Vendor relationships are critical to exceptional service, and at Professional Retail Services, our VR team’s seamless collaboration with partners ensures total client satisfaction. We talked with Anthony Musumeci, Vendor Relations Supervisor, to learn more about his role, what makes strong vendor partnerships, and how his diverse background shapes his approach to building lasting relationships in the space. From problem-solving and keeping communications clear, Anthony shares his insight into the fast-paced world of VR!
Tell us about you! Where are you from, what are your hobbies, what is life outside of work like, etc?
I’m Long Island born and raised. As far as my personal life goes, I’m a huge gamer, and I’ve been playing video games since the original Nintendo. If I’m not working or playing video games, I’m in the gym lifting weights or wrestling on the weekends. Wrestling on television has always been my dream, so maybe I’ll get to one day! I’m also a massive music nerd. I love everything from punk to metal to 90’s club dance remixes and 80’ radio hits. I’ve also been creating art from a very young age. I started with pen and paper and graduated to Adobe Photoshop 7 in the early 2000s. Now, I’m a full-blown graphic designer as well. You could say I’m a man of many hats!
What led you to your role in Vendor Relations?
I worked in retail actually under David Lopez (yes- he was my boss in a previous lifetime as well). I went on to sell cars until I was burned out. David pitched me on PRS, and the rest is history! VR was a great match for me. Since I was a manager previously, I have plenty of conflict resolution and customer service skills. I also have sales experience, which helps with overcoming objections, sourcing vendors, etc. It was a great fit, and I haven’t looked back.
What does a typical day look like for you as the Vendor Relations Supervisor at PRS?
My day-to-day can vary quite a bit, but generally, I will start with a group email to my team, letting them know the plan for the day. I find that clearly communicating the expectations for the day helps set the tone and ensure we are all on the same page. From there, I’ll start running my reports for the administrative side of things. Once my emails are caught up from the night before and my reports are all set, it’s time to start diving into whatever project we are working on, looking into any issues, managing new vendors, onboarding vendors, and updating profiles. Working in VR means each day can vary quite a bit. We are a jack-of-all-trades department, which helps keep each day fresh.
“Working in VR means each day can vary quite a bit. We are a jack-of-all-trades department, which helps keep each day fresh.”
What would you say is the key to building strong, lasting relationships with partners?
Ultimately- treating them with respect. Sometimes the content of the conversation isn’t as important as the way it’s communicated. I know it’s easy to get frustrated or upset when things don’t go smoothly, but they are the ones out in the field doing the nitty gritty work. They have expertise. Making them feel heard and appreciated is key. It’s why we have appreciation initiatives, which are so important. Another key element is open and honest lines of communication. Vendors cannot adapt if we do not communicate our expectations to them. Feedback and accountability on both ends are vital.
“Sometimes the content of the conversation isn’t as important as the way it’s communicated.”
What qualities or values do you prioritize when selecting or evaluating vendors?
For one, I’m a big fan of personalities. It’s not the end-all, but I would rather work with someone with excellent social skills who is personable or approachable, etc. I find these vendors are more willing to work with us, too. When they are proactive about telling us how well-versed they are in various things- those are all green flags. Willingness to take constructive criticism is also important. Not every vendor will be a match, and that’s okay. Those willing to grow and learn with us and make adjustments when needed, that’s what we want.
How do you work with vendors to ensure quality standards and timely service?
We have an in-depth onboarding process that clarifies expectations and sets them up for success. It goes over our processes, our expectations, etc. Feedback is closely monitored. If an issue is minor and we can course correct, then great! If not, it’s nothing personal. Not every vendor will be a match. I am also big on giving vendors a chance to make those adjustments. Vendors need the opportunity to show that they want to work with us, even after mistakes. We are only human. If we tell them what we need from them, but they are not receiving work from us, how can they show us they are willing to make those changes?
What role does technology play in managing vendor relationships, if any?
While I am not against using technology for more trivial tasks, the human element is the most important in Vendor Relations. I am not a fan of automatic emails, automatic scoring systems, etc. While these have their place, it is important to have the human eye on them still. I use technology to track feedback regarding vendors, but I never use technology as the be-all and end-all.
“The human element is the most important [element] in Vendor Relations.”
How does collaboration with other departments (like Operations, Client Management, Sales etc.) contribute to VR’s success?
Simply put, VR cannot function without collaboration with every other department. Accounting comes to us when Vendors need to be paid but are missing paperwork or if a vendor isn’t invoicing us correctly. Compliance and VR work very closely together, ensuring our vendors are active and compliant and promptly responding to our requests. Service and VR obviously go hand in hand, as we monitor the vendors that we have to use on a day-to-day basis. We also receive feedback from other departments, which factor into the decisions regarding partnerships.
What are some ways you support your team?
For one, I am not above any task that comes VR’s way. Good bosses delegate, but great bosses lead. I would never place a task on my team that I wouldn’t do myself. If we are busy or tasked with a large project, I have no problem hopping in and assisting. Ultimately, we are a team, and we should lean on each other in that way. That’s a philosophy that I carry in all facets of life.
What advice would you give someone interested in a career in vendor management?
Have thick skin. Keep your ears open. Be empathetic and open-minded but firm in your beliefs. Give the benefit of the doubt until you are shown otherwise. Do not penalize vendors for previous vendor’s mistakes. In other words, don’t allow the handful of poor vendors to warp your worldview of all the vendors. Have great listening skills. Know how to be creative when resolving conflicts. Be stern but respectful. I would highly recommend working in customer service and learning how to speak to others in a professional setting.
“Have thick skin. Keep your ears open. Be empathetic and open-minded but firm in your beliefs.”
What’s the most rewarding part of your job?
Getting positive feedback from our clients is a tremendously rewarding aspect of my job. Hearing that a technician absolutely knocked it out of the park and being the one who gets to relay that feedback to the tech directly is always such a great experience. Also, being able to come to an agreement with a vendor for the client’s sake is incredibly rewarding.
How do strong vendor relations benefit our clients?
Strong vendor partnerships are essential to client satisfaction. I call this the VR “Circle of Life.” Happy vendors give great service. Great service keeps our clients happy. Happy clients means more work for our vendors. And the cycle continues. VR comes in to balance these relationships, especially when there is a disagreement or an issue in the middle that needs a resolution. When you have a vendor who is compensated fairly, feels heard and is treated with respect, you will receive the best quality work possible.