Aleksandr Zemel is the President of NYWD Inc, a global wholesale distributor of premium eyewear for optical stores.
In today’s volatile market, relationships really are “the glue” of supply chains. Amid inflation, supply disruptions and razor‑thin margins, any advantage helps—and strong vendor ties can be one. As co-founder of a global eyewear distributor, I’ve seen firsthand how a simple shift in mindset—treating our vendors as partners instead of adversaries—pays off. The pandemic made it clear to me that trust between companies and suppliers is integral to a resilient supply chain. And decades of supply-chain experts have said it bluntly: Partnerships are the industry’s lifeblood. In short, the old adversarial model (or “only price matters”) is outdated. My co-founder, Michael Rudnin, and I embraced a vendor‑first culture early on. It has transformed how we operate: vendors now want to work with us, and our business is stronger for it.
From Day One: Building A Vendor-First Culture
When we first started, we realized something our competitors often ignored: Vendors are people too. If we treated them like disposable suppliers, we’d end up competing on price alone—a race to the bottom. Instead, we chose a different path. We took inspiration from companies like Zappos, whose former CEO discussed doing “whatever it takes” to make vendors happy. That vision caught on with us. We decided to apply the same principles internally: Make every vendor feel valued and respected.
Our core values emphasize transparency, respect and long-term thinking. From the very first orders, we made decisions that favored trust over squeezing every penny. We knew that solidifying relationships was worth far more than short‑term margin. These experiences became a model for us: If we treat our vendors well, they invest in our success. Over time, this mindset spread through the company. Today we recruit new team members on these values: Be fair, keep promises and treat suppliers like friends.
Actionable Tips For Founders
But you shouldn’t just talk about partnership—you should live it through concrete policies and practices. What can other founders take from our experience? Here are a few practical takeaways:
• Pay them on time (or early). Prioritize your vendors’ cash flow. Early payments often come with discounts, and even small incentives can offset fees. More importantly, it removes any doubt on their end—they won’t worry about chasing invoices or badgering you for payment. Your vendors will remember that stability.
• Be open and honest. Share forecasts, sales data or even production challenges so your vendors understand the bigger picture. As one supply-chain study puts it, breaking down information silos and giving vendors clear visibility can turn them into true partners. This level of transparency earns respect.
• Show respect and fairness. Don’t treat your vendors like commodities. If you find a better price elsewhere or need to renegotiate, do it respectfully and give your incumbent vendor a chance to match or adapt. Ghosting or canceling on old partners without warning is a quick way to burn bridges. Instead, be transparent about changes—it might mean they adjust their offer rather than lose your business entirely. Everyone will respect you more for that candor.
• Build personal rapport. Invest in the human side. Make a quick phone call instead of sending an email to share good news or discuss an issue. Visit them if possible; seeing a supplier’s operation in person can reveal quality and care that numbers alone can’t. Even small gestures like holiday cards, team lunches or factory tour invites signal that you value the relationship.
On calls and at conferences, we return supplier inquiries promptly (unlike what we’ve found to be the industry norm of ghosting callers). We negotiate firmly on price, but not ruthlessly—if a vendor comes back to us with concerns or counteroffers, we listen and often meet halfway. Over time, this strategy can give you a positive reputation: In my experience, it can lead to suppliers reaching out proactively and existing ones giving you priority on allocations.
These are not one-time hacks but ongoing habits. Start small if you need to—pick one key supplier to spoil, and let that story seed across your team. Over time, you’ll likely find (as we did) that this vendor-first approach becomes part of your company’s identity and attracts more of the right partners.
The Power Of Trust Lasting Well Into Tomorrow
Treating vendors as VIPs isn’t a gimmick—it’s a long-term strategy. It may sound counterintuitive, but being generous to your suppliers can sharpen your competitive edge. After all, in an age when products and technology can be rapidly copied, what can’t be easily replicated is trust. When you earn the loyalty of vendors, they become part of your moat.
Research from Great Place To Work shows that organizations with high levels of trust outperform their rivals. High-trust companies have been shown to have far lower turnover, less friction and even better stock market returns. Our vendor-first culture has kept our pipeline strong and our team focused on growth rather than firefighting supply issues.
Remember this: Any company can chase prices. But building authentic, respectful relationships with the people who keep your business running—your vendors—is a leadership move. It’s an investment in stability and goodwill that can pay dividends for years. As the business landscape grows more automated and transactional, I think genuine human trust will become ever more rare—and thus more valuable. Treat your vendors as VIPs today, and you’ll be building a competitive advantage that could last well into tomorrow.
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