This site uses cookies to provide you with a more responsive and personalized service. By using this site you agree to our use of cookies. Please read our cookie notice for more information on the cookies we use and how to delete or block them.

Bookmark Email Print this page

Extended Business Relationship Management — A Deloitte Perspective

Defining the extended business relationship management opportunity


With greater frequency, companies are placing increasing expectations, responsibility complexities into their trading partner relationships. Both globally and locally, organizations are becoming progressively more reliant on value chain partners (i.e., customers and suppliers) for research and development, procurement, operations, channel and after-market services collaboration. Despite this increased reliance, the majority of companies have failed to invest in adequate processes, systems controls to mitigate and manage the risk inherent in these ever-increasing and intertwined relations. Managing these risks fully can lead to increased revenues, margins cash flows. The upside and downside potential that the extended business relationship management (EBRM) environment brings may seem daunting at first — the breadth, complexity range of potential buyer/supplier trading partner relationships is significant indeed. 

About Deloitte
As used in this document, “Deloitte” means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Share this page

Email this Send to LinkedIn Send to Facebook Tweet this More sharing options

Stay connected