Developing trust between the MOD and defence suppliers/ William Meddings et al
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RUSI Journal Vol 159 No 6, December 2014, pp.42-48 (127) Summary: A high level of trust between two parties has long been shown to lead to more efficient and successful outcomes to business transactions. The Ministry of Defence (MoD) has traditionally had a confrontational relationship with its suppliers. Yet at the individual and project-team level in the MoD's procurement arm, DE&S, trusting relationships with defence suppliers are often generated. This article examines the factors that lead DE&S project teams to trust their suppliers. Their conclusions reinforce the view that trust is overwhelmingly built up by interaction between people rather than organisations.
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| Journal Article | Mindef Library & Info Centre Journals | DEFENCE ACQUISITION (Browse shelf(Opens below)) | 1 | Not for loan | 44880-1001 |
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| DEFENCE Defending sea-based assets from aerial threats/ | DEFENCE Historical defence capability analysis: applying the defence lines of development retrospectively/ | DEFENCE UK gets serious about nmh/ | DEFENCE ACQUISITION Developing trust between the MOD and defence suppliers/ | DEFENCE CAPABILITY DEVELOPMENT How can systemic perspectives on defence capability development be strengthened?/ | DEFENCE ECONOMICS Defence spending in a time of austerity : briefing the cost of weapons. | DEFENCE ECONOMICS Cost and timescale forecasting for defence projects / |
A high level of trust between two parties has long been shown to lead to more efficient and successful outcomes to business transactions. The Ministry of Defence (MoD) has traditionally had a confrontational relationship with its suppliers. Yet at the individual and project-team level in the MoD's procurement arm, DE&S, trusting relationships with defence suppliers are often generated. This article examines the factors that lead DE&S project teams to trust their suppliers. Their conclusions reinforce the view that trust is overwhelmingly built up by interaction between people rather than organisations.
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