A decade of supply chain collaboration and directions for future research

Abstract

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.

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

“…Our research contributes to the work by Trkman et al (2015) on the intra-and interorganisational capabilities, and the extension of the body of knowledge on SCC argued by Soosay and Hyland (2015). The results show both mutual benefits in the form of collaborative advantage, and individual benefits in terms of organisational performance.…”

“…Prior research has identified SCC in various ways, with common sentiments focusing on the relationship (Vereecke and Muylle, 2006;Cao and Zhang, 2011), the process (Simatupang and Sridharan, 2008;Fawcett et al, 2008, Cao andZhang, 2011), and gaining mutual benefits from collaborating with SC partners (Fawcett et al, 2015;Soosay and Hyland, 2015). SCC aims at mutual benefits and profit maximisation for the involved SC members through a well-coordinated planning and delivery of offerings (Simatupang and Sridharan, 2008;Cao and Zhang, 2011).…”

“…Additionally, prior studies (e.g., Hung, 2006;Maddern et al, 2007;Kumar et al, 2008;Skirinjar et al, 2008) did not formulate a BPM construct to include all the main attributes as identified in the literature, hence, they did not frame BPM in a holistic manner. Our paper contributes to the topic of SCC, which remains of high interest (Soosay and Hyland, 2015), and considers the need for organisations to develop both intra-and interorganisational capabilities and competitiveness (Trkman et al, 2015). The purpose of this paper is, therefore, by means of empirically testing a conceptual framework, to identify the interrelationships between BPM, SCC, collaborative advantage and organisational performance in manufacturing companies operating in Thailand.…”

Institutional Co-Creation Interfaces for Innovation Diffusion during Disaster Management

“…To this end, a systematic literature review in terms of the availability of suitable methods points towards the following claims: research claiming for the need for mixed methods research in RGSCM (Dubey et al, 2015;Faisal, 2016); research claiming for the need of quantitative based modelling & decision support in RGSCM (Heckmann, Comes & Nickel, 2015;Qazi et al, 2015;Taticchi et al, 2015); research claiming for the need of mixed methods when analyzing systems that include environment, society and cross-system innovation/ practice diffusion (Smith & Rupp, 2015;Soosay & Hyland, 2015).…”

Enabling a Freight Traffic Controller for Collaborative Multidrop Urban Logistics

“…Collaboration is possible when two or more actors share their efforts to achieve a common objective and in transportation it involves a physical exchange of shipments between collaborating partners, who share material and immaterial resources in the form of logistics facilities, vehicles, information as well as planning and optimisation methods (17). Unlike vertical collaboration, which involves partners positioned at different levels of a supply chain (18,19), horizontal collaboration aims to identify and achieve win-win situations (e.g. improved optimisation, loaded capacity and asset utilisation (20,21)) between organisations that may or may not be competitors operating at the same level of a supply chain.…”