Copy igh ©Au ho (s) 2025. All Righ s Rese ed. Published by Global Publica ion House | GPH-In e na ional Jou nal o Educa ional Resea ch
STRATEGIC PARTNERSHIPS IN ACTION: A STARCH
SUPPLY NEGOTIATION
By:
Rogé io Cima
Fundação Ge ulio Va gas, B azil
Mu illo de Oli ei a Dias
Fundação Ge ulio Va gas, B azil
Abs ac
This case s udy explo es a eal-wo ld nego ia ion challenge aced by a co uga ed ca dboa d
packaging company in enewing i s annual s a ch supply con ac . Two supplie s ha e
p oposed signi ican p ice adjus men s, ci ing inc eased cos s and new o mula ion expenses,
as i balances be ween i s need o con ol cos s and he impo ance o main aining s ong
pa ne ships wi h i s supplie s. Wi h a maximum accep able p ice adjus men o 4.3%, he
company has explo ed c ea i e op ions o manage con lic and achie e a success ul ou come.
Will he company be able o secu e a a o able deal, o will he nego ia ion b eak down? The
ou come hangs in he balance, as he company wo ks o ind a solu ion ha mee s he needs
o all pa ies in ol ed.
Keywo ds:
Business nego ia ion; Supply Chain Managemen ; Con ac nego ia ion, B azil.
How o ci e: Cima, R., & Dias, M. (2025). STRATEGIC PARTNERSHIPS IN ACTION: A
STARCH SUPPLY NEGOTIATION. GPH-In e na ional Jou nal o Educa ional Resea ch,
8(9), 40-50. h ps://doi.o g/10.5281/zenodo.17300543
1. INTRODUCTION
The complexi ies o supply chain ag eemen s can ha e a signi ican impac on a company's
bo om line and s a egic alliances. In his desc ip i e case s udy (Yin, 2018), we endea o ed
o closely examine how a B azilian co uga ed ca dboa d packaging i m a emp ed o
enego ia e i s yea ly s a ch supply con ac wi h wo key supplie s, who sough o aise
p ices abo e he annual in la ion a e, as he uni o analysis. We ollowed Dias (2020)
ARTICLE ID: #02115
10.5281/ZENODO.17300543
e-ISSN 3050-9599
p-ISSN 2795-3264
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VOL. 08 ISSUE 09 SEPT. - 2025
Cima, R., & Dias, M. (2025). STRATEGIC PARTNERSHIPS IN ACTION: A STARCH SUPPLY NEGOTIATION. GPH-
In e na ional Jou nal o Educa ional Resea ch, 8(9), 40-50. h ps://doi.o g/10.5281/zenodo.17300543
© 2025 GPH | In e na ional Jou nal o Educa ional Resea ch | h ps://gphjou nal.o g/index.php/e
ega ding he nego ia ion ypology, in oducing a Type I nego ia ion, whe e wo pa ies
engage in nego ia ions o e a single issue. This s udy elucida es he challenges and
oppo uni ies inhe en in business- o-business nego ia ions by conduc ing a comp ehensi e
analysis o he company's nego ia ion s a egy, including i s iden i ica ion o BATNA and
ZOPA. I o e s p ac ical insigh s o manage s seeking o imp o e hei nego ia ion
ou comes. Figu e 1 depic s he a o emen ioned ype o Nego ia ion (Dias, 2020), as ollows:
Figu e 1 The Fou -Type Nego ia ion Ma ix
Sou ce: Dias, 2020. Rep in ed unde pe mission.
Nego ia ion is a luid p ocess o communica ion ha seeks o each a esul ha is good o
bo h pa ies (Fishe , U y, & Pa on, 1981). To success ully na iga e his in ica e p ocess, i
is essen ial o comp ehend he undamen al in e es s and mo i a ions o all pa ies in ol ed.
Resea che s om a ious disciplines ha e ho oughly in es iga ed nego ia ion, analyzing i s
mul iple ace s, including communica ion (Acu , 1993; Salacuse, 2003, 2006; Shell, 2006),
con lic managemen (Za man, 1988), social in e ac ion (Dias, 2016; Scha zki & Co ey,
1981), and decision-making (Baze man & Moo e, 1994).
Recen s udies ha e examined nego ia ion ac oss a ious con ex s, including so wa e
con ac nego ia ions (Cunha & Dias, 2021; Dias, Nascimen o e al., 2021), mili a y
nego ia ions (Dias, Toledo, Sil a, San os e al., 2022; Dias, Pi es e al., 2022; Dias, Almeida,
Sil a, Russo, e al., 2022), and e ail business nego ia ions (Valen e & Dias, 2023). Pas
s udies ha e al eady in es iga ed he complexi ies o nego ia ion (Dias, 2023; Dias, 2023a;
Dias, 2023b; Lax & Sebenius, 1986; Na a o & Dias, 2024; P ui , 1981; Rai a, Richa dson,
& Me cal e, 2002; Rubin & B own, 1975; San os & Dias, 2024).
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Volume 08 Issue 09 Sep 2025
2. METHODOLOGY
This s udy u ilizes a quali a i e app oach, including a desc ip i e case s udy (Yin, 2018; Yin,
2004) o examine he nego ia ion p ocess be ween a B azilian co uga ed ca dboa d
packaging i m a emp ed o enego ia e i s yea ly s a ch supply con ac wi h wo key
supplie s. A quali a i e esea ch design is employed o a ain a comp ehensi e unde s anding
o he nego ia ion dynamics, s a egies, and ou comes.
2.1. Ga he ing Da a
The in o ma ion was ga he ed h ough a mix o di ec pa icipa ion, and di ec obse a ion,
ollowing Saunde s e al. (2009), and documen analysis. The nego ia ion p ocess was
moni o ed and documen ed, ollowed by in e iews wi h key s akeholde s o ob ain u he
insigh s and esol e any unce ain ies.
2.2. Analysis o Da a
The da a analysis me hod is based on he ideas o hema ic analysis (B aun & Cla ke, 2006).
The analysis is also based on wha has been w i en abou nego ia ions, such as he e ms
BATNA (Dias, 2023; Lax & Sebenius, 1986) and ZOPA (P ui , 1981; Rai a, Richa dson, &
Me cal e, 2002).
3. BACKGROUND
I nego ia ing sales e ec i ely is essen ial o ensu e he inancial heal h o he business,
managing inpu s and aw ma e ials e icien ly is manda o y, allowing us o build a s uc u e
ha deli e s quali y and compe i i eness in he ma ke . In his con ex , his a icle add esses a
S a ch nego ia ion, an essen ial inpu in he manu ac u e o pape , he i s s age o he
p ocess, and he p ima y aw ma e ial o ou end p oduc , co uga ed ca dboa d packaging.
We will unde s and and highligh he impo ance o p epa ing and using ools lea ned in he
discipline o con lic managemen , as well as concep s such as BATNA and ZOPA, and
analyzing al e na i es and op ions clea ly and p ac ically.
4. NEGOTIATION SCENARIO
I all begins in he las mon h o he yea , when we ini ia e he analysis o enewing an
annual s a ch supply con ac o he ollowing yea . The e we e wo supplie s a ha ime,
one o which was olde and had held 100% o he supply un il he middle o ha yea . We
will call i "company A" ha had echnical p oblems ha bo he ed ou p o essionals and
mo i a ed hem o seek an al e na i e in he ma ke , which we will call "company B". This
ac , in u n, led o a solu ion being ound wi hou a p ice inc ease, which o ced "Company
A" o ollow i s compe i o 's ini ia i e o a oid losing ma ke sha e.
Fo he ollowing yea , a new con ac was p esen ed wi h a p ice adjus men in bo h cases.
The jus i ica ion was ha , in addi ion o he cos impac s o he sec o , such as labo and
main enance cos s, among o he s, he new o mula ion also incu ed highe cos s.
On he one hand, companies sough a p ice adjus men . On he o he hand, we aimed o keep
ou cos s a he lowes possible le els wi hou comp omising he quali y and pe o mance o
ou p oduc ion p ocess.
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Cima, R., & Dias, M. (2025). STRATEGIC PARTNERSHIPS IN ACTION: A STARCH SUPPLY NEGOTIATION. GPH-
In e na ional Jou nal o Educa ional Resea ch, 8(9), 40-50. h ps://doi.o g/10.5281/zenodo.17300543
© 2025 GPH | In e na ional Jou nal o Educa ional Resea ch | h ps://gphjou nal.o g/index.php/e
5. STRUCTURING THE NEGOTIATION
The mos impo an s ep in his en i e p ocess is p epa a ion, which in ol es de ining he
ZOPA and iden i ying he BATNA, as well as planning s a egies wi h al e na i es and
op ions ha can be pu on he able.
BATNA: In his case, he bes al e na i e o a no-deal would be o go o he ma ke o look
o lowe -p iced al e na i es, e en a he isk o ha ing o go back o li ing wi h echnical
p oblems ha a e now sol ed wi h a new o mula ion. I would no be he pe ec op ion, bu
i would be a way o a oid being dependen on a single al e na i e wi h highe p ices.
Zopa: When we analyzed he p oposals, we iden i ied ha he supplie s indica ed
adjus men s o 9% and 12%, espec i ely, while ou company could g an a maximum o
4.3% o a oid impac ing ou inancial indica o s. The nex s ep was o adjus expec a ions so
ha he solu ion would all wi hin his ange, be ween 4.3% and 9%.
Op ions: We unde s ood ha we should lea e he p ice ocus and o e o he nego ia ion
on s such as an annual supply con ac , bu wi h qua e ly adjus men igge s, in his way in
he ace o ma ke ins abili ies hey could o e us he bes p ice a ha ime, since he e iew
e e y qua e would p ese e he ma gin e en i impo an luc ua ions happened, And in
e u n, ou company would no pay o he cos o he "p o isioned isk", allowing hem o
look a he condi ions in a e y sho - e m scena io.
Con lic managemen : Pu pose ully s udying and discussing his nego ia ion p ocess,
inse ing ou pa ne s in o he eal con ex o ou needs, and allowing hem o ha e mo e
secu i y in p ice o ma ion, would be essen ial o a oid u ning his nego ia ion in o an
exhaus ing con lic wi hou an ou come ha se es bo h sides.
6. FOLLOWING THROUGH
A e a ew ounds o nego ia ion, we eached an ag eemen o 5% ha allowed us o be a
li le abo e ou ini ial plan, bu well below he ini ial claim ini ially p oposed by companies
"A" and "B", we managed o secu e he olume wi hou he need o submi i o he ma ke ,
which would b ing hem he isk o losing olume and us he isk o e u ning echnical
p oblems al eady sol ed, The qua e ly adjus men igge s b ough g ea e secu i y o all
sides, since hey would luc ua e mo e ai ly, wi hou comp omising he supplie s' ma gins
and allowing us he oppo uni y o no ha ing o cos , in ad ance and linea ly, he
"p o isioned isk", since he ma ke is uns able. Supplie s would ha e o be conse a i e o
minimize he isks o a supply wi h nega i e ma gins, which would comp omise he heal h o
he ope a ion and he quali y o supply.
7. DISCUSSION
The ou come o he nego ia ion in his case s udy demons a es he signi icance o e ec i e
communica ion and inno a i e p oblem-sol ing in achie ing a mu ually bene icial
ag eemen . The pa ies we e able o ag ee on a 5% p ice change. This was mo e han wha
was planned bu less han wha companies’ "A" and "B" had asked o . Acco ding o Fishe ,
U y, and Pa on (1981), he mos impo an pa o nego ia ion is o ocus on in e es s ins ead
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STRATEGIC PARTNERSHIPS IN ACTION: A STARCH SUPPLY NEGOTIATION
Volume 08 Issue 09 Sep 2025
o posi ions. This inding is consis en wi h ha no ion. The ag eemen also shows how
impo an i is o ind and use he Zone o Possible Ag eemen (ZOPA) (P ui , 1981; Rai a,
Richa dson, & Me cal e, 2002). The nego ia o s we e able o ind a solu ion ha wo ked o
bo h sides by knowing wha each side wan ed and wha hey could and couldn' do. This
solu ion me he need o cos con ol while also allowing supplie s o keep heal hy ma gins.
One impo an pa o he nego ia ion ou come is ha he ag eemen has qua e ly adjus men
igge s. This me hod made bo h sides eel sa e and ee because i le hem espond o
changes in he ma ke in a mo e lexible and quick way. E idence sugges s ha Lax and
Sebenius (1986) indings a e applicable o his scena io, whe e, which is ha coming up wi h
new ideas and wo king oge he o sol e p oblems is impo an o making nego ia ions
aluable (Dias, 2023).
8. IMPLICATIONS AND RESEARCH LIMITATIONS
E idence sugges s impo an e ec s on how we unde s and how nego ia ions wo k in
di e en si ua ions. Resea ch shows ha i 's impo an o build s ong ela ionships and
communica e well when buye s and selle s a e nego ia ing (Dias, Toledo, Sil a, e al., 2022;
Dias, Pe ei a, Teles, & La aia, 2023; Dias, Lei ão, Ba is a, & Medei os, 2022). By wo king
oge he mo e, he pa ies can ind solu ions ha wo k o e e yone. The s udy highligh s he
complexi ies o business con ac nego ia ions, emphasizing he impo ance o inno a i e
p oblem-sol ing and collabo a i e alue c ea ion, suppo ed by p e ious s udies (Cunha &
Dias, 2021; Dias, Nascimen o, e al., 2021; Dias, Toledo, Sil a, San os e al., 2022; Dias,
Pi es, e al., 2022; Dias, Almeida, Sil a, Russo, e al., 2022). Pa ies can build us and
achie e be e esul s by collabo a ing and gene a ing new ideas. E ec i e nego ia ion
s a egies a e also de e minan o achie ing a o able ou comes in go e nmen ade
(Na a o & Dias, 2024). The s udy highligh s he impo ance o lexibili y and adap abili y in
asynch onous nego ia ions, emphasizing he need o pa ies o emain esponsi e o
changing ci cums ances (San os & Dias, 2024).
The s udy's indings highligh he impo ance o unde s anding he complex ela ionship
be ween amilial dynamics and business in e ac ions in he con ex o amily business
nego ia ions (Dias, Pe ei a, e al., 2023; Dias, 2023; Dias, Pe ei a, Viei a, e al., 2023;
Valen e & Dias, 2023).
9. FUTURE RESEARCH
Fu u e esea ch could build on he indings o his s udy by examining he complexi ies o
nego ia ions in g ea e de ail. We encou age u u e esea che s o in es iga e o he ypes o
con ac business nego ia ions, such as Types II, III, and IV nego ia ions, as ou lined by Dias
(2020). Resea ch in o he coun ies o indus ies is also ecommended, as well as quan i a i e
s udies o in es iga e he ex en o which he nego ia ion p ocess a ec s he ou come o he
deal.
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Cima, R., & Dias, M. (2025). STRATEGIC PARTNERSHIPS IN ACTION: A STARCH SUPPLY NEGOTIATION. GPH-
In e na ional Jou nal o Educa ional Resea ch, 8(9), 40-50. h ps://doi.o g/10.5281/zenodo.17300543
© 2025 GPH | In e na ional Jou nal o Educa ional Resea ch | h ps://gphjou nal.o g/index.php/e
10. CONCLUSION
In conclusion, his s udy o e s signi ican insigh s in o he complex na u e o nego ia ion
dynamics, emphasizing he necessi y o e ec i e communica ion, inno a i e p oblem-
sol ing, and collabo a i e ela ionships. Ul ima ely, nego ia o s, business pa ies can ind
solu ions ha wo k o e e yone. The indings o his esea ch a e help ul o o he business
nego ia ions, such as business deals, go e nmen ade, amily business deals, and con ac
nego ia ions. The s udy's esul s highligh he impo ance o main aining good ela ionships,
communica ing e ec i ely, and adap ing o change. Ul ima ely, his s udy o e s nego ia o s
and business leade s aluable insigh s in o how nego ia ions wo k. Nego ia o s, media o s,
and o he p ac i ione s can enhance hei nego ia ion skills and achie e mo e e ec i e
ou comes by applying he concep s p esen ed in his s udy. As he business wo ld e ol es, he
need o p ac ical nego ia ion skills will con inue o g ow. This s udy con ibu es o he ield.
The nego ia ion was no simple, bu i highligh ed he impo ance o being well-p epa ed. By
planning his nego ia ion and iden i ying he BATNA, we we e able o p esen al e na i es
ha enabled he closing o align wi h he needs o bo h sides, allowing he comme cial
ela ionship be ween all pa ies o emain heal hy and sus ainable.
By analyzing he ZOPA, we we e able o iden i y he eal space o his nego ia ion clea ly.
Wi hou his s ep, he isk o no eaching an ag eemen - we unde s and he ini ial p oposal
as imp ac ical, could lead us o unlikely equi emen s and a non-ag eemen , b inging o all
pa ies in ol ed a bad scena io since we would ha e o de elop new supplie s wi h all he
isks o his p ocess in ol ed o a highly c i ical inpu and ou supplie s would ha e o look
o al e na i es in he ma ke ha could incu he need o p ac ice lowe p ices o ad ance in
a olume o he compe i o s.
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Business Nego ia ions. Global Scien i ic Jou nal 8(6), 1511-22. h ps://doi.o g/
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Dias, M.; Aylme , R. (2019) Beha io al E en In e iew: Sound Me hod o In-dep h
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