 5 (Best Practice) 1 2 3 4 5 Q1 . Is the strategic information will be shared between two parties (VPT and supplier)? Strategic information sharing is unlikely achievable between VPT and the supplier at diverse levels. Strategic information sharing is achievable just in some lower levels of both parties (functional, business), not at the top levels (corporate). By frequent interaction between VPT and supplier at all levels and functions, the strategic information will be shared toward preventing problems, not problem-driven actions. 1 2 3 4 5 Q2 . Is the operational information will be shared between two parties (VPT and supplier)? Operational information sharing is unlikely achievable between VPT and supplier at required organizational levels.
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