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.

A systematic review of the literature on supply chain agility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bharat Singh Patel ◽  
Murali Sambasivan
Keyword(s):  
Supply Chain ◽  
Cost Benefit ◽  
Business Environment ◽  
Future Research ◽  
Research Directions ◽  
Content Type ◽  
Trade Offs ◽  
Supply Chain Agility ◽  
Agility Assessment ◽  
Future Research Directions

Purpose The purpose of this study is to critically examine the scholarly articles associated Murali Sambasivan with the diverse aspects of supply chain agility (SCA). The review highlights research insights, existing gaps and future research directions that can help academicians and practitioners gain a comprehensive understanding of SCA. Design/methodology/approach The present study has adopted author co-citation analysis as the research methodology, with a view to thoroughly investigating the good-quality articles related to SCA that have been published over a period of 22 years (1999-2020). In this study, 126 research papers on SCA – featuring diverse aspects of agility – from various reputed journals have been examined, analysed and assimilated. Findings The salient findings of this research are, namely, agility is different from other similar concepts, such as flexibility, leanness, adaptability and resilience; of the 13 dimensions of agility discussed in the literature, the prominent ones are quickness, responsiveness, competency and flexibility; literature related to SCA can be categorised as related to modelling the enablers, agility assessment, agility implementation, leagility and agility maximisation. This research proposes a more practical definition and framework for SCA. The probable areas for future research are, namely, impediments to agility, effective approaches to agility assessment, cost-benefit trade-offs to be considered whilst implementing agility, empirical research to validate the framework and SCA in the domain of healthcare and disaster relief supply chains. Practical implications This paper provides substantial insights to practitioners who primarily focus on measuring and implementing agility in the supply chain. The findings of this study will help the supply chain manager gain a better idea about how to become competitive in today’s dynamic and turbulent business environment. Originality/value The originality of this study is in: comprehensively identifying the various issues related to SCA, such as related concepts, definitions, dimensions and different categories of studies covered in literature, proposing a new definition and framework for SCA and identifying potential areas for future research, to provide deeper insights into the subject and highlight areas for future research.

scholarly journals A decade of supply chain collaboration and directions for future research

2015 ◽  
Vol 20 (6) ◽  
pp. 613-630 ◽  
Author(s):  
Claudine Antoinette Soosay ◽  
Paul Hyland
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Holistic Approach ◽  
The Body ◽  
Future Research ◽  
Supply Chain Collaboration ◽  
Content Type ◽  
Humanitarian Supply Chains ◽  
The Past ◽  
Body Of Knowledge

Purpose – This paper aims to conduct a systematic review of the literature on supply chain collaboration published over a 10-year period from 2005 to 2014. It explores the nature and extent of research undertaken to identify key themes emerging in the field and gaps that need to be addressed. Design/methodology/approach – The authors review a sample of 207 articles from 69 journals, after using an iterative cycle of defining appropriate search keywords, searching the literature and conducting the analysis. Findings – Key themes include the meaning of collaboration; considerations for supply chain collaboration theory; emerging areas in collaboration for sustainability, technology-enabled supply chains and humanitarian supply chains; and the need for a more holistic approach, multi-tier perspectives and research into B2C collaborations. Research limitations/implications – The paper provides discussion and scope for future research into the area which would contribute to the field tremendously. Originality/value – There have been very few reviews in the past on supply chain collaboration, and this is one of the first extensive reviews conducted to address how well the body of knowledge on supply chain collaboration corresponds with our contemporary society.

Supply chain collaboration and firm’s performance

2018 ◽  
Vol 31 (3) ◽  
pp. 358-379 ◽  
Author(s):  
Farhad Panahifar ◽  
P.J. Byrne ◽  
Mohammad Asif Salam ◽  
Cathal Heavey
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Structural Equation ◽  
The Body ◽  
Future Research ◽  
Supply Chain Collaboration ◽  
Content Type ◽  
Body Of Knowledge ◽  
Effective Collaboration ◽  
Trust Information

Purpose The purpose of this paper is to identify and assess the interrelationships between various characteristics of information sharing and trust and their criticality for effective information-centred supply chain collaboration initiatives and, in turn, its criticality to overall firm’s performance. Design/methodology/approach A survey of 189 executives from different firms was conducted and the resulting data were analysed to investigate how collaboration enablers affect effective collaboration and to determine its impacts on organisational performance. Structural equation modelling through partial least squares is used to study the relationships between four enablers (trust, information readiness, information accuracy and information security), perceived collaboration success, and two outcomes (sales growth and overall operational performance). Findings The empirical results indicate that three collaboration enablers including trust, information readiness and secure sharing of information improve supply chain collaboration. The present study finds that “secure sharing of information” was the most important factor in fostering information sharing-centred collaboration. The present study also demonstrates that effective collaboration positively and significantly influences on firm’s performance. Practical implications This study provides researchers and practitioners with a more comprehensive understanding about the information sharing-centred collaboration, its enablers and effects on firms’ performance in a supply chain context. Future research should focus on developing additional constructs that may capture other drivers of effective collaboration. Originality/value The present study makes an empirical contribution to the body of knowledge by investigating an integrated framework focussing on the enablers of collaboration through information sharing and its impact on firms’ performance.

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.

scholarly journals Resource-efficient supply chains: a research framework, literature review and research agenda

2015 ◽  
Vol 20 (2) ◽  
pp. 218-236 ◽  
Author(s):  
Aristides Matopoulos ◽  
Ana Cristina Barros ◽  
J.G.A.J. (Jack) van der Vorst
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Research Agenda ◽  
Resource Scarcity ◽  
Future Research ◽  
Theory Approach ◽  
Content Type ◽  
Use Of Resources ◽  
Trade Offs ◽  
Key Characteristics

Purpose – The study aims to define a research agenda for creating resource-efficient supply chains (RESCs) by identifying and analysing their key characteristics as well as future research opportunities. Design/methodology/approach – We follow a systematic review method to analyse the literature and to understand RESC, taking a substantive theory approach. Our approach is grounded in a specific domain, the agri-food sector, because it is an intensive user of an extensive range of resources. Findings – The review shows that works of literature has looked at the use of resources primarily from the environmental impact perspective. There is a need to explore whether or not and how logistics/supply chain decisions will affect the overall configuration of future food supply chains in an era of resource scarcity and depletion and what the trade-offs will be. Research limitations/implications – The paper proposes an agenda for future research in the area of RESC. The framework proposed along with the key characteristics identified for RESC can be applied to other sectors. Practical implications – Our research should facilitate further understanding of the implications and trade-offs of supply chain decisions taken on the use of resources by supply chain managers. Originality/value – The paper explores the interaction between supply chains and natural resources and defines the key characteristics of RESC.

scholarly journals Towards supply chain collaboration in B2B pricing

2016 ◽  
Vol 36 (7) ◽  
pp. 734-756 ◽  
Author(s):  
Marco Formentini ◽  
Pietro Romano
Keyword(s):  
Supply Chain ◽  
Interdisciplinary Approach ◽  
Two Dimensions ◽  
Future Research ◽  
Supply Chain Collaboration ◽  
Content Type ◽  
Industrial Marketing ◽  
Research Areas ◽  
Pricing Process ◽  
Relevant Topic

Purpose – Research on business-to-business (B2B) pricing has been mainly focussed on the supplier’s pricing process, thus adopting traditionally an internal perspective and perceiving pricing as a profit distribution parameter rather than an opportunity for collaboration with customers. Recently, the opportunity to develop win-win, collaborative relationships in the B2B pricing process by embracing a supply chain perspective has started to attract the attention of scholars across several research streams, who have highlighted the emergence of this topic using different definitions, perspectives and methodologies. The purpose of this paper is to address the need for integrating the fragmented body of knowledge on B2B pricing toward supply chain collaboration. Design/methodology/approach – This critical literature review adopts an interdisciplinary approach, focussing on industrial marketing and operations and supply chain management areas. Findings – The authors provide a critical synthesis and discussion structured in four streams clustered around two dimensions, i.e. the “extension” of the collaboration in the pricing process along the supply chain and the “direction” of collaboration. Research limitations/implications – Drawing on the literature gaps, the paper concludes by proposing an agenda for future research for a relevant topic both for academics and practitioners. Originality/value – This paper offers a novel comprehensive view of the supply chain collaboration in the B2B pricing process and provides opportunities for intensifying dialogue across different research areas.

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.

Collaborative process competence as an enabler of supply chain collaboration in competitive environments and the impact on customer account management

2020 ◽  
Vol 31 (4) ◽  
pp. 905-929
Author(s):  
Peter M. Ralston ◽  
Scott B. Keller ◽  
Scott J. Grawe
Keyword(s):  
Supply Chain ◽  
Structural Equations ◽  
Future Research ◽  
Supply Chain Collaboration ◽  
Collaborative Process ◽  
Competitive Intensity ◽  
Content Type ◽  
Empirical Survey ◽  
Account Management ◽  
The Impact

PurposeThe purpose of the current research seeks to understand what role supply chain (SC) collaboration plays in effectively managing customers of a firm. The research also investigates what role industry competitive intensity plays on SC collaboration formation.Design/methodology/approachThe current research utilizes empirical survey data from professionals whose companies collaborate within a SC. Structural equations modeling is employed to assess the relationship of collaborative process competence on SC collaboration as well as the moderating impact of industry competitive intensity. A further boundary condition is examined with the partner interdependence SC collaboration relationship. Additionally the SC collaboration account management relationship is also investigated.FindingsThe paper provides empirical insights on how SC collaboration contributes to focal firm customer account management. Additionally, results suggest that collaborative process competence and its relationship with SC collaboration works differently in the presence of partner interdependence and the moderator of industry competitive intensity.Research limitations/implicationsWhile the findings help to promote the generalizability of the new research, future research could seek to understand how firms could develop specific account management value propositions through SC collaboration in specific contexts.Originality/valueThe main contributions of the work include empirical analysis of a proposed theoretical model, a better understanding of the role collaborative process competence plays on SC collaboration formation and the discussion of customer account management as an outcome of SC collaboration.

Framework to precede collaboration in supply chain

2018 ◽  
Vol 25 (8) ◽  
pp. 2635-2659 ◽  
Author(s):  
Harjit Singh ◽  
Rajiv Kumar Garg ◽  
Anish Sachdeva
Keyword(s):  
Supply Chain ◽  
Manufacturing Industry ◽  
Global Market ◽  
Decision Makers ◽  
Supply Chain Collaboration ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Market Requirements ◽  
Collaborative Activities ◽  
Insight Into

PurposeThe purpose of this paper is to help supply chain (SC) decision makers successfully penetrate through SC collaboration and strengthen their SC in the global market by understanding collaborative activities, and understand how these activities are related to each other in the SC.Design/methodology/approachThis paper develops a set of collaborative activities from literature, and the developed model is helpful for SC decision makers to monitor their SC activities and take corrective actions to improve collaboration in their SC by using interpretive structural modeling (ISM) and MICMAC analysis.FindingsThis study reveals that collaborative activities increase the value of whole SC. The various activities are modeled on the basis of “an activity influencing other activities” and “an activity influenced by other activities,” which is useful for SC managers to take a decision.Research limitations/implicationsThe current study is literature based; therefore, there would be need of more explanation of the activities which lead to understand and implement SC collaboration in case of service and manufacturing industry.Practical implicationsThe model of this study is helpful for decision makers to implement supply chain collaboration (SCC) and to understand various SCC activities on the basis of their driving and dependence power.Originality/valueThis research provided insight into skills needed for SC decision makers to implement collaboration in the SC using ISM. The results of the study could be adopted to monitor the existing SCC program or design new collaboration program to meet the global market requirements. To the best of knowledge, there is no reference that discusses SC collaborative activities on the basis of their driving and dependence powers.

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