在三个不同的领域中，买方供应电力对管理、价值创造、资产利用和成本优化(Hingley et al.， 2015)有好处。资产利用的作用表明，发展的重点是与供应商网络的创新和技术相匹配，从沃尔玛的案例中可以看出。
另一个航空制造公司(AMI)的例子是它成为Easton的第一个客户，Easton组织提供XPX组件。这个案例是为了解释买方-供应商权力和交换结果对管理层的重要性。考虑到AMI和Easton都处于战略供应伙伴关系的6年，其中XPX组件一直由Easton提供给AMI (Poppo和Zhou, 2014)。协议的条款是在建立战略伙伴关系之前确定的。因此，从伊斯顿的结束的安排的基础是它的权力地位，因为这是一个成本加安排由伊斯顿提供。这是由于它相对较低的权力地位，因为它试图从AMI获得业务，因为它是第一个客户。这为Easton提供了4%到5%的利润，因为供应商的选择使AMI的权力地位更加强大。然而，在6年的合同期内，作为供应商的Easton继续向XPX组件提供改进和发展，并升级到XPX III (Pulles et al.， 2014)。这一开发提供了与其他2个潜在供应商相比，Easton的XPX III的功能、有效性和成本优势。
There are three distinct domains wherein the buyer supply power benefits the management, value creation, utilization of asset and cost optimization (Hingley et al., 2015). The role of asset utilization suggests the development that focuses on matching the innovations and research and development of the organization with the innovations and technologies of supplier networks as evident from the case of Walmart.
Another example of Aerospace Manufacturing, Inc. (AMI) is taken in which it became the first customer of Easton, The organization of Easton supplied the XPX components. This case is taken in order to explain the importance of the buyer-supplier power and the exchange outcomes to the management. It is to consider that AMI and Easton both were in a strategic supply partnership for six years wherein the required XPX component was constantly supplied by Easton to AMI (Poppo and Zhou, 2014). The terms of agreement were defined prior to forming the strategic partnership. Hence, the basis of the arrangement from the Easton’s end was its power position due to which a cost plus arrangement was offered by Easton. This was performed due to its relatively low power position than AMI as it was attempting to obtain the business from AMI since it was the first customer. This provided a 4 to 5 per cent of profit for the Easton as the power position of the AMI was stronger due to the options of suppliers. However, during the six years of contract, Easton as a supplier continued to make advancements and developments to the XPX component offered and it was upgraded to XPX III (Pulles et al., 2014). This development provided with increased functionality, effectiveness and cost advantage as compared with the other 2 potential suppliers with the Easton’s XPX III.