8 page contingency plan and 1 page shareholder letter detailing the change from a primary vendor to an alternate vendor while maintaining the ethical principles and profits of a global manufacturing...

Coningency Plan & Shareholder Letter      2
CONINGENCY PLAN & SHAREHOLDER LETTER
Table of Contents
Overview of the Scenario    3
Purpose of the Contingency Plan    3
Contingency Plan    4
Accelerating the relationship with the Alternative vendor    4
Important Tactic    5
Relationship building strategies with the primary vendor:    6
Maintaining ethical principles and practices with the supply chain partners    7
Obtaining the best pricing from the alternative vendor    7
Advantages and disadvantages of using multiple Vendors    8
Recommendation: Transitioning Back to the Primary Vendor    8
Letter to Share Holders    9
References    11
Overview of the Scenario
As the representative of the JM manufacturing, it is important to prioritize the company's profitability and the satisfaction of the shareholders while maintaining the ethical business practices. In the situation where the primary vendor is closed down and not expected to re-open for at least 6 months it is crucial to quickly establish a relationship with the alternative vendor. However, it is important to make it clear to the alternative vendor that they will not be going to the same volume of orders as the primary vendor, which impacts the company's profit margin. When communicating with the alternative it is important to remain professional and transparent about the company's needs and limitations. It is important to emphasize that any commitments made to the alternative vendor will be contingent on the primary vendor's ability to Resume the normal operations. Regarding the alternative Vendors offer of an annual family vacation to Hawaii it is important to make it clear that search practices are illegal and company ethics policy but respectfully and the focus should be shifted back to the business relationship at hand. In order to ensure the smooth transmission back to the primary vendor once they are able to resume operations it is important to have an exclusive plan in place for terminating the relationship with the alternative vendor. This plan should strengthen the communication expectations for both parties.
Purpose of the Contingency Plan
As a supply manager with the manufacturing company, it is important to have contingency plans in place for the natural disasters and other unexpected events that may disrupt the supply chains. In the situation where the primary vendor is recovering from the natural disaster it may be necessary to build a short-term business relationship with an alternative wind. When building the relationship with the alternative it is important to communicate clearly that this is a temporary arrangement and that the company intends to switch back to the primary one once their factory is functional again (Zhang et al., 2020). The alternative vendor should be made aware of the timeline and expectations of both the parties during the temporary arrangement.
Contingency Plan
To build a short-term business relationship with the alternative vendor while maintaining the relationship with the primary vendor as the recover from the natural disaster it is effective to focus on the following aspects:
Accelerating the relationship with the Alternative vendor
This has to be initiated by identifying the alternative vendor’s strengths and weaknesses and effective assessment needs to be accomplished in order to understand the capability of the alternate vendor such as their production capacity and the quality standards along with the other aspects like customer service. review they are customer feedback and any industry ratings or certificates they may hold (Shea et al., 2022). Determine if their strengths align with the company's needs and if their weaknesses can be addressed or mitigated.
· Communicating early with the alternative vendor about the needs of the company and the limitations. discuss the effectiveness of the open communication and feedback from the alternative vendor to ensure alignment and mutual understanding. set up regular meetings or calls to review progress and address any issues or concerns (Lewandrowski et al., 2020).
· Establish clear timelines and expectations for both the parties during the temporary agreement: agree on specific timelines and milestones for the temporary arrangement such as when the orders will be placed and when daily bodies will be made and when payments will be made. Clearly communicate any changes to the timelines or expectations as they arise (Malone, 2019). Set up a tracking system to monitor progress and ensure that both parties are meeting their obligations.
· Evaluate the alternative vendor’s pricing structure and...