Objective: After decades of reliance on a single dominant OEM, a contract mining business sought to broaden its strategic supplier base to reduce risk, introduce innovation, and unlock new value. Recognising that genuine alternatives existed among reputable Japanese OEMs, the opportunity lay not just in sourcing new equipment but in establishing strong, sustainable relationships with new supply partners.  The challenge was to build these relationships carefully, deliberately, and respectfully, balancing commercial priorities with cultural intelligence and long-term partnership thinking.

Approach: As GM of Supply Chain and Technology, Catalyst Strategy’s founder initiated and led a strategy to engage credible Japanese OEMs as potential long-term partners. This went far beyond transactional procurement. It involved building trust from the ground up, engaging with senior leaders in Japan, not just local agents, to foster shared understanding, mutual respect, and confidence in future collaboration.

We approached these relationships with patience and cultural sensitivity. Formal meetings were paired with shared learning opportunities, factory visits, and informal engagements, follow-ups were consistent, and decision-making processes were navigated with respect for hierarchy and nuance. We demonstrated genuine interest in the suppliers’ technologies and values, and we made it clear we were seeking more than just leverage with our incumbent supplier: we were exploring potential long-term supply partnerships.

This culturally aware engagement built credibility and allowed both sides to have open conversations about capability, commercial models, and innovation potential. Importantly, it helped mitigate misunderstandings and avoid transactional missteps common in cross-cultural supplier engagement.

Positive Impact: The result was the establishment of strong new relationships with a Japanese OEM, built on trust, transparency, and a shared commitment to long-term success. This partnership culminated in significant fleet deals, incorporating automation and digital technologies that delivered improved productivity and reduced lifecycle costs.

Beyond the commercial and operational wins, the organisation benefited from genuine supplier diversification, increased innovation access, and reduced dependency on a single legacy provider.  By investing in relationship-building and understanding before negotiation, we laid the groundwork for a more balanced, future-ready supplier landscape where mutual value creation took priority over short-term gains.

If you're looking to diversify your supplier base or establish international partnerships, let’s explore how Catalyst Strategy can help.