SUPPLY CHAIN there ’ s an ongoing relationship going with some key suppliers ,” Parker says .
“ As a result of this , we ’ ve got strong compliance and we ’ re able to provide our franchise customers with that added value as well as purchasing power .”
When he joined Wyndham Vacation Resorts Asia Pacific in 2004 , Parker adds that there were only three or four properties to consider ; now with Wyndham Hotel Group operating in the region , there are more than 100 . Their position now has not been arrived at by accident , but is instead the culmination of a long and considered approach that Parker has been building towards for over a decade .
“ We have always been looking toward the future . We knew where we were going , so we put the work in with the suppliers that we partnered with . For example , we were always
Approximately
2,000
employees at Wyndham Vacation Resorts Asia Pacific
projecting ahead to consider : what is our business going to look like in five to 10 years ’ time ?” he says .
“ We wanted to work with supply partners who were keen to come on that journey with us and who had the footprint to deliver on an international scale . Ecolab , Xerox and Samsung are good examples : they ’ re global players . They ’ ve got people on the ground in various countries , which makes it a lot easier for us when we move into a new country , rather than going in cold .” Developing a range of strategic alliances and relationships with suppliers has been paramount to their success in building a positive brand and guest experience , as it allowed them to leverage group buying power without sacrificing quality .
However , fostering seamless supplier partnerships is one side of the coin when managing procurement for
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