I agree and disagree with Cliff.
Reducing trades down to talent evaluation and asset cost is too simplistic.
A competent general manager, like any negotiator, knows when and how to apply leverage.
While there might be similar valuations on both sides, a competent manager will take advantage of a less competent manager when applying said leverage. Ray Shero understood the leverage he had over the organization and used it accordingly. That leverage could be the time factor, asset loss factor, or what I think, is a talent evaluation blindspot.
I think that's why some guys have better trade records than others; the ability to see what it is the other guy isn't seeing. That shows itself when you pick up a great player for relatively little return, but it also presents itself by understanding the motivation of the trading party and providing them with what they need to feel as if they've won the talent evaluation.
Shero, Regier, Jarmo, saw Feaster coming a mile off, as did GMs before him with Button and Sutter.
No, it's not as simple as soothsaying a guy, but, understanding the weakness of the management you're dealing with on the other end of the phone is important leverage in a trade negotiation because it allows you to play to that weakness.
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