YOUR OBJECTIVE COMES FIRST
Separate lead generation from delivery responsibility.
Start with the capability the partnership must add.
Kentucky’s Cabinet for Economic Development lists automotive, aerospace, food and beverage, logistics and manufacturing among its top industries. If the engagement concerns an offer or operating plan supporting plant-to-distribution release coordination, use a production release, shipping instruction and distribution acknowledgement to make the assumptions concrete. Agree what each partner contributes, who accepts the handoff and who remains responsible to the customer. How is an approved shipping change acknowledged by the next team? Partner introductions, delivery ownership and commercial credit are separate decisions.
Kentucky Cabinet for Economic Development: industry context ↗01Name the shared objective
Explain the customer or business problem the partnership should address. Identify why each organization would participate and what each can contribute. A broad interest in collaboration is not enough to decide which opportunities deserve attention.
02Match capabilities and constraints
Assess delivery capacity, customer access, product fit and the work required to connect them. Make assumptions about exclusivity, account ownership and support visible early. Due diligence and contract decisions remain with the organizations and their appropriate advisors. Working example: Channel role and customer ownership model.
03Design the customer handoff
Map referral, qualification, delivery and escalation responsibilities. Explain what information can be shared and who communicates with the customer at each stage. A partner promise must fit the service the receiving team can provide. For plant-to-distribution release coordination, agree how plant operations, shipping and distribution coordination contribute where those functions are involved.
04Use a bounded first engagement
Choose an initial opportunity with clear responsibilities and review criteria. Track practical handoffs and customer experience as well as commercial activity. Use the findings to decide whether the relationship should expand or change. Review check: Review whether opportunities reach a useful customer decision.