Project Mangment

ijcrb.webs.
com
NOVEMBER 2013
VOL 5, NO 7
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
Driving Forces of Collaboration in Supply Chain: A Review

Salma Ahmad Department of Business Administration, Aligarh Muslim university, Aligarh, U.P, India Asad ullah Department of Business Administration, Aligarh Muslim university, Aligarh, U.P, India
Authors biography: Dr Salma Ahmed is an Associate Professor of Supply Chain Management and Management Information System at Department of Business Administration, Aligarh Muslim University. She has over 18 years of teaching experience and has supervised many doctoral theses and dissertations. She has published in a number of academic journals and has authored a book entitled How to write and Analyze Cases. Salma Ahmed is the corresponding author. Mr. Asadullah is a Research Scholar in the Department of Business Administration, Aligarh Muslim University, Aligarh, India. He has an Economics background with an M.B.A in International Business. His areas of interest include Supply Chain Management; Retailing and International Marketing etc.
Abstract
Purpose To examine different aspects of collaboration in supply chain over the last 19 years with the objective of developing theory for supply chain collaboration. Design/methodology/approach The paper is based on the review of 80 studies from 1990 to 2009. Findings Major findings shows that supply chain collaboration can be applied into different areas like process, planning, forecasting, transportation / distribution and the prime motivating factors behind the manufacturing companies entering into collaboration are trust, leadership, commitment, interdependence, organisational compatibility and infrastructure/technology. Research limitations/implications As the study is based on the review of literature covering many sectors, the findings of the study needs to be tested across select or specific sectors. Practical implications This study is a compilation of the work related to collaboration in supply chain, therefore it can be used for developing theories and identifying the driving forces for various industries leading to logistic collaboration in supply chin. Originality/value The review provides a clear understanding of the current state of research in supply chain collaboration. Key words: Supply chain, collaboration, driving forces. Paper type: Literature review. 39
COPY RIGHT 2013 Institute of Interdisciplinary Business Research
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7

Introduction:
The wide spread use of web based technologies and increase in competition has given rise to supply chain collaboration across many industries especially the automotive sector (Bagchi and Skjott-Larsen, 2005; Ireland, 1999). Over the years the concept of collaboration has made a significant transition from being purely theoretical to highly adopted practice in supply chain and as a result it has become popular among both the practitioners and academicians (Simatupang and Sridharan, 2005). According to Pagell (2004) collaborative practices in supply chain have become a well established research domain. Many companies have started getting benefited by their collaborative initiatives, as suggested by the growing literature on the subject (Narasimhan and Jayaram, 1998;Sanders, 2007, 2008; Shin et al., 2000; Simatupang and Sridharan, 2005;Vereecke and Mylle, 2006). However recent researches have acknowledged the complex role of collaboration and its mixed results; for example, Sanders (2007) has indentified that intra-firm collaboration had a direct impact on firm performance whereas inter- firm had an indirect impact. Similarly, Stank et al., (2001) in his empirical study for assessing the effects of internal and external collaboration on logistics service performance have found the evidence which suggest that internal collaboration led to the improvement of logistical service performance whereas external collaboration did not. Another study done by Vereeck and Mylle (2006) has concluded that collaboration improved the performances of the firms only marginally. The basic purpose of the researcher behind mentioning the above study is to provide the contextual clarity and the beginning of the review. Supply Chain Collaboration (Operational Definition): According to Min et al., (2005) the concept of collaboration has been widely examined across disciplines like Psychology (Konczak, 2001; Stern and Hicks, 2000); Marketing (Gadde et al., 2003; Jap, 1999, 2001; Perks, 2000); Management (Cross et al., 2002; Sawhney, 2002; Singh and Mitchell, 2005); Sociology (Powell et al., 2005) and Supply Chain Management (Holweg et al., 2005; Tuoninen, 2004). However, in this study the concept of collaboration has been reviewed within the supply chain context. Collaborative practices in SCM have established itself as successful and sustainable business operations (Attaran and Attaran, 2007). Also, as per the survey conducted by SCM review and computer science corporation (SCMR and CSC, 2004) collaboration has been cited as the 40
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
most important issue. It is being increasingly promoted like Silver Bullet in many areas of SCM (Kampstra et al., 2006). Hence, there is no denial of the fact that collaborative practices in the logistics area have become the source of efficiency and decisionmakers in the manufacturing and retailing industry have understood it. In SCM, Collaboration is a dominant concept aimed at gaining benefits and sharing results with the trading partners (Speakman et al., 1998). According to (Bowersox and Closs, 1996; Chan et al., 2003) the emphasis on the effectiveness of Supply Chain in its entirety has eliminated the boundaries of the single firms and has promoted them for collaboration between supply chain partners, leading to the establishment of strong relationships with each other. Therefore, Myhr and Speakman (2005) have described it as A Critical linking pins, as greater specialization brings in more of integration in the overall supply chain. Taking the broader view Bahinipati et al., (2009) has defined it as A business agreement between two or more companies at the same level in the Supply chain or network in order to allow greater ease of work and cooperation towards achieving a common objective. In the words of Whipple et al., (2002) it means partners working together, in a trustful, loyal and mutual environment aimed at reducing costs and improving performance. It is seen as a powerful instrument in achieving effective and efficient supply chain management (Fu and Piplani, 2004; Mentzer et al., 2000). Collaboration in supply chain has been conceptualized in various ways by researchers, as it can range from very shallow transactional focused to highly integrated close relations (Goffin et al., 2006); from collaborative communication to supplier development ( Oh and Rhee, 2008) or from inward facing to outward facing (Frohlich and Westbrook, 2001). Some definitions of collaboration in supply chain are presented in the table 1 below:
41
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7

Table. 1. Various definitions of Supply Chain collaboration: Authors Bowersox et al., (2003) Definition
Emerges when two or more firms voluntarily agree to integrate human, financial, and/or technical resources in an effort to create a new, more efficient, effective or relevant business mode. Crum and Palmatier (2004) Characterized as cooperative behaviour or joint decision making between companies, and represents a willingness, versus a requirement, to engage in inter organizational efforts. Finley and Srikanth (2005) Diverse entities working together, sharing processes, technologies, and data to maximize value for the whole group and the customers they serve. Kahn et al., (2006) A process based on trust, mutual respect, information sharing, joint ownership of decisions, and collective responsibility for outcomes. Min et al., (2005) adapted from Two or more companies sharing the Anthony (2000) responsibility of exchanging common planning, management, execution, and performance measurement information. Sanders and Premus (2005) adapted An affective, mutually shared process where from (Schrage, 1990) two or more firms work together, have mutual understanding, have a common vision, share resources, and achieve collective goals. Simatupang and Sridharan (2002) Two or more companies working together to and Whipple and Russell (2007) create a competitive advantage and higher profits than can be achieved by acting alone. Simatupang and Sridharan (2005) The close cooperation among autonomous business partners or units engaging in joint efforts to effectively meet end customer needs with lower costs. Skjoett-Larsen et al., (2003) Two or more parties in the supply chain jointly planning a number of promotional activities and working out synchronized forecasts, on the basis of which the production and replenishment processes are determined. Stank et al. (2003) A process of decision making among interdependent parties, involving the joint ownership of decisions and collective responsibility for outcomes. Source: Operational collaboration between shippers and carriers in the transportation industry (Fugate et al, 2009).
42
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Different terms such as co-ordination, cooperation, collaboration and integration are considered to be similar in supply chain, Arshinder and Deshmukh (2008). However, Kampstra et al., (2006) considers it as a sequence of business initiatives carried out by like minded collaborating partners and has divided it into four levels. Level 1: Communication- here the goal of the partners is to achieve improvement in productivity and sharing of information through simple IT applications. Level 2: Co- ordination- It involves intra and inter entity co-ordination of processes and its main purpose is the synchronisation of flows and automation of certain routine decision making processes for improving speed and accuracy. Here, the main focus remains on dealing with physical and policy constraints and additional investment in IT infrastructure becomes a necessity. Level 3: Intensive Collaboration- It involves collaborative members intensively for improving the strategic decision making and enhancement of innovation in the supply chain. Level 4: Partnerships- It involves extended financial linkages like sharing of investments and also profits.
In order to innovate within their supply chain firms enter into relationships. Various authors have called these types of relationships by various name like inter- organizational collaboration as joint ventures (Doz and Hamel, 1998); Strategic alliances (Vyas et al., 1995) , inter firm cooperation and virtual collaboration etc. These terms have been described in brief as under: (i) Joint Ventures: They are used to develop new market opportunities where the local party contributes in the form of market knowledge, labor and networks and the firm looking for new market provides goods and services, marketing strategies and financial resources (Collins and Doorley, 1991).
43
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7

(ii) Strategic Alliances:
These are type of long term inter- firm relationship in which two or more partners indulge in sharing of resources, knowledge and capabilities with the objective of enhancing the competitive position of each partner (Spekman and Sawhney, 1990). (iii)Co- operative arrangements: Co- operative arrangements are sought by many organizations with other organizations due to fast technological changes, organizational strategies, and competitive environment (Ring and Van De Ven, 1992). According to Cousins (2002) the rationale behind cooperative efforts lies on sharing of both tangible and intangible resources, collaboration and business goals like efficiency, competitive advantage and survival, through redesigning of process and products. According to Bowersox et al., (2000) due to ever changing global market and fierce competition, the traditional arms length relationships are no longer considered to be effective. Therefore, it is not surprising that most of the companies quickly adopted themselves to this emerging trend of supply chain collaboration, which Lapide (1999) has classified into three major types. In manufacturer supplier collaboration, manufacturer collaborates with suppliers and can reap the benefits in the areas of new product development, order fulfillment and capacity planning. In manufacturer customer collaboration, collaborative relationships develop between manufacturers and customer or manufacturer with distributors, wholesalers and retailers. Such collaboration can take place in the areas of demand planning and inventory replenishment.
While focusing jointly on planning of logistics activities, collaboration between companies and third party logistics (3PL) providers and fourth party logistics providers can take place. Further, elaborating on the levels and types of collaboration found in the SCM literature, Barratt (2004) has presented the directions in which collaborative relationship can be formed i.e. either vertical or horizontal collaboration. In this he has identified The four different potential relationship partners, suppliers and customers on the vertical axis and complementors or competitors on the horizontal plain. In addition, a new form of collaboration has also been identified called lateral collaboration, which is a form of combined relationship linking the benefits of vertical and horizontal collaboration (Mason et al., 2007). 44
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
(iv) Virtual collaboration: It refers to a temporary tightly coupled collaborative effort between independent entities i.e. suppliers, customers, competitors linked by telecommunication technology Byrne (1993). It helps in accessing the global market, cost sharing and skills.
Matopoulos et al., (2007) in his study has presented the conceptual framework for supply chain collaboration and has observed that it is about organizations and enterprises working together and the relationships can be considered as beyond normal commercial relationships. In the words of Bowersox, 1990; Mentzer et al., 2000; Muchstadt et al., 2001; it can be understood as a notion which implies that the chain members (two or more than two) get involved and work together actively for coordinating activities spanning the boundaries of their organizations for fulfilling and satisfying customers needs. Matopoulos et al., 2007; have suggested a general research framework for supply chain collaboration. In his framework, he has identified two pillars and distinguished them i.e. the one dealing with design and governing of supply chain activities and the other dealing with the establishment and maintenance of supply chain relationships.
(a) Designing and governing of supply chain activities: The first step in this involves taking the decision regarding the selection of partner. This is so because companies interact with large number of suppliers and customers in the real world but not all of them can be involved into collaboration, as it is based on the perceived benefits and drawbacks, expectations and the Business Fit of companies. The selection of activities on which collaboration would be established constitute the second step and the activities are defined as Width of collaboration. Elaborating on this Sahay (2003) says that companies should determine specific activities on which collaboration can be performed as all the activities do not require the same kind of involvement and close relationships. The third step is the decision regarding the strategic, tactical and operational level and constitutes the Depth of collaboration (Chopra and Meindl, 2001; Fawcett and Magnan, 2002). The combination of above three elements mentioned above comprises the intensity of collaboration. As mentioned by Matopoulus et al., 2007 The more the 45
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
depth (from operational level to tactical and strategic), the width (from simple supply chain activities to more complex such as new product development) and the number of entities, upstream/ downstream) the more intense the collaboration is. The last step involves the decision regarding the selection of appropriate technique and technology for facilitating information sharing. This is considered as very complicated decision because all the members may not be able to meet the requirements in terms of technology and techniques.
(b) Establishment and maintenance of Supply chain relationships: The second pillar identified by Matopoulus et al., (2007) is the establishment and maintenance of supply chain relation. Some of the critical elements in this cited by the authors like Barratt and Oliveira, 2001; Stank et al., 1999; are mutuality of benefits and sharing of risks and rewards. The other identified elements, in the literature like trust, power, and dependence also play an influential role in the companys decision to collaborate.
Thus to summarize the above discussion, it can be said that collaboration in supply chain means different companies involve themselves in the flow of products and information from the raw materials to final consumer in order to fulfill the customer needs. The areas in which they collaborate, as identified by Anderson and Lee, 1999, 2001; Ellaram, 1995; Horvath, 2001; are supply chain design (procurement, transportation and distribution); manufacturing (planning, inventory management, product design and development) and for order fulfillment (including order processing, sales, customer service and demand management).
In the SCM literature, traditional supply chains are considered as a weakly connected activity both within and outside the organization due to which there exists a lack of cohesion that destroys value in the supply chain. As such according to Anderson and Lee, 1999; Bauknight, 2000, collaboration in supply chain have been recognized as a significant process which holds the value creation opportunity and drive effective supply chain management. In the words of Lambert and Cooper (2000, p.76) a process is a structure of activities designed for action with a focus on end customers and on the dynamic management of flows involving products, information, cash, knowledge and ideas. According to Ellinger et al., (2000) collaboration has been widely mentioned as a process aimed at 46
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
creating competitive advantage through trust, mutual respect, joint decisions, information sharing and collective responsibility of outcomes between buyers and sellers. One of the pre- requisites for the supply chain process to be successful is that it should be flexible as far as possible to respond to the different customer requirements at minimum costs. Eight key supply chain processes has been proposed by Croxton et al., (2001) which includes customer relationship management, supplier relationship management, demand management, order fulfillment, manufacturing flow management, new product development, commercialization and returns management. It has been observed that a company having a partnership with its suppliers and /or customers is forced to bring change in its relationships, expectations and job descriptions. Therefore, Hoyt and Huq (2000) have stated that for collaborative supply chain management to be successful, drastic actions are required for changing or redesigning the organizational structures and business processes. According to Poirier, 1999; it can be achieved in four levels i.e. Sourcing and logistics and Internal excellence as the first two levels focused internally and the two levels as Network constructs and industry leadership. However, companies face difficulties while Aligning their internal processes with suppliers and customers, (Kampstra et al., 2006). This is so because tactical and operational issues are not well understood. But an aspect which motivates the businesses to integrate their processes is the potential benefits associated with it. For example, Corbett et al., (1999) has empirically shown that process improvement in inventory management and order fulfillment led to better results when the chain members got involved in aligning joint optimization rules with logistics and commercial benefits. Further, Bowersox et al., (1999) and Lambert (2006) have opined business process integration as the main source of competitive advantage within a firm and across firms. The three collaborative enablers that drive the shared supply chain processes leading to better supply chain performances are information sharing, incentive alignment and decision synchronization. For example, information sharing provides visibility and help in better decision making. With the help of information technology as a tool of collaboration, it leads to sharing of process between manufacturers. Like CPFR is a business process where in trading partners use technology and a standard set of business processes for collaboration on forecasts and plans for replenishing 47
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
product. Similarly, electronic data interchange (EDI) as a tool facilitate co-ordination and promote relationship building in supply chain (Hill and Scudder, 2002; Kim et al., 2006). For collaborative supply chain management to work effectively and efficiently an appropriate amount of planning is necessary. Planning involves two critical steps or stages. At the first stage comes front end agreement and joint business plan. The next stage includes forecast oriented steps i.e. sales forecast collaboration and order forecast collaboration. While developing front end agreement requirements of all partners and objectives are clarified. This aligns all parties around common objectives and guarantees adequate commitment to collaboration by all supply chain partners. The second step enables partners in exchanging information regarding product or item and involves joint business planning. According to Simatupang et al., (2002) for facilitating the coordination of planning and executing decisions between the participating members decision synchronization has been considered as a means. Fisher (1997) and Lee et al., (1997) have observed that decisions involving independent parties lead to sub-optimal performance where as joint decision making leads to the benefits of chain members. Decision synchronization also relates to the trade off between centralization and decentralization. According to Sabath et al., (2001) centralization is required for firm level integration and coordination as it provides focus and long- term planning at the supply chain level whereas decentralization in selected areas like purchasing, logistics, inventory management leads to flexibility, improved operational efficiency and enhanced responsiveness. It has been stated by Anderson and Lee (1999) that in order to achieve a Synchronized Supply Chain, industry participants Collaborate on planning and execution. However, according to Hoover et al., (2001) the benefits of planning in collaboration are significant only when collaboration is possible on a larger scale and it cannot be considered just as a solution between close partners but needs to be implemented with a larger number of different business partners.
In the context of supply chain, information sharing can be defined as the extent to which crucial information are available to the chain members. The shared information can be tactical i.e. related to purchasing, operation scheduling and logistics or strategic i.e. related to long- term corporate objectives, marketing and information of 48
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
the customer. In other words, it refers to the act of capturing and disseminating relevant and timely information to the decision makers for planning and controlling the supply chain operations. Simatupang and Sridharan (2002) have defined it as The access to private data in all partners systems enabling the monitoring of the progress of products as they pass through each process in the supply chain. It covers data acquisition, processing, representation, storage and dissemination of demand conditions, end to- end inventory status and locations, order status, cost related data and performance status. Some of the criterion which is `used to judge the contributions of information sharing leading to collaboration in supply chain are relevancy, accuracy, timeliness and reliability. In supply chain collaboration, information sharing has been considered as a starting point as it aims at capturing and disseminating timely and relevant information to the decision makers which enables them in planning and controlling the supply chain activities. Several studies like Bowersox et al., (2000), Cannon and Perreault (1999) have associated the success of buyer- supplier relationship with high levels of information sharing. Thus sharing of information has been recognized as the main requirement for inter- organizational collaborative relationships. One of the important factors responsible for information sharing becoming the main feature of supply chain collaboration is the advances in the information technology (IT). For example, internet, decision support systems, enterprise resource planning etc are used to convey latest data regarding product movement, workflow, cost and performance to facilitate information sharing with customers and partners. Some of the specific customer oriented IT applications include informational facility like online information about custom and standard products, frequently asked questions section, contact person, return policy etc and transactional facilities like online order, order modification, notification and tracking of orders, online payment security and technical assistance. Similarly, for supply chain partners IT application includes information regarding customer demand (like customer profiles, products, prices, locations, quantity and demand patterns); resource planning (like forecasting, shipping schedules, inventory, capacity, location, lead times and products) and contract status such as price, automatic ordering, order- status- tracking, invoicing, auction and electronic payments etc.
49
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
However, the success of coordinating the collection, processing and dissemination of information among the chain members depends upon the readiness of using the shared information while executing logistics tasks leading to the operational and financial performance. According to Patnayakuni et al., (2006); Zhou and Benton (2007), information sharing leads to three major advantages to the supply chain members. One, information is distributed throughout the supply chain, secondly closeness increases between the receivers and the senders and finally the members become able to act on new information in a timely manner. In the words of Truman (2000) information sharing helps in improving relationships through the integration of partners information system, decision systems and business processes leading to improved performance. Some of the researchers highlighting the importance of formal and informal information sharing between the trading partners indicate that it leads to increase in visibility and reduction in uncertainty (Brennan and Turnbull, 1999; Handfield and Bcchtel, 2002). The extent of information shared helps in creating collaborative opportunities and removing of inefficiencies in the supply chain and significantly impact the buyer/ supplier relationship. Several examples from the real world testify the above mentioned benefits of information sharing in supply chain collaboration. For instance, Wal- mart uses supplier information for setting the optimal inventory levels. Dell delivers finished product only when it has real demand from an end customer (Schonfeld, 1998). Similarly, orders and sales information are received by Benetton electronically from hundreds of companies agents located across the world (Camuffo et al., 2001; Dapiran, 1992). Another fashion firm Levis Strauss, while capitalizing on information sharing charges premium price for personally fitted jeans (Schonfeld, 1998). Also, in one of the survey study, conducted by Simatupang and Sridharan (2004) in 76 retail companies in New Zealand have found out that sharing of information significantly affected on time delivery, accuracy, fill rate and inventory performance, while it had moderate impact on lead time and flexibility.
The supply chain literature on collaboration has identified several areas/ activities were collaboration can take place like supply chain designing which includes (procurement, transportation and distribution), collaborative manufacturing which includes (inventory management, product design and development, manufacturing 50
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
planning etc) and integrated fulfillment like (order processing, sales, customer service and demand management). Anderson and Lee, 1999, 2001; Ellram, 1995; Hovrath, 2001. The determination of organizations competitiveness and the percentage of market share depend upon the type of the product. Further, it also helps in capturing suppliers and customers information leading to the measurement of their involvement in product development activities. Olsen and Ellram (1997) have acknowledged item (Product) critically as a key in buyer- supplier relationship and says that more critical items has more expectancy of developing relationships. Some of the characteristics which operationalises the items criticality are value addition in the product line, percentage of raw material in total cost and their profitability impact, supply scarcity, pace of technology/ material substitution, entry barriers, logistics cost or complexity etc. Further, Bensaou, 1999 and Holweg et al., (2005) have also identified some of the characteristics of item criticality like technical complexity, novelty of technology, frequency of design changes, the level of customization required and short shelf life and high- item value. Collaboration on forecasts between companies helps in increasing efficiency and decrease in costs as valuable resources are spent by the companies on responding to unexpected conditions (Andarski, 1998; Stank and House, 2001). Similarly, Ireland and Bruce ( 2000) considers forecasts to be a pivotal business function, which when not strategically, systematically coordinated between firms can contribute to disruption of activities at the point between trading partners where product is planned, ordered and replenished. As such collaborative forecasting provides a substantial opportunity for improved supply chain performance and should be viewed by the firms as priority (Helms et al., 2000). The existing literature on collaborative forecasting falls into two categories. First, the intra firm collaborative forecasting efforts among functional business units within a firm (Diehn, 2000, 2001; Lapide, 1999; Reese, 2000, 2001; Wilson, 2001). Second, the inter firm collaborative forecasting among trading partners (Ackerman, 2000; Andarski, 1999; Barratt and Oliveira, 2001; Ireland and Bruce, 2000; Vics, 1999). According to Burgin et al., (2000) inter firm collaborative forecasting extends the process beyond the four walls of an enterprise and include the trading partners either 51
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
face to face or electronically while forecasting. Some of the essentials of collaborative forecasting are trust and reliance on supply chain partners in providing accurate, detailed and timely demand information. Coyle et al., (2003) has defined transportation as The physical link connecting the fix points in a logistics supply chain (Coyle et al, 2003). It has been considered by Christopher and Towill ( 2000), and Ellram (1991) as the key integral process for planning and control of material flow, for delivering superior value to the end customer and contributing to the overall goal of successful supply chain management. According to Daganzo (1998) and Fleischmann (1998) distribution system can be efficient in the collaborative arrangement only if the transportation network is efficient. This is because of the interaction between the distribution structures and transportation structures, where the cost of transport and performance are considered to be an important factor in deciding about the distribution structure. Inventory has been considered as a critical supply chain resource. For most of the managers, it is an asset, time buffer and insurance against any wrong doings. According to Zipkin (2000), inventory performance has been considered as a vital measure of supply chain effectiveness as well as one of the most sought after goals of supply chain collaboration initiatives. It touches every value added activity of a firm from new product development to logistics, sourcing, operation and sales (Fawcett and Fawcett, 1995; Mentzer et al., 2008). Some of its requirement is clear and frequent communication, close coordination of efforts; open sharing of sensitive strategic plans and excellent tracking systems. Frankel et al, (2002) observes that few companies have adopted the significant change in philosophy and practices required to manage inventory collaboratively. On the other hand Angulo et al.,2004; Boddy et al.,1998; Ellinger et al., 2006; Fawcett et al.,2007; Moberg et al., 2003; Yao and Dresner, 2008; believe that despite exemplary success achieved by some companies, many firms have failed to achieve desired performance improvement through their collaborative inventory management practices. The companies have also struggled in achieving coordinated inventory flows due to lack of investment in technological and organizational structures (Fawcett et al., 2006; Stank et al., 1999). However companies like Toyota, Dell and Wal -mart have illustrated the value of collaborative inventory management and have 52
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
achieved difficult to replicate strategic advantage and better than financial returns (Dyer, 1996; Fawcett et al., 2009 b; Frohlich and Westbrook, 2001; Liker and Choi, 2004; and Stank et al., 1990).
Many Writers such as Christopher, 1998; Gattorna and Walters, 1996; Gunasekaran et al., 2001; Hines, 1994; Lamming, 1993 and Lewis, 1990; have recognized collaboration as a means of establishing closer and long term working relationship with suppliers and customers at various levels in the chain. Goffin et al., (2006) highlights the need for identifying potential partners before entering into collaboration. Elaborating on this Vereecke and Muylle (2006) gives importance to the accuracy in making choices about working closely as supply chain collaboration with anybody and everybody does not always lead to improvement. Collaboration as a new source of competitive advantage has emerged for the companies due to globalization (Dyer and Singh, 1998). According to Horvath (2001) and Spekman et al., (1998) supply chain collaboration has been regarded as the new strategy for creating competitive advantage by the companies. In recent years, manufacturing firms have led emphasis on collaboration in supply chain as a means of achieving competitive goals. Collaborative manufacturing practices have been found to maximize the effectiveness of value chain leading to profits and addressing the ever changing market demands. Fischer (1997) observes that by working closely supply chain members can create and capture mutual benefits, which according to Walker et al., (2000) can translate into very positive return on investment and more efficient inventory management. In the production process fast development of new products have increased the difficulties of manufacturing companies, as such they are required to restructure their functions and positions in the industry. Thus, according to Bowersox (1990) and Lee et al., (1997) a closer relationship can be seen as a solution as it may help the participating companies in achieving reduction in cost, revenue enhancement and flexibility in dealing with supply and demand uncertainties. For instance, Hewlett-Packard (HP), while collaborating with one of its major resellers achieved improvement in fill rate, increase in inventory turnover and sales (Callioni and Ballington, 2001). Similarly, Wal-Mart attained mutual benefits of collaborative planning, forecasting and replenishment by collaborating with Warner-Lambert (Parks, 2001). As mentioned by Kotler (1997) the basic reason of firms entering into collaboration was that they cannot compete individually. Elaborating on this Anderson and Narus (1990) have said that most of the firms coordinated along the cross firm activities, in order to 53
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
achieve superior performance. More specifically, Lambert et al., (1998) mentioned that companies obtain for inter firm collaborative arrangement for sharing risks and rewards and for securing higher performance which they could not achieve individually.
According to Akintoye el al., (2000) the key factor informing supply chain collaboration is the trust between all parties that is suppliers, manufacturers and customers. Further, trust leads to other factors such as mutual help, openness, common development of interest and resource synchronization. Defining trust in the context of SCM, Doney and Cannon (1997) and Ganesan, (1994) refer it as the extent to which supply chain partners perceive each other as credible and benevolent (Doney and Cannon, 1997; Ganesan, 1994). In the words of Spekman et al., (1998 p.635) trust is not only a desired characteristic but a necessity for collaborative arrangement. Due to trust coordination improves, process become reliable and quality of information is improved as a result of which purchasing cost decreases (Zaheer et al., 1998). In addition to trust, according to Moorman et al., (1992, p.316) commitment is an enduring desire to maintain a valued relationship (Moorman et al, 1992, p.316). As stated by Grifix et al., (2004) shared goals, open communication and a commitment of sharing information, joint problem solving and rapid response to failures to meet expectation were the main drivers for successful collaboration in supply chain. In the SCM literature both commitment and trust has been identified as key variables for collaboration (Morgan and Hunt, 1994). Trust has a positive influence on commitment. For instance Narayandas and Rangan (2004) have found that inter personal trust in a buyer supplier relationship facilitated the development of inter organizational commitment in a mature industrial market. Similarly, Zineldin and Jonsson (2000) has identified that commitment from every member in the supply chain was a strategic factor leading to the improvement in the effectiveness of the supplier customer relationship. On the other hand, Morgan and Hunt (1994) had found out that negative influence of commitment in a relationship reduces collaboration and success. Thus, it can be contented that both commitment and trust leads to increasing collaboration but trust is crucial factor for the development of commitment.
Supply chain relationships involve a higher degree of interdependency between competitors (La Londe, 2002). It is defined as the resource dependencies among partners for the achievement of mutual benefits (Mohr and Spekman, 1994). According to Heikkila (2002) it 54
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
refers to the need of maintaining a relationship with the partner for achieving its goals. It exists when one party do not have entire control in the supply chain operations. Organizational compatibility refers to Complementarities in goals and objectives as well as similarity in operating philosophies and corporate cultures (Buklin and Sengupta, 1993, p.35). According to Niederkofler (1991) if the partners do not match each others operating requirements, culture and structure then it becomes very difficult to achieve cooperation. It has also been found that after the relationship becomes operational, large manufacturers tend to create obstacles for their smaller suppliers. Therefore, large firms in the supply chain context need to fill the gap enthusiastically in order to create operational compatibility. For example, Nokia mobile phone (NMP) collaborates closely with its upstream supply partners to develop and manufacture its new product line while it interacts with its downstream partners to obtain customer input and seize new market opportunities. It has put forward several IT initiatives and intensive information exchange between its upstream and downstream partners leading to the creation of a flexible and efficient supply chain network. As a result of these initiatives it is having the second best supply chain network, after Dell computers (O Marah, 2004).
Highlighting the importance of quality of leadership, Kidd et al., (2003) observes that within the supply chain firms leadership acts as an important driver, as it helps in shaping the culture of the firm and also management perception in the alliances. In the words of Kotler (1996) Collaboration leaders is the most important strategic partner together with collaboration coordinator and no successful transformational changes can occur without proper leadership (Kotler, 1996). Providing incentives to suppliers and customers for their commitment and performance also help in developing good relationship among OEMs, suppliers and customers. On similar lines Peterson et al., (2000) is of the view that sharing of rewards and penalties within the chain act as a mechanism for driving efficiency and unity. Jassawala and Sashittal (1998) have found out that more equitable distribution of power among the chain members leads to a more collaborative firm.
Apart from the above mentioned factors infrastructure/ technologies such as database, information system and the internet also plays an important role in making CSCM a success. For instance, linking of the supply chain partners through information sharing mechanism 55
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
leading to transparency have been considered as one of the most critical drivers for successful supply chains (Min and Zhou, 2002).
Some of the drivers identified in the SCM literature leading to supply chain collaboration are presented in table 2 as under:
Authors Lewis, 1990 Increase
Driving Forces in market share, asset
utilization, Enhancement in customer service, improvement in quality of product, skill enhancement and
economies of scale in production. Paster , 2000 Decrease in the risk of failure of product development. Holton, 2001; Parker, 2000 Reduced inventory (In the face of technological complexity and rapid rate of product development and obsolescence). McCarthy and Golicic, 2002; Parker, 2000. Gaining rapid access to market.
Horvath, 2001; Lewis, 1990; Mclaren et al., Sharing and reduction in the cost of 2000; Parker, 2000. product development. time in product
Lewis, 1990; McCarthy and Golicic, 2002; Reduced Mclaren et al., 2000; Parker, 2000. development.
Conclusion: This paper covers a literature review of eighty studies pertaining to supply chain collaboration undertaken in the period of 19 years that is from 1990-2009. It is noted that supply chain collaboration can be in various areas such as process, planning, information 56
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
sharing, forecasting, transportation/distribution, inventory management and strategic planning. Further, various factors which motivates a manufacturer into supply chain collaboration and have a significant bearing on its working are identified as trust/commitment, interdependence, organizational compatibility, leadership, and
infrastructure/technology members. Interdependence implies resource dependence, where by each partner supplements the deficiency of the other: as a result collaboration is mutually beneficial. Organizational compatibility is achieved by matching each others operating requirements, culture and structure. Leadership helps in molding the culture of the organization and also enables better management perception in the alliance. Lastly, infrastructure and technology links the supply chain partners and brings about transparency in the entire supply chain.. Trust leads to commitment among collaborating members and commitment further leads to improvement in effectiveness of relationship among the collaborating
57
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References
Ackerman, K.B. (2000), CPFR - How it could change the warehouse, warehousing, Vol.15 No.10, September. Akintoye, A. and McIntosh, G. et al., (2000), A survey of supply chain collaboration and management in the UK construction industry, European Journal of Purchasing & Supply Management, Vol. 6, pp. 159-68. Andarski, J.C. (1998), Leadership and the realization of supply chain collaboration, Journal of Business Logistics, Vol. 19 No. 2, pp. 9-11. Andarski, J.C. (1999), Supply chain collaboration, www.foodlogistics.com/collaboration.html (accessed 01/09/2000). available:
Anderson, D.L. and Lee, H. (1999), Synchronized supply chains: the new frontier, Achieving supply chain excellence through technology, Vol. 1, pp. 12-21. Anderson, D.L. and Lee, H. (2001), New supply chains business models the opportunities and the challenges, Achieving supply chain excellence through technology, Vol. 3, pp. 12-18. Anderson, J. and Narus, J. (1990), A model of distributor-firm and manufacturer-firm working partnership, Journal of Marketing, Vol. 54 No. 1, pp. 42-58. Angulo, A., Nachtmann, H. & Waller, M. A. (2004), "Supply chain information sharing in a vendor managed inventory partnership, Journal of Business Logistics, Vol. 25 No. 1, pp. 101-120. Attaran, M. and Attaran, S. (2007), Collaborative supply chain management: The most promising practice for building efficient and sustainable supply chains, Business process management journal, Vol.13 No.3, pp.390-404. Bagchi, P.K. and Skjott-Larsen, T. (2005), Supply chain integration: a European survey, The International Journal of Logistics Management, Vol. 16 No. 2, pp. 275-94. Bahinipati, B.K., Kanda, A. and Deshmukh, S.G. (2009), Horizontal collaboration in semiconductor manufacturing industry supply chain: an evaluation of collaboration intensity index, Computers & Industrial Engineering, 12 March, available at: www. sciencedirect.com/science/article/B6V274VTKKPV1/2/33cb88021beb0a6aa4645193f5573 fff Barratt, M. and Oliveira, A. (2001), Exploring the experiences of collaborative planning initiatives, International Journal of Physical Distribution & Logistics Management, Vol. 31 No. 4, pp. 266-89.
58
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Bauknight, D.N., (2000), The supply chains future in the e-economy and why many may never see it. Supply Chain Management Review (March/April), 2835. Bensaou, M. (1999), Portfolios of buyer-supplier relationships, Sloan Management Review, Vol. 40 No. 4, pp. 35-44. Boddy, D., Cahill, C., Charles, M., Fraser-Kraus, H. & Macbeth, D. (1998), "Success and Failure in Implementing Partnering, European Journal of Purchasing & Supply Management, Vol. 4 No. 2/3, pp. 143-151. Bowersox, D.J. (1990), The strategic benefits of logistics alliances, Harvard Business Review, Vol. 68 No. 4, pp. 36-43. Bowersox, D., and Closs, D. (1996), Logistical Management: The Integrated Supply Chain Process, McGraw-Hill Companies, New York, NY. Bowersox, D.J., Closs, D.J. and Stank, T.P. (1999), 21st Century Logistics: Making Supply Chain Integration a Reality, Council of Logistics Management, Oak Brook, IL. Bowersox, D.J., Closs, D.J. and Keller, S.B. (2000), How supply chain competency leads to business success, Supply Chain Management Review, Vol. 4 No. 4, pp. 70-8. Bowersox, D.J., Closs, D.J. and Stank, T.P. (2000), Ten mega-trends that will revolutionize supply chain logistics, Journal of Business Logistics, Vol. 21 No. 2, pp. 116. Bowersox, D.J., Closs, D.J. and Stank, T.P. (2003), How to master cross-enterprise collaboration, Supply Chain Management Review, Vol. 7 No. 4, p. 18. Brennan, R. and Turnbull, P.W. (1999), Adaptive behavior in buyer-supplier relationships, Industrial Marketing Management, Vol. 28 No. 5, pp. 481-95. Bucklin, L.P. and Sengupta, S. (1993), Organizing successful co-marketing alliances, Journal of Marketing, Vol. 57 No. 2, pp. 32-46. Burgin, S.W., Golicic, S.L. and McCarthy, T.M. (2000), Leveraging collaborative Forecasting to optimize Supply chain Performance, Annual conference proceedings, Council of logistics management, Oak Brook, IL, pp. 245-51. Byrne, J. (1993), The virtual corporation, Business Week, pp. 98-102. Callioni, G. and Billington, C. (2001), Effective collaboration: Hewlett -Packard takes supply chain management to another level, OR/MS Today, Vol. 28 No. 5, pp. 34-9. Camuffo, A., Romano, P. and Vinelli, A. (2001), Back to the future: Benetton transforms its global network, Sloan Management Review, Vol. 43 No. 1, pp. 46-52. Cannon, J.P. and Perreault, W.D. (1999), Buyer-seller relationships in business markets, Journal of Marketing Research, Vol. 36 No. 4, pp. 439-60.
59
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Christopher, M. (1998), Logistics and Supply Chain Management, 2nd ed., Pearson Education Publishing, Harlow. Christopher, M. and Towill, D.R. (2000), An integrated model for the design of agile supply chains, International Journal of Physical Distribution & Logistics Management, Vol. 13 No. 4, pp. 4-17.
Chopra, S. and Meindl, P. (2001), Supply Chain Management: Strategy, Planning and Operation, Prentice Hall Editions, Upper Saddle River, NJ. Collins, T.M. and Doorley, T.L. (1991), Teaming up for the 90s: A Guide to International Joint Ventures and Strategic Alliances, Business One Irwin, Homewood, IL. Corbett, C.J., Blackburn, J.D. and van Wassenhove, L.N. (1999), Partnerships to improve supply chains, Sloan Management Review, Vol. 40 No. 4, pp. 71-82. Cousins, P.D. (2002), A conceptual model for managing long term inter-organizational relationships, European Journal of Supply Chain and Management, Vol. 8 No. 2, pp. 71 82. Coyle, J.J., Edward, J.B. and Langley, C.J. (2003), The Management of Business Logistics: A Supply Chain Perspective, 7th ed., Western/Thompson Learning, Mason, OH. Cross, R., Borgatti, S.P. and Parker, A. (2002), Making invisible work visible, California Management Review, Vol. 44 No. 2, pp. 25-46. Croxton, K.L., Garca-Dastugue, S.J., Lambert, D.M. and Rogers, D.S. (2001), The supply chain management processes, The International Journal of Logistics Management, Vol. 12 No. 2, pp. 13-36. Crum, C. and Palmatier, G.E. (2004), Demand collaboration: whats holding us back?, Supply Chain Management Review, Vol. 8 No. 1, pp. 54-61. Daganzo, C.F. (1998), Queue spill overs in transportation networks with a route choice, Transportation Science, Vol. 32 No. 1, pp. 3-11. Dapiran, P. (1992), ``Benetton global logistics in action, International Journal of Physical Distribution & Logistics Management, Vol. 22 No. 6, pp. 7-11. Diehn, D. (2000/2001), Seven Steps to build a successful collaborative forecasting process, The Journal of Business Forecasting Methods & Systems, Vol. 19 No4, Winter, pp.23, 28-9. Doney, P.M. and Cannon, J.P. (1997), An examination of the nature of trust in buyer seller relationships, Journal of Marketing, Vol. 61, pp. 35-61. Doz, Y. and Hamel, G. (1998), Alliance Advantage: The Art of Creating Value through Partnering, Harvard Business School Press, Boston, MA. 60
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Dyer, J. H. (1996), "Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry, Strategic Management Journal, Vol. 17 No., pp. 271292. Dyer, J.H. and Singh, H. (1998), The relational view: cooperative strategy and sources of Inter organizational competitive advantage, Academy of Management Review, Vol. 23 No. 4, pp. 660-79. Ellinger, A.E. (2000), Improving marketing/logistics cross-functional collaboration in the supply chain, Industrial Marketing Management, Vol. 29, pp. 85-96. Ellinger, A. E., Keller, S. B. & Hansen, J. D. (2006), "Bridging the Divide between Logistics and Marketing: Facilitating Collaborative Behaviour, Journal of Business Logistics, Vol. 27 No. 2, pp. 1-27. Ellram, L.M. (1991), Supply chain management. The industrial organisation perspective, International Journal of Physical Distribution & Logistics Management, Vol. 21 No. 1, pp. 13-22. Ellram, L.M. (1995), Partnering pitfalls and success factors, International Journal of Purchasing and Materials Management, spring. Fawcett, S. E. & Fawcett, S. A. (1995), "The Firm as a Value-Added System: Integrating Logistics, Operations, and Purchasing", International Journal of Physical Distribution and Logistics Management, Vol. 25 No. 3, pp. 24-42. Fawcett, S.E. and Magnan, G.M. (2002), The rhetoric and reality of supply chain integration, International Journal of Physical Distribution & Logistics Management, Vol. 32 No. 5, pp. 339-61. Fawcett, S. E., Ogden, J. A., Magnan, G. N. & Cooper, M. B. (2006), "Organizational Commitment and Governance for Supply Chain Success", International Journal of Physical Distribution and Logistics Management, Vol. 36 No. 1, pp. 22-35. Fawcett, S. E., Magnan, G. M. & Ogden, J. A. (2007), Achieving World-Class Supply Chain Collaboration: Managing the Transformation, Institute for Supply Management, Tempe Arizona. Fawcett, S. E., Allred, C., Magnan, G. M. & Ogden, J. (2009), "Supply Chain Management and Entrepreneurial Business Model Design: A Viability Assessment", Benchmarking: An International Journal, Vol. 16 No. 1, pp. 5-29. Finley, F. and Srikanth, S. (2005), 7 imperatives for successful collaboration, Supply Chain Management Review, Vol. 9 No. 1, pp. 30-7. Fisher, M.L. (1997), What is the right supply chain for your product?, Harvard Business Review, Vol. 75 No. 2, pp. 105-16.
61
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Fleischmann, B. (1998), Designing of freight traffic networks, in Fleischmann, B., van Numen, J.A.E.E., Speranza, M.G. and Stahly, P. (Eds), Advances in Distribution Logistics, Springer, Berlin. Frankel, R., Goldsby, T. J. & Whipple, J. (2002), "Grocery Industry Collaboration in the Wake of ECR", International Journal of Logistics Management, Vol. 13 No. 1, pp. 57-72. Frohlich, M. T. & Westbrook, R. (2001), "Arcs of Integration: An International Study of Supply Chain Strategies", Journal of Operations Management, Vol. 19 No. 2, pp. 185-200. Fugate, B.S., Sramek, B.D. and Goldsby, T.J. (2009), Operational collaboration between shippers and carriers in the transportation industry, The International Journal of Logistics Management, Vol.20 No 3, pp.425-447. Fu, Y. and Piplani, R. (2004), Supply-side collaboration and its value in supply chains, European Journal of Operational Research, Vol. 152 No. 1, pp. 281-8. Gadde, L-E., Huemer, L. and Hakansson, H. (2003), Strategizing in industrial networks, Industrial Marketing Management, Vol. 32 No. 5, pp. 357-64. Ganesan, S. (1994), Determinants of long-term orientation in buyer-seller relationships, Journal of Marketing, Vol. 58 No. 2, pp. 1-19. Gattorna, J.L. and Walters, D.W. (1996), Managing the Supply Chain, Macmillan, Basingstoke. Goffin, K., Lemke, F. and Szwejczewski, M. (2006), An exploratory study of close supplier manufacturer relationships, Journal of Operations Management, Vol. 24 No. 2, pp. 189-209. Gunasekaran, A., Patel, C. and Tirtiroglou, E. (2001), Performance measure and metrics in a supply chain environment, International Journal of Operations & Production Management, Vol. 21 Nos 1/2, pp. 71-87. Handfield, R. and Bechtel, C. (2002), The role of trust and relationship structure in improving supply chain responsiveness, Industrial Marketing Management, Vol. 31 No. 4, pp. 367-82. Heikkila, J. (2002), From supply to demand chain management: efficiency and customer satisfaction, Journal of Operations Management, Vol. 20, pp. 747-67. Helms, M.M., Ettkin, L.P. and Chapman, S. (2000), Supply ch ain forecastingCollaborative forecasting supports supply chain management, Business Process Management Journal, Vol.6 No. 5, pp. 392-407. Hill, C.A. and Scudder, G.D. (2002), The use of electronic data interchange for supply chain coordination in the food industry, Journal of Operations Management, Vol. 20, pp. 375-87. Hines, P. (1994), Creating World Class Suppliers, Pitman, London. 62
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Holton, J.A. (2001), Building trust and collaboration in a virtual team, Team Performance Management: An International Journal, Vol. 7 No. 3-4, pp. 36-47. Holweg, M., Disney, S., Holmstrom, J. and Smaros, J. (2005), Supply chain collaboration: making sense of the strategy continuum, European Management Journal, Vol. 23 No. 2, pp. 170-81. Hoover, W.E., Eloranta, E., Holmstrom, J. and Huttunen, K. (2001), Managing the Demand-Supply Chain, Wiley, New York, NY. Horvath, L. (2001), Collaboration: the key to value creation in supply chain management, Supply Chain Management: An International Journal, Vol. 6 No. 5, pp. 205-7. Hoyt, J. and Huq, F. (2000), From arms-length to collaborative relationships in the supply chain: an evolutionary process, International Journal of Physical Distribution & Logistics Management, Vol. 30 No. 9, pp. 750-64. Ireland, P. (1999), Satisfying dependent customers: on the power of suppliers in IT systems integration supply chains, Supply Chain Management: An International Journal, Vol. 4 No. 4, pp. 184-91. Ireland, R. and R. Bruce (2000), CPFR Only the beginning of collaboration, Supply Chain Management Review, Vol Sept/Oct. Jassawalla, A.R. and Sashittal, H.C. (1998), An examination of collaboration in high technology new product development processes, Journal of Product Innovation Management, Vol. 15 No. 3, pp. 237-54. Jap, S.D. (1999), Pie-expansion efforts: collaboration processes in buyer-supplier relationships, Journal of Marketing Research, Vol. 36 No. 4, pp. 461-75. Jap, S.D. (2001), Pie sharing in complex collaboration contexts, Journal of Marketing Research, Vol. 38 No. 1, pp. 86-99. Kahn, K.B., Maltz, E.N. and Mentzer, J.T. (2006), Demand collaboration: effects on knowledge creation, relationships, and supply chain performance, Journal of Business Logistics, Vol. 27 No. 2, pp. 191-221. Kampstra, R.P., Ashayeri, J., and Gattorna, J.L (2006), Realities of supply chain collaboration, The international journal of logistics management, Vol. 17 No.3, pp. 312330. Kidd, J., Richter, F-J.and Li, X. (2003), Learning and trust in supply chain management, Management Decision, Vol. 41 No. 7, pp. 603-12. Kim, D., Cavusgil, S.T. and Calantone, R.J. (2006), Information system innovations and supply chain management: channel relationships and firm performance, Journal of the Academy of Marketing Science, Vol. 34 No. 1, pp. 40-54.
63
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Konczak, L.J. (2001), The process of business/environmental collaborations: partnering for sustainability, Personnel Psychology, Vol. 54 No. 2, pp. 515-8. Kotter, J. (1996), Leading Change, HBS Press, Boston, MA, in Kaplan and Norton (2001). La Londe, B. (2002), Who can you trust these days?, Supply Chain Management Review, May-June, 9-10. Lambert, D.M. and Cooper, M.C. et al., (1998), Supply chain management: implementations issues and research opportunities, The International Journal of Logistics Management, Vol. 9 No. 2, pp. 1-18. Lambert, D.M. (Ed.) (2006), Supply Chain Management: Processes, Partnerships, Performance, Supply Chain Management Institute, Sarasota, FL. Lambert, D.M. and Cooper, M. (2000), Issues in supply chain management, Industrial Marketing Management, Vol. 29 No. 1, pp. 65-83. Lamming, R. (1993), Beyond Partnership, Prentice Hall, New York, NY. Lapide, L., (1999), Collaborating in the e-Commerce Age, Supply Chain Management Review, Summer, pp. 15-17. Lee, H.L., Padmanabhan, V. and Whang, S. (1997), The bullwhip effect in supply chains, Sloan Management Review, Vol. 38 No. 3, pp. 93-102. Lewis, D.J. (1990), Partnership for Profit: Structuring and Managing Strategic Alliances, The Free Press, New York, NY. Liker, J. K. & Choi, T. Y. (2004), "Building a deep supplier relationships", Harvard Business Review, Vol. 82 No. 12, pp. 102-113. Mason, R., Lalwani, C. and Boughton, R. (2007), Combining vertical and horizontal collaboration for transport optimisation, supply chain management: An international journal, 12/3, pp. 187-199. McCarthy, T.M. and Golicic, S.L. (2002), Implementing collaborative forecasting to improve supply chain performance, International Journal of Physical Distribution & Logistic Management, Vol. 32 No. 6, pp. 431-54. McLaren, T., Head, M. and Yuan, Y. (2000), Supply chain collaboration alternatives: understanding the expected cost and benefits, Internet Research: Electronic Networking Applications and Policy, Vol. 12 No. 4, pp. 348-64. Mentzer, J.T., Foggin, J.H. and Golicic, S.L. (2000), Supply chain collaboration: the enablers, impediments, and benefits, Supply Chain Management Review, Vol. 4 No. 4, pp. 52-80. Mentzer, J. T., Stank, T. P. & Esper, T. L. (2008), "Supply Chain Management and Its Relationship to Logistics, Marketing, Production, and Operations Management", Journal of Business Logistics, Vol. 29 No. 1, pp. 31-46. 64
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Min, H. and Zhou, G. (2002), Supply chain modelling: past, present and future, Computers & Industrial Engineering, Vol. 43, pp. 231-49. Min, S., Roath, A.S., Daugherty, P.J., Genchev, S.E., Haozhe, C., Arndt, A.D. and Richey, R.G. (2005), Supply chain collaboration: whats happening?, International Journal of Logistics Management, Vol. 16 No. 2, pp. 237-56. Moberg, C. B., Speh, T. W. & Freese, T. L. (2003), "SCM: Making the Vision a Reality", Supply Chain Management Review, Vol. 7 No. 5, pp. 34-40. Mohr, J. and Spekman, R.E. (1994), Characteristics of partnership success: partnership attributes, communication behavior, and conflict resolution techniques, Strategic Management Journal, Vol. 15 No. 2, pp. 135-52. Moorman, C., Zaltman, G. and Deshpande, R. (1992), Relationships between providers and users of market research: the dynamics of trust within and between organizations, Journal of Marketing Research, Vol. 29 No. 3, pp. 314-28. Morgan, R.M. and Hunt, S.D. (1994), The commitment-trust theory of relationship marketing, Journal of Marketing, Vol. 58 No. 3, pp. 20-38. Muchstadt, J.A., Murray, D.H., Rappold, J.A. and Collins, D.E. (2001), Guidelines for collaborative supply chain system design and operation, Information System Frontiers, Vol. 3-4, pp. 427-53. Myhr, N. and Spekman, R.E (2005), Collaborative supply chain partnerships built upon trust and electronically mediated exchange, journal of business and Industrial Marketing, pp. 179-186. Narayandas, D. and Rangan, V.K. (2004), Building and sustaining buyer -seller relationships in mature industrial markets, Journal of Marketing, Vol. 68 No. 3, pp. 63-77. Narasimhan, R. and Jayaram, J. (1998), Casual linkages in supply chain management: an exploratory study of North American manufacturing firms, Decision Sciences, Vol. 29 No. 3, pp. 579-606. Niederkofler, M. (1991), The evolution of strategic alliances: opportunities for managerial influence, Journal of Business Venturing, Vol. 6 No. 4, pp. 237-57. Oh, J. and Rhee, S.K. (2008), The influence of supplier capabilities and technology uncertainty on manufacturer-supplier collaboration, International Journal of Operations & Production Management, Vol. 28 No. 6, p. 28. Olsen, R.F. and Ellram, L.M. (1997), A portfolio approach to supplier relationships, Industrial Marketing Management, Vol. 26 No. 2, pp. 101-13. OMarah, F. (2004), The Top 25 Supply Chains and the New Trillion-Dollar Opportunity, AMR Research, Cambridge, MA. 65
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Pagell, M. (2004), Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics, Journal of Operations Management, Vol. 22 No. 5, pp. 459-87. Parks, L. (2001), Wal-Mart gets onboard early with collaborative planning, Drug Store News, Vol. 23 No. 2, p. 14. Parker, H. (2000), Inter-firm collaboration and the new product development process, Industrial Management & Data Systems, Vol. 100 No. 6, pp. 255-60. Perks, H. (2000), Marketing information exchange mechanisms in collaborative new product development, Industrial Marketing Management, Vol. 29 No. 2, pp. 179-89. Patnayakuni, R., Rai, A. and Seth, N. (2006), Relational antecedents of information flow integration for supply chain coordination, Journal of Management Information Systems, Vol. 23 No. 1, pp. 13-42. Peterson, J., Cornwell, F. and Pearson, C.J. (2000), Chain stock take of some Australian agricultural and fishing industries, Bureau of Rural Sciences, Canberra, available at: http://affashop.gov.au/PdfFiles/PC12761.pdf. Poirier, C.C. (1999), Advanced Supply Chain Management, Berret-Koehler Publishers, San Francisco, CA. Powell, W.W., White, D.R., Koput, K.W. and Owen-Smith, J. (2005), Network dynamics and field evolution: the growth of inter organizational collaboration in the life sciences, The American Journal of Sociology, Vol. 110 No. 4, pp. 1132-206. Reese, S. (2000/2001), The human aspects of collaborative forecasting, The Journal of Business Forecasting Methods & Systems, Vol. 19 No4, winter, pp.3-9. Ring, P.S. and Van den Ven, A.H. (1992), Structuring cooperative relationships between organisations, Strategic Management Journal, Vol. 13 No. 7, pp. 483-98. Sabath, R.E., Autry, C.W. and Daugherty, P.J. (2001), Automatic replenishment programs: the impact of organizational structure, Journal of Business Logistics, Vol. 22 No. 1, pp. 91-105. Sahay, B.S. (2003), Supply chain collaboration: the key to value creation, Work Study, Vol. 52 No. 2, pp. 76-83. Sanders, N.R. (2007), An empirical study of the impact of e business technologies on organizational collaboration and performance, Journal of Operations Management, Vol. 25 No. 6, pp. 1332-47. Sanders, N.R. (2008), Pattern of information technology use: the impact of buyer-supplier coordination and performance, Journal of Operations Management, Vol. 26 No. 3, pp. 349-67.
66
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Sanders, N.R. and Premus, R. (2005), Modeling the relationship between firm it capability, collaboration, and performance, Journal of Business Logistics, Vol. 26 No. 1, p. 1. Sawhney, M. (2002), Dont just relate collaborate, MIT Sloan Management Review, Vol. 43 No. 3, p. 96. Schonfeld, E. (1998), The customized, digitised, have-it-your-way economy, Fortune, Vol. 138 No. 6, 28 September, pp. 114-24. Schrage, M. (1990), Shared Minds: The New Technologies of Collaboration, Random House, New York, NY. Shin, H.V., Collier, D.A. and Wilson, D. (2000), Supply management orientation and supplier/buyer performance, Journal of Operations Management, Vol. 18 No. 3, pp. 31733. Simatupang, T.M. and Sridharan, R. (2002), The collaborative supply chain, The International Journal of Logistics Management, Vol. 13 No. 1, pp. 15-30. Simatupang, T.M. and Sridharan, R. (2004), The collaboration index: a measure for supply chain collaboration, International Journal of Physical Distribution & Logi stics Management, Vol. 35 No. 1, pp. 44-62. Simatupang, T.M., Wright, A.C. and Sridharan, R. (2004), Applying the theory of constraints to supply chain collaboration, Supply Chain Management: An International Journal, Vol. 9 No. 1, pp. 57-70. Simatupang, T.M. and Sridharan, R. (2005), The collaboration index: a measure for supply chain collaboration, International Journal of Physical Distribution & Logistics Management, Vol. 35 No. 1, pp. 44-62. Simatupang, T.M. and Sridharan, R. (2005), An integrative framework for supply chain collaboration, International Journal of Logistics Management, Vol. 16 No. 2, pp. 257-74. Singh, K. and Mitchell, W. (2005), Growth dynamics: the bidirectional relationship between Inter firm collaboration and business sales in entrant and incumbent alliances, Strategic Management Journal, Vol. 26 No. 6, pp. 497-522. Skjoett-Larsen, T., Thernoe, C. and Andersen, C. (2003), Supply chain collaboration, International Journal of Physical Distribution &Logistics Management, Vol. 33 No. 6, p. 531. Spekman, R.E. and Sawhney, K. (1990), Towards a Conceptual Understanding of the Antecedents of Strategic Alliances, Marketing Science Institute, Cambridge, MA, pp. 90 114. Speakman, R., Kammouff, J. and Myhr, N. (1998), An empirical investigation into supply chain management: a perspective on partnerships, Supply Chain Management, Vol. 3 No. 2, pp. 53-67. 67
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Spekman, R.E., Kamauff, J.W. and Myhr, N. (1998), An empirical investigation into supply chain management, International Journal of Physical Distribution & Logistics Management, Vol. 28 No. 8, pp. 630-50. Stank, T.P., Crum, M. and Arango, M. (1999), Benefits of inter-firm co-ordination in food industry supply chains, Journal of Business Logistics, Vol. 20 No. 2, pp. 21-41. Stank, T. P., Daugherty, P. J. & Autry, C. W. (1999), "Collaborative Planning: Supporting Automatic Replenishment Programs", Supply Chain Management: An International Journal of Logistics Management, Vol. 4 No. 2, pp. 75-85. Stank, T.P. and House, R.G. (2001), Insights from a logistics partnership, Supply Chain Management: An International Journal, Vol. 6 No. 1, pp. 16-20. Stank, T.P., Keller, S.B. and Daugherty, P.J. (2001), Supply chain collaboration and logistical service performance, Journal of Business Logistics, Vol. 22 No. 1, pp. 29-48. Stank, T.P., Goldsby, T.J., Vickery, S.K. and Savitskie, K. (2003), Logistics service performance: estimating its influence on market share, Journal of Business Logistics, Vol. 24 No. 1, pp. 27-56. Stern, A.J. and Hicks, T. (2000), The Process of Business/Environmental Collaborations: Partnering for Sustainability, Quorum, Westport, CT. Supply Chain Management Review (SCMR) and Computer Sciences Corporation (CSC) (2004), The second annual global survey of supply chain progress, available at: www.csc.com/ features/2004/55.shtml (accessed September 2006). Truman, G.E. (2000), Integration in electronic exchange environments, Journal of Management Information Systems, Vol. 17 No. 1, pp. 209-44. Tuominen, M. (2004), Channel collaboration and firm value proposition, International Journal of Retail & Distribution Management, Vol. 32 No. 4, pp. 178-89. Vereecke, A. and Muylle, S. (2006), Performance improvement through supply chain collaboration in Europe, International Journal of Operations & Production Management, Vol. 26 No. 11, pp. 1176-98. Vyas, N.M., Shelburn, W.L. and Rogers, D.C. (1995), An analysis of strategic alliances: forms, functions and framework, Journal of Business Industrial Marketing, Vol. 10 No. 3, pp. 47-60. Walker, B., Bovet, D. and Martha, J. (2000), Unlocking the supply chain to build competitive advantage, The International Journal of Logistics Management, Vol. 11 No. 2, pp. 1-8. Whipple, J.M., Frankel, R. and Daugherty, P. (2002), Information support for alliances: performance implications, Journal of Business Logistics, Vol. 23 No. 2, pp. 67-82. 68
ijcrb.webs.com
NOVEMBER 2013
VOL 5, NO 7
Whipple, J.M. and Russell, D. (2007), Building supply chain collaboration: a typology of collaborative approaches, International Journal of Logistics Management, Vol. 18 No. 2, pp. 174-96. Wilson, N. (2001), Game Plan for a successful collaborative forecasting process , The Journal of Business Forecasting Methods & Systems, Vol. 20 No1, Spring, pp.3-6. Yao, Y. & Dresner, M. (2008), "The inventory value of information sharing, continuous replenishment, and vendor-managed inventory", Transportation Research: Part E, Vol. 44 No. 3, pp. 361-378. Zaheer, A., McEvily, B. and Perrone, V. (1998), Does trust matter? Exploring the effects of Inter organizational and interpersonal trust on performance, Organization Science, Vol. 9 No. 2, pp. 141-59. Zhou, H. and Benton, W.C. Jr (2007), Supply chain practice and information sharing, Journal of Operations Management, Vol. 25 No. 6, pp. 1348-65. Zineldin, M. and Jonsson, P. (2000), An examination of the main factors affecting trust/commitment in supplier-dealer relationship: an empirical study of the Swedish wood industry, The TQM Magazine, Vol. 12 No. 4, pp. 245-65. Zipkin, P. (2000), Foundations of Inventory Management, McGraw-Hill Companies Inc., Boston, MA.
69

Project Mangment

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Mangment

Uploaded by

Copyright:

Available Formats

ijcrb.webs.

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

Driving Forces of Collaboration in Supply Chain: A Review

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

Authors Lewis, 1990 Increase

Driving Forces in market share, asset

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

You might also like