First of all, the influence power of certain stakeholders depends on the size of the organization. In small companies and entrepreneurial start-ups, the founder(s) bring in the most important input for shaping the relationship with the contractors. In larger organizations, the diversity of the stakeholders is increasing and their individual influence power decreases. In both big and small organizations, the stakeholder input from department managers can help or interfere with the contracting process. XXXXXXXX XXXXXXXXXXX is XXX most XXXXXXXXX XXXXX stakeholders XXX bring in front of the department managers. For XXXXXXX, an important XXXXXXXX just XXXXX out XXXX XXX XX XXX company’s XXXX suppliers XXX big ethical XXXXXX. By informing XXX XXXXXXXXXXX department XXXX XXXX XXXXXXX, the XXXXXXXX blocks or puts an extra pressure on that indirect supplier, forcing it XX XXXXXXX XXX business or XXXXXX it lose business. XXX same mechanism XXX XXXX XXXX a positive XXXXXX. XXX example, an XXXXXXXX XXXXX out that XXX XX XXX XXXXXXXXXXX provides a XXXXXX XXXXXXX XX a XXXXXXXXXX. By sharing XXXX XXXXXXXXXXX with the XXXXXXXXXXXX, XXX XXXXXXXXXXX department XXXXX XXXX XXXXXX the same XXXXXXXX XXXXXXX the XXXXXXXXXX receives.With XXXXXX or no XXXXXXXXXXX XXXXX whatsoever, the contractors will XXXXXXX poor or XXXXXXXXXXXX XXXX the needs of XXX organization or department (XXXXXX &XXX; Farrington, XXXX). As a XXXXXXXXXXX, the organizations XX a XXXXX or the department XXXXXXXX XXXXXX create a XXXXXXXXX that collects XXX XXXXXXXX XXXXXXXX from XXX XXXXXXXXXXXX XXX uses XXX feedback XX XXXXXXX XXX XXXXXXXXXXXX with the XXXXXXXXXXX.XX a better XXXXXXXXX XXXXXXXXXX XX XXXXXXXXXX (and XXX XXXX then), XXX organization can XXXX a XXXXXXX XXX XXXXXXXX. A request for proposal XX recommended when XXX potential partnership has a XXXX XXXXX XX XXXXXXXXXX XXX a great need for creative XXXXXXXXX (XXXX, XXXXXX). By sending a XXXXXXX XXX proposal XXXXXX a XXXXXXXXXX presents an offer, XXX XXXXXXXXXXXX will be XXX XXXX ahead in XXXXXXXXXXXXX XXX market, the XXXXXXXXXXXXX XXX the XXXXX XXXXXXXX. XXXX, a XXXXXXX XXX XXXXXXXX XXXX XXXX the XXXXXX XXXXXXXXXX XXX XXXXXXXXXXX XX XXXX up with new solutions or XXXXXXX for the customer’s XXXXX. The initial XXXXXXX XX the organization XXXXXXXXXX XXX XXXXX XXX XXXXXXXXXXX, XXXXXXXX XXXX XXX XXXXXXXXXXXX and XXX expertise of XXX potential contractor, XXX XXXX to a better deal XXX both sides. XXXX XXXX, XX XXXXXXX XXXXXXXX for proposals to XXXX XXXX XXX contractor, the organization will gain extra negotiation power XXX XXX chance to XXXXXXX XXX XXXXXXXX XXXXXXXXXXXXX ahead.Any XXX deal should meet the provisions XXXXXXXXX in XXX XXXXXXX XXXXXXXXXX XXXX (XXX). Besides the common law, the XXX guides the XXXXXXXX in perfecting a XXXXX XXX XXXXXXXXXX deal. XX XXX case XX a legal conflict, a XXXXXXXX XXXX complies XXXX UCC will be mediated faster. XXXX XXXXXXX XXX XXXXXXXXX, a contract that complies XXXX the UCC XXXX make XXX terms XXX XXXXXXXXXX clearer for XXXX business XXXXXXXX. XX XXX UCC, XXXXXXX 3- “XXXXXXXXXX Instruments”, describes XXX provisions for the basic XXXXXXXXXXX XXXXX. The XXXXX part XXXXXXXXX the payment XXXXX, XXXXXXX locations, interests, payment XXXXXXX XXX other XXXXXXX instruments. XXX XXXXXX part describes the negotiations XX a process XXX where a XXXXXXXXXXX is XXXXXXXXXX. The third XXXXXXX describes the enforcement XXXXXXXXXXX; how can organizations force XXXXX XXXXXXXXXXX XX keep the promises they made XXXXXX XXXXXXXXXXXX?. The last XXXXX parts cover XXX XXXXX liabilities XXXXXXXX in negotiations XXX XXX dishonor and discharge conditions.
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Lysons, X., &XXX; Farrington, X. (XXXX). XXXXXXXXXXX and Supply XXXXX Management. XXXXX Saddle XXXXX, XX: Pearson Higher Education.
XXXX, S, XXXXXX C,XXXX's the XXXXXXXXXX Between XXX XXX XXX RFI?, retrieved from XXXXXXXXXXXX.com/XXXXXXXX/XXXXXXXXXXX-terms/
Uniform Commercial Code, XXXXXXX 3, XXXXXXXXX XXXX law.cornell.XXX/XXX
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