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This article aims at establishing the consequences of progress in the evaluation of credit risk within a bank-SME relationship. Thus, the reliability of quantitative approach implies the development of the relational approach. Four case studies with four SMEs underscore the progress lines that optimize the bank-SME relationship. One progress line in particular is the role of banks regarding the misunderstanding and the lack of comprehension of SMEs' managing directors concerning banking offersCet article cherche à établir les conséquences des progrès en matière d'évaluation du risque de crédit sur la relation banque/PME. La fiabilité des approches quantitatives sous-tend ainsi le développement du modèle relationnel. Quatre études de cas auprès de PME mettent en évidence des axes de progrès pour optimiser la relation banque/PME. Le rôle des banques vis-à-vis de la méconnaissance ou de l'incompréhension des dirigeants de PME des offres bancaires est l'un de ces axe

European legislation has so far failed to alleviate late payment. We introduce the concept of organizational routine; this contributes to understanding late payment and its persistence and focuses on more effective ways of alleviating it. The case study between a large Spanish company and its Spanish SME suppliers gives an exemplary illustration of organizational (trade credit) routines and their dynamics in a two-sided business relationship. The large company’s imbalanced routine and the SMEs’ balanced routine explain late payment. Potential for change and the alleviation of late payment is to be found in routines’ internal dynamics and in participants’ understanding.

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