1. Clearly, if Fitz-Simmons’ clientele have good supplier relationships, they have worked at supplier development. If they want to maintain those relationships with their suppliers, what are some critical first steps that must be taken to ensure suppliers buy-in to the new program? 

2. Once the new supplier certification program for ethical and sustainable sourcing is up and running, what would be the process to prune the number of suppliers? Recommend some criteria for enabling this step.

3. Outside of the obvious benefit of a company continuing to do business with its suppliers, how can a company add value to the suppliers adhering to the certification program? Provide specific examples of what the company can do.