Supply chain collaboration: Impact on collaborative advantage and firm performance

PurposeDespite over 30 years of focus on supply chain collaboration, companies continue to struggle to achieve collaborative advantage. To better understand why some companies are able to collaborate for competitive advantage and others can't, the authors explore how managerial commitment enables collaborative capabilities.Design/methodology/approachThe authors employed a longitudinal inductive study, interviewing companies with reputations for intense supply chain collaboration at four different times over 20 years.FindingsThe authors identified managerial commitment as a super-ordinate enabler. They describe the dynamics of commitment development and explore three types of commitment: instrumental, normative and transformative. The authors document key antecedents and outcomes of each type of commitment.Research limitations/implicationsTheory regarding the antecedents to commitment to collaborative capability is underdeveloped. The authors elaborate these antecedents and the dynamics that enable or undermine the commitment necessary to build effective collaboration capabilities.Practical implicationsThe authors provide insight (i.e. a practical and actionable roadmap) into the process companies use to cultivate commitment to collaboration and value co-creation.Originality/valueCollaboration is critical to value co-creation, including effective supply chain risk mitigation and lasting sustainability efforts. The authors elaborate a theory of commitment dynamics that explains why most companies never go beyond basic levels of collaboration. At the same time, the authors provide a roadmap for deep, transformative collaboration.

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An Analysis of Supply Chain Collaboration and Its Impact on Firm Performance - An Integration of Social Capital, Justice, and Technology Use

Proceedings of the 15th International Conference on Enterprise Information Systems ◽

10.5220/0004400500050012 ◽

2013 ◽

Keyword(s):

Social Capital ◽

Supply Chain ◽

Firm Performance ◽

Technology Use ◽

Supply Chain Collaboration

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The Role of e-Business Solution in Firm Performance: Impact of Supply Chain Collaboration in Manufacturing Sector in Jordan

International Journal of Economics & Management Sciences ◽

10.4172/2162-6359.1000557 ◽

2018 ◽

Vol 07 (06) ◽

Author(s):

Dima AL-Hinn ◽

Mohammad J Adaileh

Keyword(s):

Supply Chain ◽

Firm Performance ◽

Manufacturing Sector ◽

Supply Chain Collaboration ◽

Performance Impact

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Effect of Supply Chain Coordination on Performance

International Journal of Information Systems and Supply Chain Management ◽

10.4018/ijisscm.287130 ◽

2022 ◽

Vol 15 (1) ◽

pp. 0-0

Keyword(s):

Supply Chain ◽

Firm Performance ◽

High Performance ◽

Supply Chain Coordination ◽

Linear Regression Analysis ◽

Mediation Model ◽

Mediating Effects ◽

Collaborative Advantage ◽

Supply Chain Relationships ◽

Supply Chain Agility

Research on supply chain management (SCM) focuses on “what” factors of a supply chain enable firms to achieve high performance. It examines the effect of two strategically important pillars: supply chain relationships or capabilities. However their isolated investigation leads to a limited understanding of “how” they can be combined to increase firm performance. In this study we argue that beyond their direct effects the relational and the capability-based determinants of a supply chain have a network of indirect relationships that concurrently and differentially affect firm performance. Building on the relational and resource-based views we develop a serial-mediation model examining the mediating effects of trust in supply chain and collaborative advantage (i.e. relational determinants), and supply chain agility and coordinated supply chain (i.e. capability-based determinants) of SCM. Through the use of hierarchical linear regression analysis we show that trust, agility and collaboration act as serial mediators that carry the indirect effect of coordination to firm performance.

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The effect of stakeholder's commitment and government regulations on dry port firm performance

Accounting ◽

10.5267/j.ac.2021.5.014 ◽

2021 ◽

Vol 7 (7) ◽

pp. 1569-1574

Author(s):

Engkos Achmad Kuncoro ◽

Dicky Hida Syahchari ◽

Hardijanto Saroso ◽

Darjat Sudrajat ◽

Henny K.W. Jordaan

Keyword(s):

Supply Chain ◽

Firm Performance ◽

Stakeholder Engagement ◽

Government Regulation ◽

Supply Chain Collaboration ◽

Government Regulations ◽

Logistics Company ◽

Loading And Unloading ◽

Dry Ports ◽

Positive Results

The dry port (or land port) is an inland area or an intermodal port directly connected to a seaport. Cikarang Dry Port, as one of the best performing dry ports among other dry ports in Indonesia, only contributes 18% of the loading and unloading volume at Tanjung Priok port. This study examines the effect of supply chain collaboration and service stakeholder engagement on Dry Port Company's performance. The data collected from a questionnaire. The 55 responses from employees of Cikarang dry port and a logistics company in Jakarta. The hypothesis was tested by multiple regression. This study confirms that government regulation and Stakeholder Commitment positively impact the performance of port companies. The study inspires managers to recognize the positive results of government regulation practice among stakeholder engagement organizations to improve port performance in port supply chains.

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Business process management and supply chain collaboration: effects on performance and competitiveness

Supply Chain Management An International Journal ◽

10.1108/scm-01-2017-0008 ◽

2017 ◽

Vol 22 (2) ◽

pp. 107-121 ◽

Cited By ~ 30

Author(s):

Jiraporn Pradabwong ◽

Christos Braziotis ◽

James D.T. Tannock ◽

Kulwant S. Pawar

Keyword(s):

Supply Chain ◽

Business Process ◽

Business Process Management ◽

Process Management ◽

Positive Impact ◽

Supply Chain Collaboration ◽

Organisational Performance ◽

Content Type ◽

Collaborative Advantage ◽

Collaborative Activities

Purpose This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. Design/methodology/approach Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling. Findings This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance. Research limitations/implications This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study. Practical implications The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices. Originality value This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

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