Collaborative Communication between Sales and Logistics and Its Impact on Business Process Effectiveness: A Theoretical Approach

A multi-agent systems approach for sustainable supplier selection and order allocation in a partnership supply chain

“…In their partnership model, Lambert et al (1996) stated that an appropriately managed and established partnership among buyers and suppliers should eventually improve performance for both parties. Better communication in a partnership supply chain was emphasized by many researchers as one of the influencing factors in establishing a long term partnership among the suppliers and buyers (Ellram and Cooper, 1990;Mohr and Nevin, 1990;Lambert et al, 1996;Fiala, 2005;Li and Lin, 2006;Bhagwat and Sharma, 2007;Lambert, 2008;Trapero et al, 2012;Wei et al, 2012;Wu et al, 2012;Zarandi and Avazbeigi, 2012;Han, 2013;Gabler et al, 2014). In a literature review conducted by Jain et al (2009) regarding the buyer-supplier relationships, it was highlighted that integration of supply chain functions regarding the buyer-supplier relationships will be possible through use of advanced communication technology that allows the real-time flow of information among the participating members.…”

Multi-level optimization of hazardous chemicals sales and transportation

“…The construction of hazardous chemicals logistics information system includes two important parts, the sales and the transportation plan. The collaboration between sales and logistics plays an important role in the completion of business processes [1] .…”

Environmental orientation on the frontline: A boundary‐spanning perspective for supply chain management

“…Aligning with the theory of competitive advantage (Dyer & Singh, 1998), the boundary‐spanning perspective suggests that supply chain organizations should “develop relationships that result in interorganizational processes that allow them to systematically identify valuable know‐how and subsequently integrate it across organizational boundaries” (Grawe et al, 2015, p. 88). Gabler, Agnihotri, et al (2014) suggest boundary spanners act as a collaboration mechanism between sales and logistics functions where they “help inform production planning and logistics of future demand” (p. 243). Therefore, while broad in nature, the boundary‐spanning perspective has tangible implications for FLEs and the role they play in supply chain management.…”