These days, in order to acquire sustainable competitive advantage in the global market,enterprises make efforts to promote ecosystem-based competitiveness beyond the enhancementof competitive power of individual company. To promote ecosystem-based competitiveness,appropriate management for supplier partnership is becoming more important. However, despiteits growing importance there is no enough number of empirical studies on the management ofsupplier partnership. This study analyzed supplier partnership with a case of Samsung Electronics,which is a global first class company. For the case analysis, M-ies model was proposed as aconceptual framework to describe it as a management innovation process. This study stressedthat Samsung’s supplier partnership has evolved according to three stages over the last 20years. It has been differently influenced by management ideology of the CEO, environmentalcharacteristics, and strategies as an impetus to management innovation according to thestages. It became an important basis for the Samsung Production System(SPS) and made agreat contribution to technological innovation, market expansion and employment generationfor both Samsung and its suppliers. The study suggested global resilience management system,platform strategies for the cooperation with innovative small firms, and establishment of thecreative ecosystem by creating shared values(CSV) for Samsung to maintain and propagate itsown innovative momentum.