The complexity of collaboration in supply chain networks

Abstract

Purpose This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships). Design/methodology/approach A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors. Findings The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs. Research limitations/implications A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis. Practical implications A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops. Originality/value A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.

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

“…Thus, the success of lean is based on collaboration with suppliers. Tuli and Shankar [6], and Huang et al [7] have identified important drivers of significant stakeholders' collaboration that include: trust, information sharing, goal congruence, resource sharing, coordinating actions, and willingness to collaborate. Boonsthonsatit and Jungthawan [38] argued that suppliers' participation in lean, which results from collaboration, can improve the company's performance and present opportunities to gain competitive advantages.…”

“…A firm requisition is sent to the supplier via the printer each time a vehicle is captured at the entrance to the assembly line (6). Then, picking from the inventory is done according to the firm order and every exhaust system component is designed for a specific vehicle and identified with the equivalent VIN (Vehicle Identification Number) (7). Finally, a reverse logistic flow concerns empty packaging to supplier D plant (8).…”

“…Thus, the lean methods, which are extensively applied in the automotive industry, need to be extended to the auto-component suppliers so that the whole supply chain becomes lean [1]. For that purpose, several authors have identified the collaboration with suppliers as the main factor for the successful implementation of lean tools and practices among the supply chain [6,7]. In this paper, the aim is to study the possibility of implementing synchronous flow, as a lean supply chain tool, via the collaboration with suppliers.…”

Value-independent Third-party Orchestrators as Catalysts of Business Collaboration

“…Collaboration is defined as: two or more organizations, working cooperatively and sharing resources to generate benefits that would not be achieved by working alone (adapted from Huang et al, 2020). We further qualify business collaboration as: collaboration between two or more organizations, featuring at least one commercial enterprise.…”

Fatores Críticos De Sucesso Nas Parcerias Estratégicas Entre Exportadores E Produtores De Cafés Especiais

“…Nos últimos anos o estudo das relações interorganizacionais envolvendo compradores e fornecedores têm sido enfatizado pela possibilidade de poderem oferecer uma variedade de vantagens estratégicas (MONCZKA et al, 1998) técnicas e financeiras (MOHR; SPEKMAN, 1994), e de integração vertical (SÁNCHEZ-NAVAS; FERRÀS-HERNÁNDEZ, 2015). O tema colaboração entre os parceiros da cadeia de suprimentos tem recebido maior atenção na literatura sobre gerenciamento da cadeia de suprimentos nos últimos anos (HUANG et al, 2020) No entanto, a maioria dos estudos sobre relações interorganizacionais cooperativas dão ênfase ao segmento industrial, com uma ótica voltada para a perspectiva do comprador ou do vendedor (MONCZKA et al, 1998). Destarte, torna-se igualmente importante investigar a relação de cooperação interorganizacional no segmento do agronegócio sob ambas perspectivas, principalmente quando compradores e vendedores estão inseridos em uma relação de parceria cooperativa organizacional.…”