On April 10, 2019, the latest Brextension was formalised with the EU offering the UK a six-month Brexit delay, pushing the withdrawal date to Halloween. This six-month extension was a compromise solution which stopped the clock on a no-deal withdrawal occurring at the end of the first Brexit-extension in April 2019.
The UK agreed with the EU by extending Article 50 until October 31 2019 at the latest, whereby during the course of the extension, the UK will continue to hold full membership rights as well as its obligations. The EU has agreed that the extension can be terminated if the Withdrawal Agreement is ratified within the UK. If the Withdrawal Agreement is ratified by both parties before 31 October, the withdrawal will take place on the first day of the following month i.e. Brexit could occur on July 1st, August 1st, September 1st, October 1st or most likely October 31st (which incidentally is the only date on which a no deal exit could happen).
As the UK did not ratify the Withdrawal Agreement by the 22 May 2019, they were legally obliged to hold European Parliamentary Elections on May 24th.
Although Parliament has rejected leaving without a deal multiple times, no deal remains the legal default at the end of the extension period if a deal cannot be agreed. If the Withdrawal Agreement can be agreed, this offers a time-limited implementation period providing a bridge to the future relationship and common rules will remain in place i.e. businesses trade on the same terms as now until the end of 2020.
Your suppliers are your external manufacturing
department. They do what you don’t want to do; because it’s technologically
impractical, they are better than you, you are concentrating on other things,
or it could tie-up your resources.
FACT: You are trusting them with your future
Developing good connections with
suppliers—sometimes called Supplier Relationship Management—is
critical to business success.
Businesses are increasingly relying on suppliers to
help reduce costs, innovate, improve quality and reduce lead time. Good
relationships with suppliers can provide a competitive advantage.
First-rate supplier relations require continuous,
long-term effort. Not
all suppliers should be treated as special suppliers. Some
of the suppliers may not be suitable for developing relationships.
Evaluate all suppliers—Make
sure they are the best ones for your business and that their products meet your
needs. You want suppliers who are aligned with your strategy.
Integrate key suppliers into your business—Learn
how they operate, and make sure your systems work seamlessly with theirs in
areas such as invoicing and order fulfilment.
Collaborate on quality improvement, problem-solving
and product development—Work together to improve capabilities and adopt best
practices on both sides.
Measure performance continually—Have
structured ongoing discussions with your key suppliers about how to improve.
Ultimately, the idea is to work together as
partners so both sides prosper.
BE BRAVE – NOT ALL COMPANIES CAN DEVELOP AND MAINTAIN A SUPPLIER
Sometimes companies focus just on the short term
and only demand cost reductions from suppliers, rather than thinking
strategically. That doesn’t help in the long run.
Do’s and don’ts of supplier relationships
DO—Take a long-term approach to supplier
relationships. Commit to shared prosperity and mutual development. Help
suppliers boost their technical and problem-solving capabilities.
DO—Understand in detail how your key suppliers work.
See how they operate, and learn their culture to ensure mutual trust and strong
DO—Periodically evaluate the performance of key
suppliers with scorecards, and periodically scan the market for better and/or
more cost-effective alternatives. While you want to nurture strong
relationships with suppliers, you don’t want to become captive to them.
DON’T—Focus only on short-term goals, such
as cost-cutting. Don’t insist on unreasonable payment terms or pressure
suppliers to assume the cost and risk of holding the bulk of your inventory.
DON’T—Focus your efforts on all your
suppliers. Save your special collaboration for only a handful of key strategic
partners. Anything more is unsustainable.