Inspired in an excellent and also very creative article Avoid These 5 Supply Chain Tactics published by, I wanted to share from my own experience on those grenade tactics that damage your supplier relationship. These are tactics that when use in a manipulative manner, as a deceiving mechanism or false exaggeration may actually help to secure the sourcing of your material or service, but will defeat the purpose for a long term, cooperation spirited supplier to your Organization.

I have listed them in a way to show from quotes of classic movies. Bonus points if you want to play the Trivia to which movies they belong to. So now, let me “make him an offer he can’t refuse…”

Frankly, my dear, I don’t give a damn = Putting upfront “Cut to the chase, what is your bottom line price?”. Result, you leave out any potential for an engaged supplier by showing that when a better price comes, you’ll switch just as easily.

You’re gonna need a bigger boat = “The business you could have with us is really really big, your prices better be really good too… “. To establish unrealistic, or plain fake, high volume expectations to gain temporary leverage on price or terms.

And just like that… he’s gone… = You set false (and impossible to meet) deadlines to continue the process. The supplier is then pressed to agree to certain terms or conditions before they are ready.

You talkin´ to me’? = (insert here a sudden hostile reaction to an apparent minor negotiation roadblock). Intimidation tactic to cause a high degree of uncertainty if the supplier can actually meet certain business requirement. Be sure it will eventually come back to you with a 10x emotion factor.

Hasta la vista, baby… =  Bully tactic variation of the above. In the middle of group conversation, your Sr member gets up from the table and dismisses further negotiation signaling a deal breaker.

Just when I thought I was out, they pull me back in… = This can be seen from the supplier perspective when last minute concessions are put in the table and after you stated all agreements were set and ready to sign.

You can’t handle the truth! = Deliberately hiding or minimizing critical operational constraints knowingly that will impact the cost of doing business with you. Typical examples: time consuming logistics, complex delivery schedules, above and beyond service scope or high inventory retention to respond to unplanned orders.

It’s a trap !…  = You invite your counterpart for a routine negotiation meeting, just to receive her/him with a platoon of people they had no previous knowledge. They then overwhelm with tactical/operational questions forcing the supplier to commit to unforeseen conditions.

Why So Serious? = “Don’t get defensive”. One-liner to throw off balance the supplier and lead them focusing on emotions rather than in a strategic negotiation.

“Round up the usual suspects…” = To continually invite the same supplier (or group of) to quote projects, knowing the business will be awarded to another and use this only as a mean to give appearance of a competitive bid process .

Overall, as an internal resource or external consultor, your mission is to negotiate in the best interest of the Organization your work for. This would include to prevent that poor or unethical supplier relationship practices affect the deliverables you obtain from your supply base, and that are a key factor in creating value for your Customers.

If you found this article of interest, please “Like”, “Comment” or “Share” to help me reach companies or individuals where I contribute with my Professional Services. I’m available for consulting on Sourcing or Procurement Team Mentoring as well as Supplier Management. 

Visit Mr. Herrera’s blog by clicking here.

A habit is a pattern of behavior, and when something negative is repeated over and over again, it not only impacts your attitude and behavior, but your relationships and overall health, too. While people may think making and/or breaking a habit is a lengthy process, some research insists it can be done in 7 days or in 7 consecutive attempts. Now is the time to commit to yourself and leave behind these 8 bad habits in 2020:

Not standing up for yourself: You own you. If something doesn’t sit well with you, speak up. If you don’t like how someone else was treated, speak up. If you think someone misunderstood you, clarify it with them. Take action and stop waiting for others to do it. If you don’t stand up for yourself and the way you feel, who will?

Being late: As the expression goes, if you’re on time, you’re late. And actually being late will not only hurt your credibility, but hurt your relationships, too. When you stroll in late, even if it’s just a few minutes, you’re telling those in the room they don’t matter to you.

Not holding others accountable: You can’t do this unless you first hold yourself accountable to doing what you say you’re going to do. After you do that, translate it to your teammates or direct reports. If someone says they’re going to do something, and they don’t, hold them accountable. It’s a common trait amongst the most successful and productive teams.

Pushing everything to the next day: If you’re moving something to the next day…day after day, stop and think about why. Is it because you’re not giving yourself enough time to complete it? Is it simply too overwhelming of a project? Do you just not enjoy the work it entails?  Sometimes breaking it up into smaller tasks or thinking about the bigger impact this project will have on the company will help get you started and motivated to finish.

Not maximizing weeknights and weekends: Are you spending Sunday night worried about Monday morning – what’s known by everyone as the “Sunday Scaries”? The main cause of anxiety is not being prepared. To shift your mindset and enjoy your evenings and Sundays, set time aside on Friday before you end your workday to map out your week ahead.

Create a to-do list broken out by each day of the week and write out what you need to achieve each day. Include any meetings you have and whatever you need to do to prepare for it, or what you want to touch on during the meeting – and this includes one-on-one’s with your manager or staff. Look at what’s coming two weeks or one month in advance and create a backwards timeline of what you need done by when, and include those deadlines in your weekly agenda.

Take it a step further to look at what you achieved at the end of each workday and rearrange the next day, factoring in whatever you didn’t get to. This takes 10 minutes. By going into the night or weekends prepared for the day and week ahead, you will spend time enjoying the present rather than negatively worrying about the future.

Comparing yourself to others: There are two potential outcomes of comparing yourself to others – it drives and motivates some and causes depression and self-doubt for others. If it fuels you, use it. If it deters you, stop! If something good happens to someone else, be happy for them and realize that was not meant for you…but if you work hard and stick to being your authentic self, your moment and time will come to shine.

Assuming: This gets so many people in trouble and is the easiest way to turn nothing into something. In her infamous TED talk, Dr. Brene Brown talked about the story we tell ourselves. From one interaction, we make an assumption of what the other person we interact with is thinking about us…and we dwell on it for days – rather than just having a conversation with the person and telling them how you’re feeling. On the flip side, never assume someone understood you – have them clarify with you so you know you’re on the same page and can avoid wasted time.

Ruminating over something that went wrong: Can’t get over something bad that happened? Are you replaying it over and over again in your head? Is it distracting you at work or at home? While it’s easier said than done, for your mental health and well-being, you have to move on. Consider what is making you feel the way you do – write it down and read through the list. Is there anything that can be clarified or overcome with a conversation? Someone once said that when you have that feeling after something didn’t go the way you planned, it means growth and development. You have the emotional intelligence to feel that something wasn’t communicated or done correctly, and it negatively impacted someone or something. That is growth. Next is creating an action plan on how to address it and then move on. 

Bonus tip: Another bad habit is staying in a job that isn’t right for you. If you’re considering making a change in companies or careers, let us be a resource. Check out the open roles we’re recruiting for today.

We am pleased to announce the first offering for course for 2021. Taught by supply chain professionals for supply chain professionals with a 10% discount for Purchasing & Supply Chain Managers.

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About more than one year ago I wrote a blog on Supply Chain Modeling approaches and Characteristics to Consider explaining how you can use supply chain simulation and modeling in applications like network design and rough cut capacity models.

However, learning supply chain simulation and modeling can be a difficult task and takes time to Master. Today, new supply chain simulation and modeling tools can assess other situations systematically and determine the best positions for significant supply chain capabilities.

These supply chain simulation and modeling tools offer objective, fact-based options to creating effective choices about supply chain scenarios.

There are some supply chain simulation and modeling books available for learning, and it can become a little challenge when deciding on which supply chain simulation and modeling books come out the top and can without difficulty be referenced for other professionals to obtain.

In this blog, I am recommending 5 Books to Learn Supply Chain Simulation and Modeling. These 5 Books will offer some inspiration and educate you along the Supply Chain Simulation and Modeling Career Development journey. These are for both beginners as well as experienced professionals in the field looking to explore this obstacle!

1.   Modeling the Supply Chain (Duxbury Applied)

Professor Shapiro wrote this supply chain simulation and modeling book. It offers not only a wide-ranging overview of available supply chain models but also delivers them in a well-structured manner, accompanied with sound study and deliberations. Examples of supply chain optimized process obtainable within the text are outstanding and exceptional. This supply chain simulation and modeling book give an interdisciplinary method to Supply Chain Management that seamlessly epitomizes the goal of this comparatively innovative management discipline.

Supply chains do not run themselves, even if supply chain professional wish they did. With this book, you would be able to know, analyze, and simulate anything relating to analyzing supply chains. By making use of models to examine the supply chain, you would rapidly and efficiently find new techniques to maximize its performance. And for this reason, this book is overloaded with clear diagrams and real-world study tools that will aid you in becoming more efficient during difficult periods too.

2.   Simulation for Supply Chain Management

This supply chain simulation and modeling book offer a comprehensive insight into the simulation methods used in the learning of supply chain management and control. It starts by groping the categories of simulation models available. This includes continuous simulation, discrete-event systems, and simulation games. After which, this supply chain simulation and modeling book move on to the distribution stages of systems and models. This book finally settles with a detailed dialogue of various simulation products. Some simulation procedures and methods are also covered throughout this book. Numerous case studies are also encompassed within this book to highlight the critical role played by simulation in the policymaking process of top supply chain professionals working in this field.

3.   Supply Chain Modelling For Perishable Food Products

Food supply chains (FSCs) in the present-day global marketplace are facing a particular issue relating to correct order and time commitment. The problem is typically credited to the absence of harmonized decision-making process for ordered quantities. Furthermore, owing to the imperfect shelf life of fresh products, these verdicts become more complicated due to the added issues of Perishable Food Products. Suitable supplying and valuing policies to take full advantage of profits are also vastly sought after. In a nutshell, handling inventory levels to evade shortages and deterioration, while at the same time improving the service level is the main apprehension for professionals in the FSC field. This supply chain simulation and modeling book deliver a unified background for perishable FSCs while at the same time offering the optimum order quantity; providing tactic; and a suitable valuing policy for making the most of the total supply chain profit. This book also integrates a self-motivated pricing structure for perishables. Also, this book has made an effort to make available an operative decision-making tool for professionals within the chain to aid increase the overall performance of the chain.

4.   Modeling, Simulation, and Optimization of Supply Chains: A Continuous Approach

This book delivers an up-to-the-minute primer to the mathematical concept of SCN, with focus on supply chain networks explained through the use of Partial Differential Equations (PDEs). The authors of this supply chain simulation and modeling book profoundly provided in-depth analysis on modeling of multifaceted supply networks in addition to their mathematical theory. The author also provided analysis on exploring modeling, supply chain simulation, and optimization of most of the deliberated models. The up-to-the-minute primer details used in this book includes current logical and mathematical results on optimization difficulties. Real-life cases are also treated to validate the applicability of the present tactics. This supply chain simulation and modeling book are perfect for Graduate students and scholars who are attracted to the model of SCN defined by PDEs. This book can also be found useful in innovative graduate-level programs on modeling of physical phenomena, in addition to opening programs on supply chain theory.

5.   Supply Chain Simulation: A System Dynamics Approach for Improving Performance

This book permit readers to exercise and train on modeling and simulation of a multifaced supply chain. The chapters in this book are a mixture of both practical and theoretical concepts. This book covers the knowledge of simulation approaches and procedures, the conceptual framework of an archetypal supply chain, the fundamental notions of structure dynamics, and a set of practical questions with their similar answers. The issues set consist of diagrams and charts involving the simulation results of the Vensim® program. The samples used are a valued simulation tool that can be altered and stretched in accordance to user necessities.


The objective of going through at least one of this 5 Books to Learn Supply Chain Simulation and Modeling, is to meet the rising demands of supply chain simulation or comparable courses. You might be lucky to understand the concept, but you can also get better. With the listed books above, I am confident you would find one or two useful ideas that would serve you Supply Chain Simulation Career in the long run. So, get one and start progressing the ladder!!

You might also want to refer my other blogs for Best Books in Supply Chain Management, Logistics, Warehouse & Transportation and Procurement.