27
Warning Your Supervisor of a Potential Vendor or Supplier Problem

STRATEGY

If you learn that a vendor your company relies on may be about to run into trouble either with their own operation or in servicing your company, you need to alert your superiors. However, you'll first need to take certain things into consideration. What's the likelihood that vendor service will be interrupted and how long will it take for that to happen? What are the alternative sources for the goods or services, and what are their relative strengths and weaknesses? Does the problem have to do with the workings of your own company or its relationship with the vendor? The reason for all this preliminary thought is that you want to provide some advice on a potential course of action. However, remember that the problems you foresee may not arise. If your company goes through a costly or time‐consuming shift that wasn't necessary, you'll be blamed just as if you hadn't noticed the problem at all.

TACTICS

  • Attitude: You've noticed something that may be harmful, but because you've noticed it early the company has the opportunity to proceed with caution. That means not rushing to judgment or to act, although the more people you make aware of the problem the better.
  • Preparation: Thoroughly analyze the problem and the potential solutions, coming up with a list of alternative responses, both now and in the future. Choose one response since you may be asked for a specific recommendation.
    Flow diagram depicting a course of action for 27. Warning Your Supervisor of a Potential Vendor or Supplier Problem with an opening statement, situations, and responses.
    Flow diagram depicting a course of action for 27. Warning Your Supervisor of a Potential Vendor or Supplier Problem with situations and responses.
  • Timing: Time may not be of the essence, but the longer you delay the less of an advantage your foresight will seem. Present the problem as soon as you've gathered all your facts and have formulated your own opinions. Don't schedule an emergency meeting or interrupt regular business—just ask for the next available time slot.
  • Behavior: While this isn't good news, the fact that you saw the potential for it happening before it did gives your company a competitive advantage. Don't gloat, but don't shy away from credit. Try to walk the middle ground between alternatives unless the evidence clearly points to one solution, or unless you're forced to choose.

ADAPTATIONS

This script can be modified to:

  • Warn a supervisor about a potential personnel problem.

KEY POINTS

  • Be prepared to present alternative responses to the problem.
  • Recognize that time is an ally that shouldn't be ignored or relied on.
  • Don't discount the possibility that the problem won't arise.
  • Emphasize the advantage of taking the time to make the right choice…placing an even greater value on the time you've provided the company.