While Honda changes leadership in an attempt to improve quality, Tesco—the multinational retail giant headquartered in England—makes amends for suspect treatment of suppliers. This might not appear as a quality issue at first but, without good customer-supplier relationships, where is your business? Tesco is finding out.

Last year the Groceries Supply Code of Practice, under Christine Tacon’s oversight, opened an investigation amidst allegations that Tesco delays payments to suppliers and makes payments for better positioning of goods. Many companies may consider this practice as “leverage,” but as Paul Erickson points out in “Leverage as a Supply Management Strategy: The Good, the Bad and the Ugly,” a post for his Industry Week blog, “leverage applied inappropriately can lead to unintended negative outcomes.”

In an online editorial for Supply Chain Standard, Malory Davies notes efforts Tesco has recently taken to repair and strengthen supplier relationships. Davies ends her column by saying, “The spotlight is firmly on supplier relationships—and strengthening them is going to be a challenge.” Challenging, indeed.

 As the global economy pushes organizations to transform into global businesses, corporations are learning—Honda and Tesco included—no one can afford to sidestep quality practices. Making sure your quality goals are on everyone else’s radar is easier said than done; but in the manufacturing sector, quality teams, methods, practices, standards, audits, and tools can make the difference between a profitable year and a disastrous one.