A theoretical framework to adopt collaborative initiatives in supply chains

Abstract

Collaborative initiatives emerged in the 1980s as a means to increase inter-organizational cooperation, thereby achieving performance improvements in supply chains. Despite this, no consensus exists among researchers with respect to which collaborative initiatives should be deployed along a supply chain. This study analyzes five collaborative initiatives—Quick Response (QR), Efficient Consumer Response (ECR), Continuous Replenishment Program (CRP), Vendor Managed Inventory (VMI) and Collaborative Planning, Forecasting and Replenishment (CPFR)—by conducting a systematic literature review, aiming to develop a theoretical framework to guide the decision-making process of adopting and implementing these initiatives. Based on the characteristics of the collaborative initiatives, expected benefits, reasons for adopting, and possible barriers found in the literature review, a theoretical framework was developed as a flowchart, clearly indicating to decision-makers the main aspects of concern when adopting one or more collaborative initiatives and highlighting the need to constantly monitor the chosen initiative’s performance.

Proposing a Supply Chain Collaboration Framework for Synchronous Flow Implementation in the Automotive Industry: A Moroccan Case Study

“…However, one of the most widely adopted definitions of supply chain collaboration is "two or more independent companies work jointly to plan and execute supply chain operations with greater success than when acting in isolation" [12]. Some researchers underline that the term collaboration is chosen to describe the close cooperation among autonomous partners engaged in a joined initiative to effectively meet the end customer's needs with minimum cost [13,14]. Collaboration occurs when two or more organizations exchange information, share responsibilities for planning, manage, execute, and monitor supply chain performance [14][15][16].…”

“…Some researchers underline that the term collaboration is chosen to describe the close cooperation among autonomous partners engaged in a joined initiative to effectively meet the end customer's needs with minimum cost [13,14]. Collaboration occurs when two or more organizations exchange information, share responsibilities for planning, manage, execute, and monitor supply chain performance [14][15][16]. Singh et al [17] consider that supply chain collaboration is a responsible relationship among partners, who share information, develop a collective performance, and reconfigure business practices to improve profit margin.…”

“…According to Freitas et al [14], the motivators behind adopting collaborative relationships can be classified into two categories:…”

“…Organizational motivators comprise supply chain problems, previous experiences, and pressure from the partners. They are associated with the companies' structure, either internally or between companies, which allows for the adoption of collaborative relationships [14].…”

Principles and Research Agenda for Sustainable, Data-Driven Food Production Planning and Control

“…A major contributor to food waste is an imbalance in supply and demand [3,4], where for instance unsold inventories of perishable products produced in advance of customer orders are scrapped in large amounts in all stages of the supply chain [5]. Data and information sharing in supply chains has long been widely heralded for the potential to better match supply and demand [6][7][8]-leading many companies to invest heavily in information technologies to manage data and information [9,10]. Further, advanced concepts and models for supply chain collaboration and information sharing have been developed, such as efficient consumer response, and collaborative planning, forecasting and replenishment [11,12].…”