“…(i) a reduction in the ability to build long term relationships (Smeltzer and Carr, 2003;Emiliani, 2004); (ii) pressures on incumbent suppliers to reduce their price with no guarantee of gaining new business (Van Tulder and Mol, 2002;Smeltzer and Carr, 2003;Emiliani, 2004;Caniëls and van Raaij, 2009); (iii) perceptions of opportunism and coercion that the use of RAs can create among participating suppliers (Jap, 2001;Smeltzer and Carr, 2002; Several papers provide guidelines on the best use of RAs, with particular focus on the potential pitfalls (Schoenherr and Mabert, 2007;Schoenherr, 2008;Hawkins, Gravier et al, 2010). To address the appropriateness of using RAs, Hawkins et al (2010) suggest that sourcing managers consider the strategic factors (e.g.…”