An excellent way of establishing the partnership relationship is to treat each other as an extension of one's business. The value-added supplier should look to his partner for services such as special procurement help on capital equipment and training needs and maybe some process engineering or quality engineering assistance. The buying partner, on the other hand, should look to the supplier partner for product development input, cost containment ideas and high quality parts/ components/assemblies delivered to the right place at the right time. Most business leaders underestimate the depth and breadth of business skills that are required to initiate and nurture an effective supply chain programme. Usually, these leaders hold suppliers at arm's length and struggle to keep any economic gains to themselves. In today's competitive business environment, many manufacturing companies are turning to value–added supplier partnerships to achieve the material availability performance that is a requisite to successful point–of–use logistics.