A company fears that it will be overcome in the marketplace by a competitor who is developing a new technology. In response, the company forms an alliance with a supply chain partner. They invest equally in creating the alliance infrastructure, revise their corporate visions and organizational structure, and create processes to share information and merge workflows. This alliance may fail because it lacks:

You receive a memo from the vice president of procurement responding to your query. he writes: “it will be very important to maintain product continuity. we have a large base of devoted customers. we want to make sure that the quality and key characteristics of island knight stay the same through this transition. talk to frank, our consulting professional perfumer, for more information about the cologne. seasonal variations in costs are the single most significant factor in our deciding to go with another supplier, so finding a way to limit that should be the top priority. the overall marginal costs and shipping costs are probably somewhat less significant. you may want to talk to cindy, the product manager for island knight, regarding pricing information about the product.” what is the best action to take next?