It is critical for a supply chain manager to build rapport with employees. A supply chain manager relies on the receiving department to promptly process deliveries, so urgent parts can be sent to the manufacturing floor within minutes rather than hours. Setting up a "hot" board in the receiving area, where supply chain managers can list urgent parts, can help, but building a close relationship with the receiving department employees (not just the supervisor) is a lot more valuable. For parts that need to be inspected for quality before they are sent to the floor, the receiving inspection department is involved, so a supply chain manager needs to build a good relationship with this department as well. A mediocre supply chain manager considers their job done when the parts are delivered, but a conscientious manager is not satisfied until the parts are on the manufacturing floor. The material handlers who move the parts around the factory should be made into allies as well. If you have a good relationship with them, they will go out of their way to help you without feeling that you owe them something in return.

Production supervisors are in charge of the manufacturing and assembly lines, as well as the people who work on the lines. In this sense, they occupy a different place in the manufacturing chain-production supervisors rely on supply chain managers, whereas supply chain managers rely on the other internal departments (receiving, inspection, material handlers) discussed above. Open communication is key to successful relations with the production group. Letting them know why the parts are late and when they will arrive helps them better understand a supply chain manager's job. Spend time on the production floor. Know the parts you manage beyond just the part number, supplier, and lead time. Talk to the assemblers, understand how the parts you purchase are assembled, learn what challenges they face, and try to see things from your customer's perspective (internal and external customers).