Beginning with 100 potential providers, RFIs went out to twelve and RFPs to six. When the selection was down to two finalists, the real collaboration began. Instead of relying on a written proposal, the decision-makers based their selection on a series of collaborative workshops. The selection criteria had been decided carefully and were communicated clearly. The process brought people at all levels together for dialogue and discussion – including a CEO-to-CEO meeting.
It all made sense, because what they wanted was not just another provider in a network where all the decisions had already been made. They wanted a Lead Logistics Partner who would take total accountability for their supply chain and who would be able to think with them through all the changes and challenges to come. As we’ve all learned the “right” solution is only right under current circumstances and must be re-evaluated and in some cases, redesigned on a continual basis.