Wynn J. Boeing backed itself into a corner by agreeing to do more than they could do for the price they agreed to. Were you to find yourself in that position with a supplier, you might say “Hey, tough luck, that’s your problem, you should be more careful next time, now where’s my stuff?” Some folks sure do behave that way, and maybe if the transaction is for a commodity where there plenty of suppliers to choose from, that attitude won’t have long term negative impacts to the entities that adopted it. However with a key strategic supplier, like Boeing, in the big picture this is probably not the right approach. So if Boeing requests a program change that saves Boeing money, but doesn’t materially impact the mission capability of the product, why refuse it? If you take care of your partners in business, they will take care of you. If you try to extract all the value for yourself, you’ll find yourself with no one to partner.