Abstract

As supply chains become more inter-connected and unpredictable, the reliability of suppliers and the management of relationships are key drivers of performance and resilience for U.S. supply chains. Supplier reliability refers to a supplier's ability to deliver the right amount at the right level of quality in a timely manner, and it clearly affects the on-time rate, order fulfillment rate, inventory turnover, and cost performance. Relationship management depends on aspects like trust, collaboration, long-term engagements, contractual frameworks, and real-time or near-real-time information sharing that as a collective improve the supply chain's capacity to proactively mitigate supply disruptions, adjust processes, and collaboratively innovate. This paper addresses how supplier reliability and relationship management affect U.S. supply chains examining supplier and first-tier supplier performance across key sectors — automotive (e.g., Ford Motor Co.), pharmaceutical (e.g. Pfizer and Johnson and Johnson), electronics (e.g., Apple), retail (e.g., Walmart), and healthcare. Utilizing U.S. specific data (U.S. Bureau of Labor Statistics, U.S. Department of Commerce; states the data sources) and related studies conducted by the MIT Center for Transportation & Logistics we examine reliability and relationship development practices to demonstrate unique and hybridized effects for both supplier reliability and relational management practices - (e.g., on-time delivery rates or defect rates; trust index, joint planning) - that all revealed owner-operator level efficiency, flexibility to respond, risk-balanced engagement and ultimately competitive advantage. Case examples using best practices in reliability management experienced measurable improvements in resilience and performance (e.g., Ford Motor Co. supplier performance scorecards/dashboards for supply chain visibility; Pfizer CDMO alliances during COVID-19; joint investment Apple and Foxconn co-innovation; Walmart P&G collaborative replenishment investment program for on-time, in-full deliveries). As the following paper also discusses implications related to strategy including the use of KPI(s) and architecture for supply chain partners; on the policy implications, we encourage the President to federalize funding for Small Business Administration initiatives to create $100,000 grants to incentivize supplier development   programs, and finally to incentivize digital platforms for transparency across multi-tier supply chains. Recommendations include: mutual trust initiatives, dynamic contracts for networks, analytics, and automated analytics; Lastly, we strongly encourage U.S. firms to build long-term relationships and engagement strategies in sustaining competitive advantage.