Design for supply chain collaboration

Abstract

Purpose -The purpose of this paper is to clarify the architecture of supply chain collaboration and to propose a design for supply chain collaboration (DfC), which enables participating members to create and develop key elements of the proposed architecture. Design/methodology/approach -The paper offers a concept for designing the five elements of the architecture of supply chain collaboration, namely collaborative performance system, decision synchronisation, information sharing, incentive alignment, and innovative supply chain processes. A case study was carried out to illustrate the applicability of the framework. Findings -DfC was confirmed using a case to evaluate a supply chain system in which the chain members concurrently designed the architecture of supply chain collaboration. The findings show that design for collaboration facilitates the chain members to have a broader view to develop and ensure an effective collaboration. Research limitations/implications -Secondary data were collected to describe the collaborative practice in the company. Future research is required to elicit primary data using interview or focus group representing key players of collaboration for the purpose of model enhancement and action research. Practical implications -The concept of DfC can be used by the chain members in the discussion forum to (re)design appropriate settings of the five elements of the architecture that lead to better overall performance. Originality/value -Previous research has indicated the emerging school of design for collaboration. However, current researchers pay little attention to integrating and revealing the interactions of key design elements that drive the effectiveness of the chain members to realise better performance. The paper, for the first time, offers a novel framework for understanding DfC.

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

“…Prior research has suggested that both BPM and SCC are important for improving performance and competitiveness (e.g., Simatupang and Sridharan, 2008;Zacharia et al, 2009;Nyaga et al, 2010); however, it lacks empirical testing of their relationship. The identification of such a link based on empirical evidence can provide a better understanding of how intra-organisational development, regarding BPM practice, can help with collaborative activities, and of the benefits that can, thereby, be achieved.…”

A Colaboração Na Cadeia De Suprimentos, as Capabilidades E O Desempenho Operacional: Uma Análise No Setor De Bens De Capital

“…A colaboração entre os participantes da cadeia de suprimentos pode ser a chave para a melhoria de processos nas organizações (Green et al, 2006) e pode ser definida como um processo em que empresas independentes trabalham em conjunto com o objetivo de entregar produtos aos consumidores finais, buscando otimizar os resultados para os membros da cadeia e criando vantagem competitiva (Simatupang & Sridharan, 2008).…”

Coping with uncertainties via resilient supply chain framework

“…Decision synchronisation and incentive alignment as two of the architectural elements of supply chain collaboration are essential for effective system-level disruption responses (Simatupang and Sridharan, 2008). Pettit et al (2010) suggested that a global supply chain must create strong capabilities in the fields of collaboration, visibility and flexibility in order to effectively manage their huge number of interconnected operations between several tiers of suppliers and customers, consequently contributing to balanced resilience.…”