An integrative framework for supply chain collaboration

Abstract

Purpose -This paper proposes an integrative framework for supply chain collaboration which is based on the reciprocal approach. Design/methodology/approach -A reciprocal approach is adopted to capture the interaction phenomenon of different features of collaboration in attaining overall supply chain performance. Findings -A collaborative supply chain framework is composed of five connecting features of collaboration, namely collaborative performance system, information sharing, decision synchronization, incentive alignment, and integrated supply chain processes. Research limitations/implications -Further research could be carried out to capitalize the framework for diagnosing and improving supply chain collaboration. Practical implications -The proposed framework enables the chain members to scrutinize key features of supply chain collaboration before and during collaborative initiatives. Originality/value -Previous research on supply chain collaboration mainly assume the unilateral phenomenon of collaboration that focuses on a single feature such as information sharing or co-managed inventory. The proposed framework for the first time explicitly addresses the interaction of different connecting features of collaboration.

Systemic approach to supply chain management through the viable system model and the theory of constraints

“…Supply chain participants must understand that the implementation of compelling solutions based on collaboration is a complex process that requires an appropriate scheme, such as the one proposed by Simatupang and Sridharan (2005). Based on this,…”

Supply Chain Collaboration (SCC) - A Pilot Study of Small and Medium Enterprises (SMEs) in Danang

“…Joint decisions may include material requirement, purchasing, budgeting (Kumar and Nath, 2014) sales and order forecasts, inventory, replenishment, order placement, order delivery, customer service level, and pricing. The interaction of decision synchronization with other features of the framework is very important as it enables the chain members to orchestrate their decisions that contribute to the achievement of overall performance (Simatupang and Sridharan, 2005;Leat and Revoredo-Giha, 2008). The earlier the suppliers are involved in the product/process design and quality planning, the more quickly, and efficiently they can identify buyers" need effectively, and create a harmonious atmosphere, reduce the limitation of investment specialization and avoid being at a disadvantageous position in cooperation (Su et al, 2008).…”

“…Information sharing refers to the extent to which a firm shares a variety of reliability (Simatupang and Sridharan, 2005) relevant, accurate, complete, and confidential information in a timely manner with its supply chain partners (Cao and Zhang, 2011) that is necessary for the creation of value (value-in-use) (Chakraborty et al, 2014). When repeated through exchanges over time, information sharing inner supply chain would result in desirable outcomes of the relationship and good communication solidifies trust (Jeong and Oh, 2017) Goal congruence between supply chain partners is the extent to which supply chain partners perceive their own objectives which are satisfied by accomplishing the supply chain objectives.…”

“…Matopoulos et al (2007) supposed that trust, power, dependence, and risk/reward sharing are importance elements in establishing and maintaining supply chain relationships. From perspective of Simatupang and Sridharan (2005) collaborative supply chain framework is composed of five connecting features, which are collaboration (namely collaborative performance system), information sharing, decision synchronization, incentive alignment and integrated supply chain processes which are re-defined as collaborative practices in information sharing, decision synchronization and incentive alignment (Simatpung, 2006). Besides, these factors are also defined as collaboration culture, joint planning, joint problem-solving & performance measurement, and resource sharing.…”

Collaborative network with SMEs providing a backbone for urban PSS: a model and initial sustainability analysis

“…According to Simatupang and Sridharan (2005), supply chain (or network) collaboration can be defined as two or more enterprises working together to create a competitive advantage and higher profits than those that could be achieved alone. However, within the network, the quality of collaboration is important for long term considerations necessary to build a solid service backbone.…”