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Bài đọc · ~153 từ
ANegotiating with suppliers requires a somewhat different approach than negotiating with clients, since the relationship is reversed: the buyer, rather than the seller, usually holds more leverage, particularly when ordering in large or recurring volumes.
BEven so, buyers who focus exclusively on squeezing the lowest possible price often damage a supplier relationship in ways that eventually cost more than the original savings, since a resentful supplier may quietly deprioritise their order during a busy period.
CExperienced procurement teams often negotiate on factors beyond price alone, such as delivery flexibility, payment terms, or priority during periods of high demand, finding these terms sometimes matter more to overall business performance than a small percentage reduction in cost.
DBuilding a longer-term relationship with a reliable supplier, rather than constantly switching providers purely to chase a marginally lower price, is increasingly recognised as the stronger long-term strategy, especially in industries where supply disruptions can be genuinely costly.