ABSTRACT
In the current turbulent environment, the development and management of supplier-customer relationships is of primary strategic importance.
This observation seems much more significant when a so-called ‘dilemma of complexity’ takes place. This is linked to the dimensional and commercial fragmentation between a number of players. The most plausible reasons for this situation are related to competence-based barriers that require a deep specialisation in the output production and, thus, lead to limited technical interrelations between each value chain’s subperformances. Legal1 or financial2 constraints may impede a broader scope of diversification, too.
