One of the key undocumented results of disastrous project is bad chemistry between people. You would not need or expect this if robots did your work, but yours is a living project managed by humans. There is no matrix to measure chemistry, attitude or flexibility, but these are critical to the degree of success and benefits you glean out of your relationship with your vendor. Do not disregard the 'vibes' your and your counterparts feel.

As a manager, you need to plan and manage the new relationship you are getting into. Do so proactively. Think outside of your current setting.

On the surface, most vendors appear to be technically competent, and they could well be. After the customary technical review, facility and capability reviews, look for nuances that can make the difference.

Although you will be allocated a key account manager, attempt to interact with as many people as possible on your team.

Prior to finalization, visit the vendor or hold a video conference with team members likely to work on your project.

Be professional but with a friendly trim, this will help set a tone for the relationship.

Maintain the hierarchy but communicate - off the cuff - with team members. This could be a casual chat on your IM.

If an existing team member is leaving, tell him/her you are sorry to see him/her go. If a new one comes aboard; a personalized welcome email makes a great way to start things off on the right footing.

Make an attempt to understand their culture, their country, etc. It makes people feel you care

Be different, play a game of tic-tac-toe on the interactive whiteboard - they will never forget it!

If you visit your vendor, work hard then take your team to a dinner to a pub.