考虑到在沃尔玛的例子中，买方的权力地位高于供应商(Yilmaz Borekci et al.， 2015)。这被认为是沃尔玛向主要供应商的大量订单。通过将产品交付给沃尔玛本身，这一大批订单占了供应商组织收入的90%以上。这为组织的管理提供了更多的好处。沃尔玛的管理可以对供应商产生影响，降低产品成本，进一步提供高质量的产品，并及时交付更多的功能。然而，当供应商的权力地位高于买方时，就会影响买方接受较低的质量、价格的增加和缺乏对组织产生负面影响的可用性(Buciuni和Mola, 2014)。因此，在权力地位上的平衡是必要的，并形成战略伙伴关系以获得最大化的利益。
It is to consider that in the example of Walmart, the power position of the buyer is higher than that of the supplier (Yilmaz Borekci et al., 2015). This is considered as Walmart places considerable amount of orders to the primary supplier. This large pool of orders makes up more than 90 per cent of the organizational revenue for the suppliers through delivering the products to Walmart itself. This provides with more benefits to the management of organization. The management of Walmart can exert influence on the suppliers to reduce the cost of products and further provide with high quality products and timely deliveries among more functions. However, when the power position of the supplier is higher than the buyer, it can influence the buyer in terms of accepting lower quality, increase in prices and lack of availability which impacts the organization negatively (Buciuni and Mola, 2014). Therefore, the balance in the power position is essential along with forming the strategic partnership to obtain the maximized benefits.
Moreover, the buyer-supplier power provides the required confidence to the supplier that the buyer will purchase the supplies from the dedicated source that will generate more revenue for the supplier. Due to this advantage, the suppliers provide a benefit to the management of increased discount in the price of the materials in order to encourage long term association and future purchases (Chicksand, 2015). It is not only the product related benefits that are achieved from the buyer supplier power and exchange outcomes but also distinct benefits are realized due to the number of contributions across the organization in terms of technology, product development, cost reduction and timely deliveries.