Collaboration between supply chain partners: when does it matter? Evidence from collaborative profiles

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Kumar
Keyword(s):  
Supply Chain ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Resource Sharing ◽  
Supply Chain Collaboration ◽  
Content Type ◽  
New Perspective ◽  
And Performance ◽  
Collaborative Activities ◽  
Functional Areas

Purpose Considering the limitations of supply chain collaboration (SCC) literature, the purpose of this paper is to develop SCC framework and analyze the SCC practice based on the framework. The framework incorporating internal and external knowledge sharing under a collaborative culture (CC) and problem-solving environment preceded by preparedness is required. Design/methodology/approach To achieve successful collaboration, this paper encompasses problem-solving and performance measurement, preparedness, culture, relationship strength (RS) and gives resource sharing and planning as internal and external focused perspectives. Exploratory methods are used to analyze the data from industries. Findings CC, RS and preparedness are crucial that reflect the health of collaboration. Three levels of collaboration practice – good, moderate and weak – are prominent where the extent of SCC practice seems weak. Collaborative activities that matter more are identified. Market-based knowledge sharing is important for good and moderate SCC, while weaker collaboration does not focus on it. Interestingly, this paper finds an increasing level of collaboration may not always result in increased performance. Firms from the pharmaceutical, automobile and electrical/electronic industry tended to practice higher collaboration as compared to other industries. Originality/value By integrating market-driven management, resource-based view, and contingency theory, the SCC framework gives a new perspective. Joint planning and resource sharing are categorized as internal and external focused functional areas. The paper identifies three profiles of collaboration and discusses the importance of SCC activities in achieving performance.

Supply chain integration and its impact on sustainability

2018 ◽  
Vol 118 (9) ◽  
pp. 1749-1765 ◽  
Author(s):  
Mingu Kang ◽  
Ma Ga (Mark) Yang ◽  
Youngwon Park ◽  
Baofeng Huo
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Management Practices ◽  
Social Performance ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Content Type ◽  
New Perspective ◽  
And Performance ◽  
And Function

Purpose The purpose of this paper is to examine the role of supply chain integration (SCI) in improving sustainability management practices (SMPs) and performance. Design/methodology/approach Based on data collected from 931 manufacturing firms in multiple countries and regions, the authors conducted a structural equation modeling analysis to test the proposed hypotheses. Findings The findings suggest that supplier and customer integration are vital enablers for both intra- and inter-organizational SMPs. The results also reveal that both intra- and inter-organizational SMPs are significantly and positively associated with sustainability performance (i.e. economic, environmental and social performance) and function as complements to jointly enhance environmental and social performance. Originality/value This study incorporates SCI into the sustainability literature, providing a new perspective on sustainability and supply chain management research.

Potentials of blockchain technologies for supply chain collaboration: a conceptual framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abderahman Rejeb ◽  
John G. Keogh ◽  
Steven J. Simske ◽  
Thomas Stafford ◽  
Horst Treiblmaier
Keyword(s):  
Supply Chain ◽  
Conceptual Framework ◽  
Information Sharing ◽  
Resource Sharing ◽  
Supply Chain Collaboration ◽  
Goal Congruence ◽  
Content Type ◽  
Information Transparency ◽  
Narrative Literature Review ◽  
Key Dimensions

PurposeThe purpose of this study is to investigate the potentials of blockchain technologies (BC) for supply chain collaboration (SCC).Design/methodology/approachBuilding on a narrative literature review and analysis of seminal SCC research, BC characteristics are integrated into a conceptual framework consisting of seven key dimensions: information sharing, resource sharing, decision synchronization, goal congruence, incentive alignment, collaborative communication and joint knowledge creation. The relevance of each category is briefly assessed.FindingsBC technologies can impact collaboration between transaction partners in modern supply chains (SCs) by streamlining information sharing processes, by supporting decision and reward models and by strengthening communicative relationships with SC partners. BC promises important future capabilities in SCs by facilitating auditability, improving accountability, enhancing data and information transparency and improving trust in B2B relationships. The technology also promises to strengthen collaboration and to overcome vulnerabilities related to moral hazard and shortcomings found in legacy technologies.Research limitations/implicationsThe paper is mainly focused on the potentials of BC technologies on SCC as envisioned in the current academic literature. Hence, there is a need to validate the theoretical inferences with other approaches such as expert interviews and empirical tests. This study is of use to practitioners and decision-makers seeking to engage in BC-collaborative SC models.Originality/valueThe value of this paper lies in its call for an increased focus on the possibilities of BC technologies to support SCC. This study also contributes to the literature by filling the knowledge gap of how BC potentially impacts SC management.

Supply chain criticality in sustainable and resilient enterprises

2016 ◽  
Vol 11 (4) ◽  
pp. 869-888 ◽  
Author(s):  
Rick Edgeman ◽  
Zhaohui Wu
Keyword(s):  
Supply Chain ◽  
Supply Chain Collaboration ◽  
Performance Excellence ◽  
Strategy Execution ◽  
Content Type ◽  
National Quality ◽  
Quality Award ◽  
Governance Strategy ◽  
And Performance ◽  
Enterprise Excellence

Purpose The purpose of this paper is to broadly explore the contributions of supply chain proficiency in relation to sustainable enterprise excellence, resilience and robustness (SEER2). Design/methodology/approach A pre-existing SEER2 model, referred to as the Springboard to SEER2, is put under the microscope to determine specific interactions of supply chain proficiency with six key areas of the Springboard: triple top-line strategy and governance; strategy execution via policies, processes and partnerships; financial and marketplace performance and impact; sustainability performance and impact; human ecology and capital performance and impact; and social-ecological and general innovation and continuous improvement performance and impact. Findings Supply chain proficiency is integral to attainment of SEER2. As such, supply chain proficiency must be thoughtfully and strategically approached, with success critical to enterprise contribution to mitigation or solution of wicked global challenges ranging from climate change, to food insecurity, to societal conflict. Originality/value This paper reveals in depth the centrality of supply chain proficiency to SEER2, suggesting that such models as those behind America's Malcolm Baldrige National Quality Award and the European Quality Award might be enhanced by more deeply considering supply chain contributions to business and performance excellence. Supply chains are at present peripheral to such models, thereby providing essentially isolated views of enterprises in an age where supply chain collaboration is increasingly the norm.

Twin-objective supply chain collaboration to cope with rare but high impact disruptions whilst improving performance

2017 ◽  
Vol 28 (2) ◽  
pp. 488-507 ◽  
Author(s):  
Quan Zhu ◽  
Harold Krikke ◽  
Marjolein C.J. Caniëls ◽  
Yacan Wang
Keyword(s):  
Supply Chain ◽  
Performance Improvement ◽  
Positive Impact ◽  
Control Variable ◽  
High Impact ◽  
Group Model ◽  
Supply Chain Collaboration ◽  
Short Term ◽  
Content Type ◽  
And Performance

Purpose Rare but high impact (R-HI) disruptions, which are caused by legal changes, socio-technical accidents, or natural disasters, are becoming more frequent and have strong short-term and long-term impacts on performance. Meanwhile, the short-term perspective of managers leads to adoption of mitigation strategies with lower investments and immediate performance improvement. The purpose of this paper is to provide insights on supply chain collaboration (SCC) to establish so-called twin-objective strategy to help both risk mitigation (through moderation effects) and performance improvement (through a direct positive impact). Moreover, power position will be considered as the control variable. Design/methodology/approach A cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least squares estimations. A sub-group model analysis was applied to test the effect of the control variable. Findings The findings verify that SCC has both a direct positive impact on performance and moderation effects on the relationships between sources of R-HI disruptions and performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from SCC, but in different ways. Originality/value The study shows that the allocation of gains from collaborative advantage should be added to the theory-building of relational view. Meanwhile, the research extends the focal firm’s context to its supply chain’s context so that classic contingency theory can be extended to adequately explain supply chain management phenomena.

Supply chain collaboration index: an instrument to measure the depth of collaboration

2014 ◽  
Vol 21 (2) ◽  
pp. 184-204 ◽  
Author(s):  
Gopal Kumar ◽  
Rabindra Nath Banerjee
Keyword(s):  
Supply Chain ◽  
Supply Chain Collaboration ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Index Model ◽  
External Focus ◽  
Proposed Model ◽  
Index Weight ◽  
Collaborative Activities ◽  
Hierarchy Process

Purpose – The purpose of this paper is to develop and measure supply chain collaboration index and to arrange collaborative activities in terms of its importance. Design/methodology/approach – This study uses data from industries in India to compute the collaboration index. Weight for each activity of collaboration was calculated by analytic hierarchy process (AHP) and this weight was used to compute the index combined with the formula proposed by Fornell et al. Findings – Supply chain collaboration index is computed as 40.44 on a scale of 1-100. The study also arranges collaborative activities in decreasing order of importance. Practical implications – By using model of this study, a firm can benchmark its collaborative practice. They can also identify extent of practice of internal and external focus areas. Further, firms can identify which activities should require more attention and improvement. Originality/value – The study proposed a supply chain collaboration index model and calculated the index using the proposed model and data collected from India. The study used model as proposed by Fornell et al. to compute collaboration index combined with the weight computed by employing AHP.

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

2017 ◽  
Vol 22 (2) ◽  
pp. 107-121 ◽  
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.

Supply chain collaboration for ERP implementation

2017 ◽  
Vol 37 (10) ◽  
pp. 1327-1347 ◽  
Author(s):  
Yulong Li ◽  
Feng Wu ◽  
Wei Zong ◽  
Bo Li
Keyword(s):  
Supply Chain ◽  
Knowledge Sharing ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
Knowledge Generation ◽  
Equation Modeling ◽  
Additional Contribution ◽  
Supply Chain Collaboration ◽  
Erp Implementation ◽  
Content Type

Purpose The purpose of this paper is to develop and empirically test a conceptual framework to analyze how inter-organizational knowledge sharing facilitates enterprise resource planning (ERP) implementation. Design/methodology/approach Data were collected from a 2014 survey on 283 Chinese companies. Structural equation modeling was used to test the structural model of the framework. Findings The results of the study indicated that organizational preparedness (in terms of internal culture, organizational structure, availability of resources, and technological capabilities), positive benefits and costs perception, and external influences (in terms of environmental uncertainty, competitive pressure, and partner readiness) would facilitate inter-organizational knowledge sharing, which in turn, would enhance ERP implementation effectiveness. Research limitations/implications Convenience samples from an author’s MBA classes were used in the survey, and a single respondent from each organization answering all questions for such complicated issues also posed the risk of measurement bias and inaccuracy. Practical implications The study provided evidences to practitioners about how organizations should collaborate with supply chain partners at a full scale in knowledge generation, maintenance, dissemination, and application in order to enhance their effectiveness on ERP implementation. Originality/value ERP projects are predominately observed in existing research as internal initiatives that companies take independently within their own organizational boundaries. This study represents one of the early large-scale empirical efforts to investigate ERP implementation from an inter-firm supply chain collaboration perspective. Additional contribution includes some interesting empirical evidences on the current state of ERP utilization in the Chinese market.

scholarly journals The complexity of collaboration in supply chain networks

2020 ◽  
Vol 25 (3) ◽  
pp. 393-410 ◽  
Author(s):  
Yuan Huang ◽  
Weixi Han ◽  
Douglas K. Macbeth
Keyword(s):  
Supply Chain ◽  
Data Interpretation ◽  
International Joint Ventures ◽  
Future Research ◽  
Supply Chain Collaboration ◽  
Statistical Validation ◽  
Content Type ◽  
Supply Chain Networks ◽  
Trade Offs ◽  
Collaborative Activities

Purpose This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships). Design/methodology/approach A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors. Findings The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs. Research limitations/implications A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis. Practical implications A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops. Originality/value A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.

Visibility, resource sharing and performance in supply chain relationships: insights from humanitarian practitioners

2016 ◽  
Vol 21 (1) ◽  
pp. 125-139 ◽  
Author(s):  
Amin Maghsoudi ◽  
Ala Pazirandeh
Keyword(s):  
Supply Chain ◽  
Resource Sharing ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Content Type ◽  
Humanitarian Organizations ◽  
Supply Chain Relationships ◽  
And Performance ◽  
The Impact

Purpose – This paper aims to, by connecting to the ongoing conversation on the importance of supply chain visibility, empirically examine the impact of visibility in supply chain relationships, on resource sharing among and on the performance of humanitarian organizations. Design/methodology/approach – Survey data were collected from 101 humanitarian organizations in Southeast Asia. The organizations all experienced being interconnected within the supply chain relationships formed in humanitarian response settings. Data are used to test the conceptually developed model, using the structural equation modeling-partial least square (SEM-PLS) approach. Findings – Results show that visibility has a significant impact on resource sharing and the performance of the organizations, especially in terms of the willingness to share resources, resources used and flexibility of organizations. The results also show that, in situations of high uncertainty, the association between resource sharing and performance becomes weaker. Research limitations/implications – The study is limited to the method used. Practical implications – Findings of this research provide insights for humanitarian practitioners on the need to increase visibility of the scarce resources available within the relationships formed during a disaster relief operation to improve overall disaster response. The level of uncertainty in terms of needs assessment, number of affected people, location of a disaster and so forth, is also taken into account in the recommendations made. Originality/value – This study is among the first to empirically test the link between visibility, resource sharing and performance, specifically in a humanitarian context, which is among the critical success factors for better interorganizational coordination and better aid delivery.

The extended enterprise: a decade later

2016 ◽  
Vol 46 (1) ◽  
pp. 43-61 ◽  
Author(s):  
Robert Spekman ◽  
Edward W Davis
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Knowledge Sharing ◽  
Risk Sharing ◽  
Major Theme ◽  
Collaborative Partnerships ◽  
Extended Enterprise ◽  
Content Type ◽  
And Performance ◽  
Risk Knowledge

Purpose – The purpose of this paper is to review the state of the art in extended enterprise (EE) thinking. Design/methodology/approach – The approach used the 2004 book, The Extended Enterprise, as the jumping-off point to review the literature and better define the EE. What was once projected as depicting the future state of supply chain management is now shaping the way in which organizations interact with their customers and suppliers. New issues in this arena include considerations of risk, knowledge sharing, and supply chain performance. The authors review these new developments, describe how they might affect the collaborative supply chain, and posit future trends. Findings – The major theme from this research is that EE thinking is emerging among global companies as a primary way in which firms now compete. The term “Collaborative supply chains” appears, in some circles, to replace the term “EE.” Yet the principles and tenets delineated in the term “EE” are captured in “collaborative supply chains.” The authors find that the EE concept is distinct from other supply chains or subcontracting relationships in that firms are linked as learning organizations. Also, the authors have noted barriers to collaboration such as an unwillingness to share information, lack of trust, perceptions of lack of mutuality and symmetry, and mistrust about the fairness of benefits, costs, and risk sharing. Research limitations/implications – The limitations of this research could be a function of the papers reviewed since this review was not intended to be exhaustive but merely illustrative of the extant research. Nonetheless, the conclusions from the focus on risk, knowledge sharing, and performance hold strong implications for more collaborative relations among supply chain partners. Originality/value – Given the importance of supply chain partnerships, this research adds perspective for those firms that are reluctant to engage in such collaborative partnerships. This review contributes to extended enterprise thinking and is therefore insightful for both academics and practitioners.

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