The role of joint collaboration planning actions in a demand‐driven supply chain

Abstract

PurposeDrawing on the operations and information systems literature as well as concepts tied to buyer‐seller relationships, the objective of this exploratory research is to measure the influence of joint collaboration planning actions on the strength of relationships, interorganizational information systems (IOISs) use and firm flexibility. The path model proposed in this study also posits that joint collaboration planning actions and the strength of relationships positively affect IOISs use, which in turn positively affects firm flexibility.Design/methodology/approachEmpirical evidence is gathered through an electronic survey conducted with 53 suppliers in a single supply network in the telecommunications equipment industry.FindingsThe present study demonstrates that joint collaboration planning actions positively and significantly impact the strength of relationships. The results also show that IOISs use mediates the impact of joint collaboration planning actions and of the strength of relationships on firm flexibility.Practical implicationsThis study contributes to managers' understanding of the critical role played by joint collaboration planning actions between partners and IOISs in a demand‐driven supply chain.Originality/valueThis research is amongst the few that have examined the preparation or other activities that precede the actual collaboration between partners.

A visão de um fornecedor-chave sobre a colaboração com a montadora

“…(i) ações conjuntas: é no nível tático que equipes atuam no desenvolvimento de projetos conjuntos na área logística, no planejamento conjunto de operações e outras ações em parceria que podem ocorrer com as áreas funcionais das empresas envolvidas (Hadaya & Cassivi, 2007);…”

“…Fawcett et al (2008), Hadaya & Cassivi (2007), Danese (2007), Lee et al (2007), Matopoulos et al (2007), Maylett & Vitasek (2007), Sandberg (2007), Whipple & Russell (2007), Vereecke & Muylle (2006), Fu & Piplani (2004).…”

An Analysis of the Automaker-Systemist Supplier Relationship in an Automotive Industrial Condominium

“…The different types of connection can influence the type of information, the mechanisms of performance control, and the forms of production management, among various other aspects. Several studies have found that more cooperative relations among companies in the chain lead to gains (GHOSH & FEDOROWICZ, 2008;SOOSAY, HYLAND & FERRER, 2008;HADAYA & CASSIVI, 2007). Supplier relations management is a central process in the model of Lambert et al (1998).…”

The Impact of Relationship Quality on Increased Electronic Cooperative Relationships

“…Introducing an electronic exchange platform not only involves technical innovations but also considerable environmental and organizational changes, including changes in interorganizational relationships, the beliefs and attitudes of senior executives, managerial styles, and shared values. Joining an electronic exchange platform effort strengthens the relationships between supply chain companies 13 and companies that have bargaining power over key suppliers. Collaboration and long-term relationships are also more probable in an electronic exchange platform 14 .…”