Login



For PLUS+ subscription assistance, contact customer service.

Not a PLUS+ Subscriber?

Become a PLUS+ Subscriber today and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access
  • 7 Magazine Issues per Year
  • Companion Digital Editions
  • Digital Edition Archives
  • Bonus Email Newsletters

Subscribe Today!

Premium access to exclusive online content, companion digital editions, magazine issues and email newsletters.

Subscribe Now.


Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

PLUS+ Customer Service Support


Customer service for all PLUS+ subscribers is available Mon-Fri, 9am-5pm Eastern time.

Email: scmr[email protected]
Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Mail: PO Box 1496, Framingham MA 01701-1496, USA



You have been logged out of PLUS+


For PLUS+ subscription assistance, contact customer service.

Need to access our premium PLUS+ Content?
Upgrade your subscription now.


Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?


To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For PLUS+ subscription assistance, contact customer service.

Supply Chain Negotiations: Creating Leverage

Power in a negotiation is less a product of the situation and more the result of the actions one takes. By thinking creatively, negotiators can find, build and deploy a wider range of leverage opportunities.

By ·

Most of us experience the power of leverage for the first time as children on the playground seesaw: Very quickly we learn that if we place the board in the right place over the fulcrum, a small child can easily lift a much larger kid at the other end. But, there is more than just power involved; there is also trust. After all, if the smaller child jumps off the seesaw, it comes crashing down hard.

Leverage, and the power that comes with it, is a critical element of any negotiation. Yet, too many people are tempted to think of leverage as something they either have or they don’t; in other words, they see power as a product of the situation, not as the result of actions they can take. Just like moving the seesaw board forward or backward over the fulcrum to change the dynamic on the playground, there is much either side can do to find, build and develop leverage in any negotiation. By thinking more creatively, negotiators can find a wider range of leverage opportunities. Like most tools, the challenge is to pick the right one for the job: With the right tool, the work gets done faster and with greater success.

When meeting with clients, Mobus Creative Negotiating suggests that there is a spectrum of negotiations that runs from hard bargaining to creative deal making. We also suggest that there is a leverage spectrum. At one end of the spectrum is the consequential leverage that comes from showing the counterparty why they need you: Buyers may point out how important they are to a supplier’s business while presenting the options—or consequences—if the supplier does not cooperate. This is especially the case in one-time or highly contentious transactions.

This complete article is available to subscribers only. Log in now for full access or start your PLUS+ subscription for instant access.

Latest News

Third Party Risk: Too Close for Comfort
The State of the DC Voice Market
Oracle Modern Supply Chain Experience Promises to Address Key Industry Issues
System Report: Automation from receiving to shipping
Preferred Freezer’s New Take on Automation
More News

Latest Resource

Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
All Resources
By ·

Most of us experience the power of leverage for the first time as children on the playground seesaw: Very quickly we learn that if we place the board in the right place over the fulcrum, a small child can easily lift a much larger kid at the other end. But, there is more than just power involved; there is also trust. After all, if the smaller child jumps off the seesaw, it comes crashing down hard.

Leverage, and the power that comes with it, is a critical element of any negotiation. Yet, too many people are tempted to think of leverage as something they either have or they don’t; in other words, they see power as a product of the situation, not as the result of actions they can take. Just like moving the seesaw board forward or backward over the fulcrum to change the dynamic on the playground, there is much either side can do to find, build and develop leverage in any negotiation. By thinking more creatively, negotiators can find a wider range of leverage opportunities. Like most tools, the challenge is to pick the right one for the job: With the right tool, the work gets done faster and with greater success.

When meeting with clients, Mobus Creative Negotiating suggests that there is a spectrum of negotiations that runs from hard bargaining to creative deal making. We also suggest that there is a leverage spectrum. At one end of the spectrum is the consequential leverage that comes from showing the counterparty why they need you: Buyers may point out how important they are to a supplier’s business while presenting the options—or consequences—if the supplier does not cooperate. This is especially the case in one-time or highly contentious transactions.


Subscribe to Supply Chain Management Review Magazine!

Subscribe today. Don't Miss Out!
Get in-depth coverage from industry experts with proven techniques for cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Latest Whitepaper
Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
Download Today!
From the December 2017
This is a comprehensive guide to services, products and educational opportunities targeted specifically to supply chain professionals. As with years past, we’re also featuring several articles we trust will offer food for thought in your supply chain throughout the coming year.
Transportation Trends: The last mile, history repeating
Economic Outlook: A Complex and Uneven Scenario for Global Supply Chains
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!


Latest Webcast
The Perfect Formula for Determining the Right Amount of Inventory
This webcast explains how the science of theoretical minimums, a new approach to inventory optimization, provides a simple and elegant way to reduce cost and increase customer service levels by monetizing time delays across the extended supply chain.
Register Today!
EDITORS' PICKS
Oracle Modern Supply Chain Experience Promises to Address Key Industry Issues
In many cases, system and data from different vendors are integrated frequently, in different...
Atradius Issues New Report on Supply Chain Risk in North America
The U.S. shows strong economic performance, but the looming risk that leadership in Washington will...

2018: The year we make meaningful progress on digital transformation
Perhaps it would have been better to describe it as a digital evolution – more of an ongoing...
Industrial and Supply Chain Real Estate Expected to Soar in 2018
Strong economy and insatiable demand for online shopping behind industrial real estate resurgence