project mangment

ijcrb.webs.com

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

39 COPY RIGHT © 2013 Institute of Interdisciplinary Business Research

NOVEMBER 2013

VOL 5, NO 7

Driving Forces of Collaboration in Supply Chain: A Review Salma Ahmad

Department of Business Administration, Aligarh Muslim university, Aligarh, U.P, India

Asad ullah

Department of Business Administration, Aligarh Muslim university, Aligarh, U.P, India

Authors biography:

Dr Salma Ahmed is an Associate Professor of Supply Chain Management and

Management Information System at Department of Business Administration, Aligarh

Muslim University. She has over 18 years of teaching experience and has supervised many

doctoral theses and dissertations. She has published in a number of academic journals and

has authored a book entitled “How to write and Analyze Cases”. Salma Ahmed is the

corresponding author.

Mr. Asadullah is a Research Scholar in the Department of Business Administration,

Aligarh Muslim University, Aligarh, India. He has an Economics background with an

M.B.A in International Business. His areas of interest include Supply Chain Management;

Retailing and International Marketing etc.

Abstract

Purpose – To examine different aspects of collaboration in supply chain over the last 19

years with the objective of developing theory for supply chain collaboration.

Design/methodology/approach – The paper is based on the review of 80 studies from

1990 to 2009.

Findings – Major findings shows that supply chain collaboration can be applied into

different areas like process, planning, forecasting, transportation / distribution and the

prime motivating factors behind the manufacturing companies entering into collaboration

are trust, leadership, commitment, interdependence, organisational compatibility and

infrastructure/technology.

Research limitations/implications – As the study is based on the review of literature

covering many sectors, the findings of the study needs to be tested across select or specific

sectors.

Practical implications – This study is a compilation of the work related to collaboration

in supply chain, therefore it can be used for developing theories and identifying the driving

forces for various industries leading to logistic collaboration in supply chin.

Originality/value – The review provides a clear understanding of the current state of

research in supply chain collaboration.

Key words: Supply chain, collaboration, driving forces.

Paper type: Literature review.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Introduction:

The wide spread use of web based technologies and increase in competition has given rise to

supply chain collaboration across many industries especially the automotive sector (Bagchi

and Skjott-Larsen, 2005; Ireland, 1999). Over the years the concept of collaboration has made

a significant transition from being purely theoretical to highly adopted practice in supply

chain and as a result it has become popular among both the practitioners and academicians

(Simatupang and Sridharan, 2005). According to Pagell (2004) collaborative practices in

supply chain have become a well established research domain. Many companies have started

getting benefited by their collaborative initiatives, as suggested by the growing literature on

the subject (Narasimhan and Jayaram, 1998;Sanders, 2007, 2008; Shin et al., 2000;

Simatupang and Sridharan, 2005;Vereecke and Mylle, 2006).

However recent researches have acknowledged the complex role of collaboration and its

mixed results; for example, Sanders (2007) has indentified that intra-firm collaboration had a

direct impact on firm performance whereas inter- firm had an indirect impact. Similarly,

Stank et al., (2001) in his empirical study for assessing the effects of internal and external

collaboration on logistics service performance have found the evidence which suggest that

internal collaboration led to the improvement of logistical service performance whereas

external collaboration did not. Another study done by Vereeck and Mylle (2006) has

concluded that collaboration improved the performances of the firms only marginally. The

basic purpose of the researcher behind mentioning the above study is to provide the

contextual clarity and the beginning of the review.

Supply Chain Collaboration (Operational Definition):

According to Min et al., (2005) the concept of collaboration has been widely examined across

disciplines like Psychology (Konczak, 2001; Stern and Hicks, 2000); Marketing (Gadde et

al., 2003; Jap, 1999, 2001; Perks, 2000); Management (Cross et al., 2002; Sawhney, 2002;

Singh and Mitchell, 2005); Sociology (Powell et al., 2005) and Supply Chain Management

(Holweg et al., 2005; Tuoninen, 2004). However, in this study the concept of collaboration

has been reviewed within the supply chain context.

Collaborative practices in SCM have established itself as successful and sustainable business

operations (Attaran and Attaran, 2007). Also, as per the survey conducted by SCM review

and computer science corporation (SCMR and CSC, 2004) collaboration has been cited as the

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

most important issue. It is being increasingly promoted like “Silver Bullet” in many areas of

SCM (Kampstra et al., 2006). Hence, there is no denial of the fact that collaborative practices

in the logistics area have become the source of efficiency and decision–makers in the

manufacturing and retailing industry have understood it.

In SCM, Collaboration is a dominant concept aimed at gaining benefits and sharing results

with the trading partners (Speakman et al., 1998). According to (Bowersox and Closs, 1996;

Chan et al., 2003) the emphasis on the effectiveness of Supply Chain in its entirety has

eliminated the boundaries of the single firms and has promoted them for collaboration

between supply chain partners, leading to the establishment of strong relationships with each

other. Therefore, Myhr and Speakman (2005) have described it as “A Critical linking pins, as

greater specialization brings in more of integration in the overall supply chain”. Taking the

broader view Bahinipati et al., (2009) has defined it as “A business agreement between two or

more companies at the same level in the Supply chain or network in order to allow greater

ease of work and cooperation towards achieving a common objective”.

In the words of Whipple et al., (2002) it means partners working together, in a trustful, loyal

and mutual environment aimed at reducing costs and improving performance. It is seen as a

powerful instrument in achieving effective and efficient supply chain management (Fu and

Piplani, 2004; Mentzer et al., 2000). Collaboration in supply chain has been conceptualized in

various ways by researchers, as it can range from very shallow transactional focused to

highly integrated close relations (Goffin et al., 2006); from collaborative communication to

supplier development ( Oh and Rhee, 2008) or from inward facing to outward facing

(Frohlich and Westbrook, 2001). Some definitions of collaboration in supply chain are

presented in the table 1 below:

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Table. 1. Various definitions of Supply Chain collaboration:

Authors Definition

Bowersox et al., (2003) Emerges when two or more firms voluntarily

agree to integrate human, financial, and/or

technical resources in an

effort to create a new, more efficient, effective

or relevant business mode.

Crum and Palmatier (2004) Characterized as “cooperative behaviour” or

“joint decision making” between companies,

and represents a willingness, versus a

requirement, to engage in inter organizational

efforts.

Finley and Srikanth (2005) Diverse entities working together, sharing

processes, technologies, and data to maximize

value for the whole group and the customers

they serve.

Kahn et al., (2006) A process based on trust, mutual respect,

information sharing, joint ownership of

decisions, and collective responsibility for

outcomes.

Min et al., (2005) adapted from

Anthony (2000)

Two or more companies sharing the

responsibility of exchanging common

planning, management, execution, and

performance measurement information.

Sanders and Premus (2005) adapted

from (Schrage, 1990)

An affective, mutually shared process where

two or more firms work together, have mutual

understanding, have a common vision, share

resources, and achieve collective goals.

Simatupang and Sridharan (2002)

and Whipple and Russell (2007)

Two or more companies working together to

create a competitive advantage and higher

profits than can be achieved by acting alone.

Simatupang and Sridharan (2005) The close cooperation among autonomous

business partners or units engaging in joint

efforts to effectively meet end customer needs

with lower costs.

Skjoett-Larsen et al., (2003) Two or more parties in the supply chain jointly

planning a number of promotional activities

and working out synchronized forecasts, on the

basis of which the production and

replenishment processes are determined.

Stank et al. (2003) A process of decision making among

interdependent parties, involving the joint

ownership of decisions and collective

responsibility for outcomes.

Source: Operational collaboration between shippers and carriers in the transportation

industry (Fugate et al, 2009).

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Different terms such as co-ordination, cooperation, collaboration and integration are

considered to be similar in supply chain, Arshinder and Deshmukh (2008). However,

Kampstra et al., (2006) considers it as a sequence of business initiatives carried out by like

minded collaborating partners and has divided it into four levels.

Level 1: “Communication”- here the goal of the partners is to achieve improvement in

productivity and sharing of information through simple IT applications.

Level 2: “Co- ordination”- It involves intra and inter entity co-ordination of processes and

its main purpose is the synchronisation of flows and automation of certain routine decision

making processes for improving speed and accuracy. Here, the main focus remains on

dealing with physical and policy constraints and additional investment in IT infrastructure

becomes a necessity.

Level 3: “Intensive Collaboration”- It involves collaborative members intensively for

improving the strategic decision making and enhancement of innovation in the supply chain.

Level 4: “Partnerships”- It involves extended financial linkages like sharing of investments

and also profits.

In order to innovate within their supply chain firms enter into relationships. Various authors

have called these types of relationships by various name like inter- organizational

collaboration as joint ventures (Doz and Hamel, 1998); Strategic alliances (Vyas et al., 1995)

, inter –firm cooperation and virtual collaboration etc.

These terms have been described in brief as under:

(i) Joint Ventures:

They are used to develop new market opportunities where the local party contributes in the

form of market knowledge, labor and networks and the firm looking for new market provides

goods and services, marketing strategies and financial resources (Collins and Doorley, 1991).

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

(ii) Strategic Alliances:

These are type of long term inter- firm relationship in which two or more partners indulge in

sharing of resources, knowledge and capabilities with the objective of enhancing the

competitive position of each partner (Spekman and Sawhney, 1990).

(iii)Co- operative arrangements:

Co- operative arrangements are sought by many organizations with other organizations due to

fast technological changes, organizational strategies, and competitive environment (Ring and

Van De Ven, 1992). According to Cousins (2002) the rationale behind cooperative efforts lies

on sharing of both tangible and intangible resources, collaboration and business goals like

efficiency, competitive advantage and survival, through redesigning of process and products.

According to Bowersox et al., (2000) due to ever changing global market and fierce

competition, the traditional arm‟s length relationships are no longer considered to be

effective. Therefore, it is not surprising that most of the companies quickly adopted

themselves to this emerging trend of supply chain collaboration, which Lapide (1999) has

classified into three major types.

In manufacturer supplier collaboration, manufacturer collaborates with suppliers and can reap

the benefits in the areas of new product development, order fulfillment and capacity planning.

In manufacturer customer collaboration, collaborative relationships develop between

manufacturers and customer or manufacturer with distributors, wholesalers and retailers.

Such collaboration can take place in the areas of demand planning and inventory

replenishment.

While focusing jointly on planning of logistics activities, collaboration between companies

and third party logistics (3PL) providers and fourth party logistics providers can take place.

Further, elaborating on the levels and types of collaboration found in the SCM literature,

Barratt (2004) has presented the directions in which collaborative relationship can be formed

i.e. either vertical or horizontal collaboration. In this he has identified “The four different

potential relationship partners, suppliers and customers on the vertical axis and

complementors or competitors on the horizontal plain”. In addition, a new form of

collaboration has also been identified called lateral collaboration, which is a form of

combined relationship linking the benefits of vertical and horizontal collaboration (Mason et

al., 2007).

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

(iv) Virtual collaboration:

It refers to a temporary tightly coupled collaborative effort between independent entities i.e.

suppliers, customers, competitors linked by telecommunication technology Byrne (1993). It

helps in accessing the global market, cost sharing and skills.

Matopoulos et al., (2007) in his study has presented the conceptual framework for supply

chain collaboration and has observed that it is about organizations and enterprises working

together and the relationships can be considered as beyond normal commercial relationships.

In the words of Bowersox, 1990; Mentzer et al., 2000; Muchstadt et al., 2001; it can be

understood as a notion which implies that the chain members (two or more than two) get

involved and work together actively for coordinating activities spanning the boundaries of

their organizations for fulfilling and satisfying customers‟ needs.

Matopoulos et al., 2007; have suggested a general research framework for supply chain

collaboration. In his framework, he has identified two pillars and distinguished them i.e. the

one dealing with design and governing of supply chain activities and the other dealing with

the establishment and maintenance of supply chain relationships.

(a) Designing and governing of supply chain activities:

The first step in this involves taking the decision regarding the selection of partner.

This is so because companies interact with large number of suppliers and customers in

the real world but not all of them can be involved into collaboration, as it is based on

the perceived benefits and drawbacks, expectations and the “ Business Fit” of

companies.

The selection of activities on which collaboration would be established constitute the

second step and the activities are defined as “Width” of collaboration. Elaborating on

this Sahay (2003) says that companies should determine specific activities on which

collaboration can be performed as all the activities do not require the same kind of

involvement and close relationships.

The third step is the decision regarding the strategic, tactical and operational level and

constitutes the “Depth” of collaboration (Chopra and Meindl, 2001; Fawcett and

Magnan, 2002). The combination of above three elements mentioned above comprises

the intensity of collaboration. As mentioned by Matopoulus et al., 2007 “The more the

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

depth (from operational level to tactical and strategic), the width (from simple supply

chain activities to more complex such as new product development) and the number

of entities, upstream/ downstream) the more intense the collaboration is”.

The last step involves the decision regarding the selection of appropriate technique

and technology for facilitating information sharing. This is considered as very

complicated decision because all the members may not be able to meet the

requirements in terms of technology and techniques.

(b) Establishment and maintenance of Supply chain relationships:

The second pillar identified by Matopoulus et al., (2007) is the establishment and

maintenance of supply chain relation. Some of the critical elements in this cited by the

authors like Barratt and Oliveira, 2001; Stank et al., 1999; are mutuality of benefits

and sharing of risks and rewards. The other identified elements, in the literature like

trust, power, and dependence also play an influential role in the company‟s decision

to collaborate.

Thus to summarize the above discussion, it can be said that collaboration in supply chain

means different companies involve themselves in the flow of products and information from

the raw materials to final consumer in order to fulfill the customer needs. The areas in which

they collaborate, as identified by Anderson and Lee, 1999, 2001; Ellaram, 1995; Horvath,

2001; are supply chain design (procurement, transportation and distribution); manufacturing

(planning, inventory management, product design and development) and for order fulfillment

(including order processing, sales, customer service and demand management).

In the SCM literature, traditional supply chains are considered as a weakly connected activity

both within and outside the organization due to which there exists a lack of cohesion that

destroys value in the supply chain. As such according to Anderson and Lee, 1999; Bauknight,

2000, collaboration in supply chain have been recognized as a significant process which

holds the value creation opportunity and drive effective supply chain management.

In the words of Lambert and Cooper (2000, p.76) a process “is a structure of activities

designed for action with a focus on end customers and on the dynamic management of

flows involving products, information, cash, knowledge and ideas”. According to

Ellinger et al., (2000) collaboration has been widely mentioned as a process aimed at

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

creating competitive advantage through trust, mutual respect, joint decisions,

information sharing and collective responsibility of outcomes between buyers and

sellers. One of the pre- requisites for the supply chain process to be successful is that

it should be flexible as far as possible to respond to the different customer

requirements at minimum costs.

Eight key supply chain processes has been proposed by Croxton et al., (2001) which

includes customer relationship management, supplier relationship management,

demand management, order fulfillment, manufacturing flow management, new

product development, commercialization and returns management. It has been

observed that a company having a partnership with its suppliers and /or customers is

forced to bring change in its relationships, expectations and job descriptions.

Therefore, Hoyt and Huq (2000) have stated that for collaborative supply chain

management to be successful, drastic actions are required for changing or redesigning

the organizational structures and business processes. According to Poirier, 1999; it

can be achieved in four levels i.e. “Sourcing and logistics” and “Internal excellence”

as the first two levels focused internally and the two levels as “Network constructs”

and “industry leadership”. However, companies face difficulties while “Aligning”

their internal processes with suppliers and customers, (Kampstra et al., 2006). This is

so because tactical and operational issues are not well understood. But an aspect

which motivates the businesses to integrate their processes is the potential benefits

associated with it. For example, Corbett et al., (1999) has empirically shown that

process improvement in inventory management and order fulfillment led to better

results when the chain members got involved in aligning joint optimization rules with

logistics and commercial benefits.

Further, Bowersox et al., (1999) and Lambert (2006) have opined business process

integration as the main source of competitive advantage within a firm and across

firms. The three collaborative enablers that drive the shared supply chain processes

leading to better supply chain performances are information sharing, incentive

alignment and decision synchronization. For example, information sharing provides

visibility and help in better decision making. With the help of information technology

as a tool of collaboration, it leads to sharing of process between manufacturers. Like

“CPFR” is a business process where in trading partners use technology and a standard

set of business processes for collaboration on forecasts and plans for replenishing

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

product. Similarly, electronic data interchange (EDI) as a tool facilitate co-ordination

and promote relationship building in supply chain (Hill and Scudder, 2002; Kim et al.,

2006).

For collaborative supply chain management to work effectively and efficiently an

appropriate amount of planning is necessary. Planning involves two critical steps or

stages. At the first stage comes front –end agreement and joint business plan. The next

stage includes forecast oriented steps i.e. sales forecast collaboration and order

forecast collaboration. While developing front end agreement requirements of all

partners and objectives are clarified. This aligns all parties around common objectives

and guarantees adequate commitment to collaboration by all supply chain partners.

The second step enables partners in exchanging information regarding product or item

and involves joint business planning. According to Simatupang et al., (2002) for

facilitating the coordination of planning and executing decisions between the

participating members decision synchronization has been considered as a means.

Fisher (1997) and Lee et al., (1997) have observed that decisions involving

independent parties lead to sub-optimal performance where as joint decision making

leads to the benefits of chain members. Decision synchronization also relates to the

trade – off between centralization and decentralization. According to Sabath et al.,

(2001) centralization is required for firm level integration and coordination as it

provides focus and long- term planning at the supply chain level whereas

decentralization in selected areas like purchasing, logistics, inventory management

leads to flexibility, improved operational efficiency and enhanced responsiveness.

It has been stated by Anderson and Lee (1999) that in order to achieve a

“Synchronized Supply Chain”, industry participants “Collaborate on planning and

execution”. However, according to Hoover et al., (2001) the benefits of planning in

collaboration are significant only when collaboration is possible on a larger scale and

it cannot be considered just as a solution between close partners but needs to be

implemented with a larger number of different business partners.

In the context of supply chain, information sharing can be defined as the extent to

which crucial information are available to the chain members. The shared information

can be tactical i.e. related to purchasing, operation scheduling and logistics or

strategic i.e. related to long- term corporate objectives, marketing and information of

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

the customer. In other words, it refers to the act of capturing and disseminating

relevant and timely information to the decision makers for planning and controlling

the supply chain operations. Simatupang and Sridharan (2002) have defined it as “The

access to private data in all partners systems enabling the monitoring of the progress

of products as they pass through each process in the supply chain”. It covers data

acquisition, processing, representation, storage and dissemination of demand

conditions, end –to- end inventory status and locations, order status, cost –related data

and performance status.

Some of the criterion which is `used to judge the contributions of information sharing

leading to collaboration in supply chain are relevancy, accuracy, timeliness and

reliability. In supply chain collaboration, information sharing has been considered as a

starting point as it aims at capturing and disseminating timely and relevant

information to the decision makers which enables them in planning and controlling

the supply chain activities. Several studies like Bowersox et al., (2000), Cannon and

Perreault (1999) have associated the success of buyer- supplier relationship with high

levels of information sharing. Thus sharing of information has been recognized as the

main requirement for inter- organizational collaborative relationships. One of the

important factors responsible for information sharing becoming the main feature of

supply chain collaboration is the advances in the information technology (IT). For

example, internet, decision support systems, enterprise resource planning etc are used

to convey latest data regarding product movement, workflow, cost and performance to

facilitate information sharing with customers and partners. Some of the specific

customer oriented IT applications include informational facility like online

information about custom and standard products, frequently asked questions section,

contact person, return policy etc and transactional facilities like online order, order

modification, notification and tracking of orders, online payment security and

technical assistance. Similarly, for supply chain partners IT application includes

information regarding customer demand (like customer profiles, products, prices,

locations, quantity and demand patterns); resource planning (like forecasting,

shipping schedules, inventory, capacity, location, lead times and products) and

contract status such as price, automatic ordering, order- status- tracking, invoicing,

auction and electronic payments etc.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

However, the success of coordinating the collection, processing and dissemination of

information among the chain members depends upon the readiness of using the shared

information while executing logistics tasks leading to the operational and financial

performance. According to Patnayakuni et al., (2006); Zhou and Benton (2007),

information sharing leads to three major advantages to the supply chain members.

One, information is distributed throughout the supply chain, secondly closeness

increases between the receivers and the senders and finally the members become able

to act on new information in a timely manner. In the words of Truman (2000)

information sharing helps in improving relationships through the integration of

partner‟s information system, decision systems and business processes leading to

improved performance. Some of the researchers highlighting the importance of formal

and informal information sharing between the trading partners indicate that it leads to

increase in visibility and reduction in uncertainty (Brennan and Turnbull, 1999;

Handfield and Bcchtel, 2002). The extent of information shared helps in creating

collaborative opportunities and removing of inefficiencies in the supply chain and

significantly impact the buyer/ supplier relationship.

Several examples from the real world testify the above mentioned benefits of

information sharing in supply chain collaboration. For instance, Wal- mart uses

supplier information for setting the optimal inventory levels. Dell delivers finished

product only when it has real demand from an end customer (Schonfeld, 1998).

Similarly, orders and sales information are received by Benetton electronically from

hundreds of companies agents located across the world (Camuffo et al., 2001;

Dapiran, 1992). Another fashion firm Levis Strauss, while capitalizing on information

sharing charges premium price for personally fitted jeans (Schonfeld, 1998). Also, in

one of the survey study, conducted by Simatupang and Sridharan (2004) in 76 retail

companies in New Zealand have found out that sharing of information significantly

affected on time delivery, accuracy, fill rate and inventory performance, while it had

moderate impact on lead time and flexibility.

The supply chain literature on collaboration has identified several areas/ activities

were collaboration can take place like supply chain designing which includes

(procurement, transportation and distribution), collaborative manufacturing which

includes (inventory management, product design and development, manufacturing

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

planning etc) and integrated fulfillment like (order processing, sales, customer service

and demand management). Anderson and Lee, 1999, 2001; Ellram, 1995; Hovrath,

2001.

The determination of organizations competitiveness and the percentage of market

share depend upon the type of the product. Further, it also helps in capturing suppliers

and customer‟s information leading to the measurement of their involvement in

product development activities. Olsen and Ellram (1997) have acknowledged item

(Product) critically as a key in buyer- supplier relationship and says that more critical

items has more expectancy of developing relationships. Some of the characteristics

which operationalises the items criticality are value addition in the product line,

percentage of raw material in total cost and their profitability impact, supply scarcity,

pace of technology/ material substitution, entry barriers, logistics cost or complexity

etc.

Further, Bensaou, 1999 and Holweg et al., (2005) have also identified some of the

characteristics of item criticality like technical complexity, novelty of technology,

frequency of design changes, the level of customization required and short shelf life

and high- item value.

Collaboration on forecasts between companies helps in increasing efficiency and

decrease in costs as valuable resources are spent by the companies on responding to

unexpected conditions (Andarski, 1998; Stank and House, 2001). Similarly, Ireland

and Bruce ( 2000) considers forecasts to be a pivotal business function, which when

not strategically, systematically coordinated between firms can contribute to

disruption of activities at the point between trading partners where product is planned,

ordered and replenished. As such collaborative forecasting provides a substantial

opportunity for improved supply chain performance and should be viewed by the

firms as priority (Helms et al., 2000).

The existing literature on collaborative forecasting falls into two categories. First, the

intra firm collaborative forecasting efforts among functional business units within a

firm (Diehn, 2000, 2001; Lapide, 1999; Reese, 2000, 2001; Wilson, 2001). Second,

the inter firm collaborative forecasting among trading partners (Ackerman, 2000;

Andarski, 1999; Barratt and Oliveira, 2001; Ireland and Bruce, 2000; Vics, 1999).

According to Burgin et al., (2000) inter firm collaborative forecasting extends the

process beyond the four walls of an enterprise and include the trading partners either

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

face to face or electronically while forecasting. Some of the essentials of collaborative

forecasting are trust and reliance on supply chain partners in providing accurate,

detailed and timely demand information.

Coyle et al., (2003) has defined transportation as “The physical link connecting the fix

points in a logistics supply chain” (Coyle et al, 2003). It has been considered by

Christopher and Towill ( 2000), and Ellram (1991) as the key integral process for

planning and control of material flow, for delivering superior value to the end

customer and contributing to the overall goal of successful supply chain management.

According to Daganzo (1998) and Fleischmann (1998) distribution system can be

efficient in the collaborative arrangement only if the transportation network is

efficient. This is because of the interaction between the distribution structures and

transportation structures, where the cost of transport and performance are considered

to be an important factor in deciding about the distribution structure.

Inventory has been considered as a critical supply chain resource. For most of the

managers, it is an asset, time buffer and insurance against any wrong doings.

According to Zipkin (2000), inventory performance has been considered as a vital

measure of supply chain effectiveness as well as one of the most sought after goals of

supply chain collaboration initiatives. It touches every value added activity of a firm

from new product development to logistics, sourcing, operation and sales (Fawcett

and Fawcett, 1995; Mentzer et al., 2008). Some of its requirement is clear and

frequent communication, close coordination of efforts; open sharing of sensitive

strategic plans and excellent tracking systems.

Frankel et al, (2002) observes that few companies have adopted the significant change

in philosophy and practices required to manage inventory collaboratively. On the

other hand Angulo et al.,2004; Boddy et al.,1998; Ellinger et al., 2006; Fawcett et

al.,2007; Moberg et al., 2003; Yao and Dresner, 2008; believe that despite exemplary

success achieved by some companies, many firms have failed to achieve desired

performance improvement through their collaborative inventory management

practices. The companies have also struggled in achieving coordinated inventory

flows due to lack of investment in technological and organizational structures

(Fawcett et al., 2006; Stank et al., 1999). However companies like Toyota, Dell and

Wal -mart have illustrated the value of collaborative inventory management and have

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

achieved difficult to replicate strategic advantage and better than financial returns

(Dyer, 1996; Fawcett et al., 2009 b; Frohlich and Westbrook, 2001; Liker and Choi,

2004; and Stank et al., 1990).

Many Writers such as Christopher, 1998; Gattorna and Walters, 1996; Gunasekaran et al.,

2001; Hines, 1994; Lamming, 1993 and Lewis, 1990; have recognized collaboration as a

means of establishing closer and long term working relationship with suppliers and customers

at various levels in the chain. Goffin et al., (2006) highlights the need for identifying potential

partners before entering into collaboration. Elaborating on this Vereecke and Muylle (2006)

gives importance to the accuracy in making choices about working closely as supply chain

collaboration with anybody and everybody does not always lead to improvement.

Collaboration as a new source of competitive advantage has emerged for the companies due

to globalization (Dyer and Singh, 1998). According to Horvath (2001) and Spekman et al.,

(1998) supply chain collaboration has been regarded as the new strategy for creating

competitive advantage by the companies. In recent years, manufacturing firms have led

emphasis on collaboration in supply chain as a means of achieving competitive goals.

Collaborative manufacturing practices have been found to maximize the effectiveness of

value chain leading to profits and addressing the ever changing market demands. Fischer

(1997) observes that by working closely supply chain members can create and capture mutual

benefits, which according to Walker et al., (2000) can translate into very positive return on

investment and more efficient inventory management.

In the production process fast development of new products have increased the difficulties of

manufacturing companies, as such they are required to restructure their functions and

positions in the industry. Thus, according to Bowersox (1990) and Lee et al., (1997) a closer

relationship can be seen as a solution as it may help the participating companies in achieving

reduction in cost, revenue enhancement and flexibility in dealing with supply and demand

uncertainties. For instance, Hewlett-Packard (HP), while collaborating with one of its major

resellers achieved improvement in fill rate, increase in inventory turnover and sales (Callioni

and Ballington, 2001). Similarly, Wal-Mart attained mutual benefits of collaborative

planning, forecasting and replenishment by collaborating with Warner-Lambert (Parks,

2001). As mentioned by Kotler (1997) the basic reason of firms entering into collaboration

was that they cannot compete individually. Elaborating on this Anderson and Narus (1990)

have said that most of the firms coordinated along the cross firm activities, in order to

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

achieve superior performance. More specifically, Lambert et al., (1998) mentioned that

companies obtain for inter firm collaborative arrangement for sharing risks and rewards and

for securing higher performance which they could not achieve individually.

According to Akintoye el al., (2000) the key factor informing supply chain collaboration is

the trust between all parties that is suppliers, manufacturers and customers. Further, trust

leads to other factors such as mutual help, openness, common development of interest and

resource synchronization. Defining trust in the context of SCM, Doney and Cannon (1997)

and Ganesan, (1994) refer it as “the extent to which supply chain partners perceive each

other as credible and benevolent” (Doney and Cannon, 1997; Ganesan, 1994). In the words

of Spekman et al., (1998 p.635) trust is not only a desired characteristic but a necessity for

collaborative arrangement. Due to trust coordination improves, process become reliable and

quality of information is improved as a result of which purchasing cost decreases (Zaheer et

al., 1998). In addition to trust, according to Moorman et al., (1992, p.316) commitment is an

“enduring desire to maintain a valued relationship” (Moorman et al, 1992, p.316). As stated

by Grifix et al., (2004) shared goals, open communication and a commitment of sharing

information, joint problem solving and rapid response to failures to meet expectation were the

main drivers for successful collaboration in supply chain.

In the SCM literature both commitment and trust has been identified as key variables for

collaboration (Morgan and Hunt, 1994). Trust has a positive influence on commitment. For

instance Narayandas and Rangan (2004) have found that inter personal trust in a buyer

supplier relationship facilitated the development of inter organizational commitment in a

mature industrial market. Similarly, Zineldin and Jonsson (2000) has identified that

commitment from every member in the supply chain was a strategic factor leading to the

improvement in the effectiveness of the supplier customer relationship. On the other hand,

Morgan and Hunt (1994) had found out that negative influence of commitment in a

relationship reduces collaboration and success.

Thus, it can be contented that both commitment and trust leads to increasing collaboration but

trust is crucial factor for the development of commitment.

Supply chain relationships involve a higher degree of interdependency between competitors

(La Londe, 2002). It is defined as the resource dependencies among partners for the

achievement of mutual benefits (Mohr and Spekman, 1994). According to Heikkila (2002) it

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

refers to the need of maintaining a relationship with the partner for achieving its goals. It

exists when one party do not have entire control in the supply chain operations.

Organizational compatibility refers to “Complementarities in goals and objectives as well as

similarity in operating philosophies and corporate cultures” (Buklin and Sengupta, 1993,

p.35). According to Niederkofler (1991) if the partners do not match each other‟s operating

requirements, culture and structure then it becomes very difficult to achieve cooperation. It

has also been found that after the relationship becomes operational, large manufacturers tend

to create obstacles for their smaller suppliers. Therefore, large firms in the supply chain

context need to fill the gap enthusiastically in order to create operational compatibility. For

example, Nokia mobile phone (NMP) collaborates closely with its upstream supply partners

to develop and manufacture its new product line while it interacts with its downstream

partners to obtain customer input and seize new market opportunities. It has put forward

several IT initiatives and intensive information exchange between its upstream and

downstream partners leading to the creation of a flexible and efficient supply chain network.

As a result of these initiatives it is having the second best supply chain network, after Dell

computers (O‟ Marah, 2004).

Highlighting the importance of quality of leadership, Kidd et al., (2003) observes that within

the supply chain firms leadership acts as an important driver, as it helps in shaping the culture

of the firm and also management perception in the alliances. In the words of Kotler (1996)

“Collaboration leaders is the most important strategic partner together with collaboration

coordinator and no successful transformational changes can occur without proper

leadership” (Kotler, 1996). Providing incentives to suppliers and customers for their

commitment and performance also help in developing good relationship among OEMs,

suppliers and customers. On similar lines Peterson et al., (2000) is of the view that sharing of

rewards and penalties within the chain act as a mechanism for driving efficiency and unity.

Jassawala and Sashittal (1998) have found out that more equitable distribution of power

among the chain members leads to a more collaborative firm.

Apart from the above mentioned factors infrastructure/ technologies such as database,

information system and the internet also plays an important role in making CSCM a success.

For instance, linking of the supply chain partners through information sharing mechanism

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

leading to transparency have been considered as one of the most critical drivers for successful

supply chains (Min and Zhou, 2002).

Some of the drivers identified in the SCM literature leading to supply chain collaboration are

presented in table 2 as under:

Authors Driving Forces

Lewis, 1990 Increase in market share, asset

utilization, Enhancement in customer

service, improvement in quality of

product, skill enhancement and

economies of scale in production.

Paster , 2000 Decrease in the risk of failure of

product development.

Holton, 2001; Parker, 2000 Reduced inventory (In the face of

technological complexity and rapid

rate of product development and

obsolescence).

McCarthy and Golicic, 2002; Parker, 2000. Gaining rapid access to market.

Horvath, 2001; Lewis, 1990; Mclaren et al.,

2000; Parker, 2000.

Sharing and reduction in the cost of

product development.

Lewis, 1990; McCarthy and Golicic, 2002;

Mclaren et al., 2000; Parker, 2000.

Reduced time in product

development.

Conclusion:

This paper covers a literature review of eighty studies pertaining to supply chain

collaboration undertaken in the period of 19 years that is from 1990-2009. It is noted that

supply chain collaboration can be in various areas such as process, planning, information

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

sharing, forecasting, transportation/distribution, inventory management and strategic

planning. Further, various factors which motivates a manufacturer into supply chain

collaboration and have a significant bearing on its working are identified as

trust/commitment, interdependence, organizational compatibility, leadership, and

infrastructure/technology members. Interdependence implies resource dependence, where by

each partner supplements the deficiency of the other: as a result collaboration is mutually

beneficial. Organizational compatibility is achieved by matching each other‟s operating

requirements, culture and structure. Leadership helps in molding the culture of the

organization and also enables better management perception in the alliance. Lastly,

infrastructure and technology links the supply chain partners and brings about transparency in

the entire supply chain..

Trust leads to commitment among collaborating members and commitment further leads to

improvement in effectiveness of relationship among the collaborating

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

References

Ackerman, K.B. (2000), “CPFR - How it could change the warehouse”, warehousing,

Vol.15 No.10, September.

Akintoye, A. and McIntosh, G. et al., (2000), “A survey of supply chain collaboration and

management in the UK construction industry”, European Journal of Purchasing & Supply

Management, Vol. 6, pp. 159-68.

Andarski, J.C. (1998), “Leadership and the realization of supply chain collaboration”,

Journal of Business Logistics, Vol. 19 No. 2, pp. 9-11.

Andarski, J.C. (1999), “Supply chain collaboration”, available:

www.foodlogistics.com/collaboration.html (accessed 01/09/2000).

Anderson, D.L. and Lee, H. (1999), “Synchronized supply chains: the new frontier”,

Achieving supply chain excellence through technology, Vol. 1, pp. 12-21.

Anderson, D.L. and Lee, H. (2001), “New supply chains business models – the

opportunities and the challenges”, Achieving supply chain excellence through technology,

Vol. 3, pp. 12-18.

Anderson, J. and Narus, J. (1990), “A model of distributor-firm and manufacturer-firm

working partnership”, Journal of Marketing, Vol. 54 No. 1, pp. 42-58.

Angulo, A., Nachtmann, H. & Waller, M. A. (2004), "Supply chain information sharing in

a vendor managed inventory partnership”, Journal of Business Logistics, Vol. 25 No. 1, pp.

101-120.

Attaran, M. and Attaran, S. (2007), “Collaborative supply chain management: The most

promising practice for building efficient and sustainable supply chains”, Business process

management journal, Vol.13 No.3, pp.390-404.

Bagchi, P.K. and Skjott-Larsen, T. (2005), “Supply chain integration: a European survey”,

The International Journal of Logistics Management, Vol. 16 No. 2, pp. 275-94.

Bahinipati, B.K., Kanda, A. and Deshmukh, S.G. (2009), “Horizontal collaboration in

semiconductor manufacturing industry supply chain: an evaluation of collaboration

intensity index”, Computers & Industrial Engineering, 12 March, available at: www.

sciencedirect.com/science/article/B6V274VTKKPV1/2/33cb88021beb0a6aa4645193f5573

fff

Barratt, M. and Oliveira, A. (2001), “Exploring the experiences of collaborative planning

initiatives”, International Journal of Physical Distribution & Logistics Management, Vol.

31 No. 4, pp. 266-89.

http://www.foodlogistics.com/collaboration.html

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Bauknight, D.N., (2000), “The supply chains future in the e-economy and why many may

never see it”. Supply Chain Management Review (March/April), 28–35.

Bensaou, M. (1999), “Portfolios of buyer-supplier relationships”, Sloan Management

Review, Vol. 40 No. 4, pp. 35-44.

Boddy, D., Cahill, C., Charles, M., Fraser-Kraus, H. & Macbeth, D. (1998), "Success and

Failure in Implementing Partnering”, European Journal of Purchasing & Supply

Management, Vol. 4 No. 2/3, pp. 143-151.

Bowersox, D.J. (1990), “The strategic benefits of logistics alliances”, Harvard Business

Review, Vol. 68 No. 4, pp. 36-43.

Bowersox, D., and Closs, D. (1996), Logistical Management: The Integrated Supply Chain

Process, McGraw-Hill Companies, New York, NY.

Bowersox, D.J., Closs, D.J. and Stank, T.P. (1999), “21st Century Logistics: Making

Supply Chain Integration a Reality”, Council of Logistics Management, Oak Brook, IL.

Bowersox, D.J., Closs, D.J. and Keller, S.B. (2000), “How supply chain competency leads

to business success”, Supply Chain Management Review, Vol. 4 No. 4, pp. 70-8.

Bowersox, D.J., Closs, D.J. and Stank, T.P. (2000), “Ten mega-trends that will

revolutionize supply chain logistics”, Journal of Business Logistics, Vol. 21 No. 2, pp. 1-

16.

Bowersox, D.J., Closs, D.J. and Stank, T.P. (2003), “How to master cross-enterprise

collaboration”, Supply Chain Management Review, Vol. 7 No. 4, p. 18.

Brennan, R. and Turnbull, P.W. (1999), “Adaptive behavior in buyer-supplier

relationships”, Industrial Marketing Management, Vol. 28 No. 5, pp. 481-95.

Bucklin, L.P. and Sengupta, S. (1993), “Organizing successful co-marketing alliances”,

Journal of Marketing, Vol. 57 No. 2, pp. 32-46.

Burgin, S.W., Golicic, S.L. and McCarthy, T.M. (2000), “ Leveraging collaborative

Forecasting to optimize Supply chain Performance”, Annual conference proceedings,

Council of logistics management, Oak Brook, IL, pp. 245-51.

Byrne, J. (1993), “The virtual corporation”, Business Week, pp. 98-102.

Callioni, G. and Billington, C. (2001), “Effective collaboration: Hewlett-Packard takes

supply chain management to another level”, OR/MS Today, Vol. 28 No. 5, pp. 34-9.

Camuffo, A., Romano, P. and Vinelli, A. (2001), “Back to the future: Benetton transforms

its global network‟‟, Sloan Management Review, Vol. 43 No. 1, pp. 46-52.

Cannon, J.P. and Perreault, W.D. (1999), “Buyer-seller relationships in business markets”,

Journal of Marketing Research, Vol. 36 No. 4, pp. 439-60.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Christopher, M. (1998), “Logistics and Supply Chain Management”, 2nd ed., Pearson

Education Publishing, Harlow.

Christopher, M. and Towill, D.R. (2000), “An integrated model for the design of agile

supply chains”, International Journal of Physical Distribution & Logistics Management,

Vol. 13 No. 4, pp. 4-17.

Chopra, S. and Meindl, P. (2001), Supply Chain Management: Strategy, Planning and

Operation, Prentice Hall Editions, Upper Saddle River, NJ.

Collins, T.M. and Doorley, T.L. (1991), “Teaming up for the 90s: A Guide to International

Joint Ventures and Strategic Alliances”, Business One Irwin, Homewood, IL.

Corbett, C.J., Blackburn, J.D. and van Wassenhove, L.N. (1999), “Partnerships to improve

supply chains”, Sloan Management Review, Vol. 40 No. 4, pp. 71-82.

Cousins, P.D. (2002), “A conceptual model for managing long term inter-organizational

relationships”, European Journal of Supply Chain and Management, Vol. 8 No. 2, pp. 71-

82.

Coyle, J.J., Edward, J.B. and Langley, C.J. (2003), “The Management of Business

Logistics: A Supply Chain Perspective”, 7th ed., Western/Thompson Learning, Mason,

OH.

Cross, R., Borgatti, S.P. and Parker, A. (2002), “Making invisible work visible”, California

Management Review, Vol. 44 No. 2, pp. 25-46.

Croxton, K.L., Garcı´a-Dastugue, S.J., Lambert, D.M. and Rogers, D.S. (2001), “The

supply chain management processes”, The International Journal of Logistics Management,

Vol. 12 No. 2, pp. 13-36.

Crum, C. and Palmatier, G.E. (2004), “Demand collaboration: what‟s holding us back?”,

Supply Chain Management Review, Vol. 8 No. 1, pp. 54-61.

Daganzo, C.F. (1998), “Queue spill over‟s in transportation networks with a route choice”,

Transportation Science, Vol. 32 No. 1, pp. 3-11.

Dapiran, P. (1992), ``Benetton – global logistics in action‟‟, International Journal of

Physical Distribution & Logistics Management, Vol. 22 No. 6, pp. 7-11.

Diehn, D. (2000/2001), “ Seven Steps to build a successful collaborative forecasting

process”, The Journal of Business Forecasting Methods & Systems, Vol. 19 No4, Winter,

pp.23, 28-9.

Doney, P.M. and Cannon, J.P. (1997), “An examination of the nature of trust in buyer-

seller relationships”, Journal of Marketing, Vol. 61, pp. 35-61.

Doz, Y. and Hamel, G. (1998), “Alliance Advantage: The Art of Creating Value through

Partnering”, Harvard Business School Press, Boston, MA.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Dyer, J. H. (1996), "Specialized supplier networks as a source of competitive advantage:

Evidence from the auto industry”, Strategic Management Journal, Vol. 17 No., pp. 271-

292.

Dyer, J.H. and Singh, H. (1998), “The relational view: cooperative strategy and sources of

Inter organizational competitive advantage”, Academy of Management Review, Vol. 23

No. 4, pp. 660-79.

Ellinger, A.E. (2000), “Improving marketing/logistics cross-functional collaboration in the

supply chain”, Industrial Marketing Management, Vol. 29, pp. 85-96.

Ellinger, A. E., Keller, S. B. & Hansen, J. D. (2006), "Bridging the Divide between

Logistics and Marketing: Facilitating Collaborative Behaviour”, Journal of Business

Logistics, Vol. 27 No. 2, pp. 1-27.

Ellram, L.M. (1991), “Supply chain management. The industrial organisation perspective”,

International Journal of Physical Distribution & Logistics Management, Vol. 21 No. 1, pp.

13-22.

Ellram, L.M. (1995), “Partnering pitfalls and success factors”, International Journal of

Purchasing and Materials Management, spring.

Fawcett, S. E. & Fawcett, S. A. (1995), "The Firm as a Value-Added System: Integrating

Logistics, Operations, and Purchasing", International Journal of Physical Distribution and

Logistics Management, Vol. 25 No. 3, pp. 24-42.

Fawcett, S.E. and Magnan, G.M. (2002), “The rhetoric and reality of supply chain

integration”, International Journal of Physical Distribution & Logistics Management, Vol.

32 No. 5, pp. 339-61.

Fawcett, S. E., Ogden, J. A., Magnan, G. N. & Cooper, M. B. (2006), "Organizational

Commitment and Governance for Supply Chain Success", International Journal of Physical

Distribution and Logistics Management, Vol. 36 No. 1, pp. 22-35.

Fawcett, S. E., Magnan, G. M. & Ogden, J. A. (2007), “Achieving World-Class Supply

Chain Collaboration: Managing the Transformation”, Institute for Supply Management,

Tempe Arizona.

Fawcett, S. E., Allred, C., Magnan, G. M. & Ogden, J. (2009), "Supply Chain Management

and Entrepreneurial Business Model Design: A Viability Assessment", Benchmarking: An

International Journal, Vol. 16 No. 1, pp. 5-29.

Finley, F. and Srikanth, S. (2005), “7 imperatives for successful collaboration”, Supply

Chain Management Review, Vol. 9 No. 1, pp. 30-7.

Fisher, M.L. (1997), “What is the right supply chain for your product?”, Harvard Business

Review, Vol. 75 No. 2, pp. 105-16.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Fleischmann, B. (1998), “Designing of freight traffic networks”, in Fleischmann, B., van

Numen, J.A.E.E., Speranza, M.G. and Sta¨hly, P. (Eds), Advances in Distribution

Logistics, Springer, Berlin.

Frankel, R., Goldsby, T. J. & Whipple, J. (2002), "Grocery Industry Collaboration in the

Wake of ECR", International Journal of Logistics Management, Vol. 13 No. 1, pp. 57-72.

Frohlich, M. T. & Westbrook, R. (2001), "Arcs of Integration: An International Study of

Supply Chain Strategies", Journal of Operations Management, Vol. 19 No. 2, pp. 185-200.

Fugate, B.S., Sramek, B.D. and Goldsby, T.J. (2009), “Operational collaboration between

shippers and carriers in the transportation industry”, The International Journal of Logistics

Management, Vol.20 No 3, pp.425-447.

Fu, Y. and Piplani, R. (2004), “Supply-side collaboration and its value in supply chains”,

European Journal of Operational Research, Vol. 152 No. 1, pp. 281-8.

Gadde, L-E., Huemer, L. and Hakansson, H. (2003), “Strategizing in industrial networks”,

Industrial Marketing Management, Vol. 32 No. 5, pp. 357-64.

Ganesan, S. (1994), “Determinants of long-term orientation in buyer-seller relationships”,

Journal of Marketing, Vol. 58 No. 2, pp. 1-19.

Gattorna, J.L. and Walters, D.W. (1996), “Managing the Supply Chain”, Macmillan,

Basingstoke.

Goffin, K., Lemke, F. and Szwejczewski, M. (2006), “An exploratory study of „close‟

supplier – manufacturer relationships”, Journal of Operations Management, Vol. 24 No. 2,

pp. 189-209.

Gunasekaran, A., Patel, C. and Tirtiroglou, E. (2001), “Performance measure and metrics in

a supply chain environment”, International Journal of Operations & Production

Management, Vol. 21 No‟s 1/2, pp. 71-87.

Handfield, R. and Bechtel, C. (2002), “The role of trust and relationship structure in

improving supply chain responsiveness”, Industrial Marketing Management, Vol. 31 No.

4, pp. 367-82.

Heikkila¨, J. (2002), “From supply to demand chain management: efficiency and customer

satisfaction”, Journal of Operations Management, Vol. 20, pp. 747-67.

Helms, M.M., Ettkin, L.P. and Chapman, S. (2000), “Supply chain forecasting-

Collaborative forecasting supports supply chain management”, Business Process

Management Journal, Vol.6 No. 5, pp. 392-407.

Hill, C.A. and Scudder, G.D. (2002), “The use of electronic data interchange for supply

chain coordination in the food industry”, Journal of Operations Management, Vol. 20, pp.

375-87.

Hines, P. (1994), “Creating World Class Suppliers”, Pitman, London.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Holton, J.A. (2001), “Building trust and collaboration in a virtual team”, Team

Performance Management: An International Journal, Vol. 7 No. 3-4, pp. 36-47.

Holweg, M., Disney, S., Holmstrom, J. and Smaros, J. (2005), “Supply chain collaboration:

making sense of the strategy continuum”, European Management Journal, Vol. 23 No. 2,

pp. 170-81.

Hoover, W.E., Eloranta, E., Holmstrom, J. and Huttunen, K. (2001), “Managing the

Demand-Supply Chain”, Wiley, New York, NY.

Horvath, L. (2001), “Collaboration: the key to value creation in supply chain management”,

Supply Chain Management: An International Journal, Vol. 6 No. 5, pp. 205-7.

Hoyt, J. and Huq, F. (2000), “From arms-length to collaborative relationships in the supply

chain: an evolutionary process”, International Journal of Physical Distribution & Logistics

Management, Vol. 30 No. 9, pp. 750-64.

Ireland, P. (1999), “Satisfying dependent customers: on the power of suppliers in IT

systems integration supply chains”, Supply Chain Management: An International Journal,

Vol. 4 No. 4, pp. 184-91.

Ireland, R. and R. Bruce (2000), “CPFR Only the beginning of collaboration”, Supply

Chain Management Review, Vol Sept/Oct.

Jassawalla, A.R. and Sashittal, H.C. (1998), “An examination of collaboration in high-

technology new product development processes”, Journal of Product Innovation


Jap, S.D. (1999), “Pie-expansion efforts: collaboration processes in buyer-supplier

relationships”, Journal of Marketing Research, Vol. 36 No. 4, pp. 461-75.

Jap, S.D. (2001), “Pie sharing‟ in complex collaboration contexts”, Journal of Marketing

Research, Vol. 38 No. 1, pp. 86-99.

Kahn, K.B., Maltz, E.N. and Mentzer, J.T. (2006), “Demand collaboration: effects on

knowledge creation, relationships, and supply chain performance”, Journal of Business

Logistics, Vol. 27 No. 2, pp. 191-221.

Kampstra, R.P., Ashayeri, J., and Gattorna, J.L (2006), “Realities of supply chain

collaboration”, The international journal of logistics management, Vol. 17 No.3, pp. 312-

330.

Kidd, J., Richter, F-J.and Li, X. (2003), “Learning and trust in supply chain management”,

Management Decision, Vol. 41 No. 7, pp. 603-12.

Kim, D., Cavusgil, S.T. and Calantone, R.J. (2006), “Information system innovations and

supply chain management: channel relationships and firm performance”, Journal of the

Academy of Marketing Science, Vol. 34 No. 1, pp. 40-54.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Konczak, L.J. (2001), “The process of business/environmental collaborations: partnering

for sustainability”, Personnel Psychology, Vol. 54 No. 2, pp. 515-8.

Kotter, J. (1996), “Leading Change”, HBS Press, Boston, MA, in Kaplan and Norton

(2001).

La Londe, B. (2002), “Who can you trust these days?”, Supply Chain Management Review,

May-June, 9-10.

Lambert, D.M. and Cooper, M.C. et al., (1998), “Supply chain management:

implementations issues and research opportunities”, The International Journal of Logistics


Lambert, D.M. (Ed.) (2006), “Supply Chain Management: Processes, Partnerships,

Performance”, Supply Chain Management Institute, Sarasota, FL.

Lambert, D.M. and Cooper, M. (2000), “Issues in supply chain management”, Industrial

Marketing Management, Vol. 29 No. 1, pp. 65-83.

Lamming, R. (1993), “Beyond Partnership”, Prentice Hall, New York, NY.

Lapide, L., (1999), “Collaborating in the e-Commerce Age”, Supply Chain Management

Review, Summer, pp. 15-17.

Lee, H.L., Padmanabhan, V. and Whang, S. (1997), “The bullwhip effect in supply chains”,

Sloan Management Review, Vol. 38 No. 3, pp. 93-102.

Lewis, D.J. (1990), Partnership for Profit: Structuring and Managing Strategic Alliances,

The Free Press, New York, NY.

Liker, J. K. & Choi, T. Y. (2004), "Building a deep supplier relationships", Harvard

Business Review, Vol. 82 No. 12, pp. 102-113.

Mason, R., Lalwani, C. and Boughton, R. (2007), “Combining vertical and horizontal

collaboration for transport optimisation”, supply chain management: An international

journal, 12/3, pp. 187-199.

McCarthy, T.M. and Golicic, S.L. (2002), “Implementing collaborative forecasting to

improve supply chain performance”, International Journal of Physical Distribution &

Logistic Management, Vol. 32 No. 6, pp. 431-54.

McLaren, T., Head, M. and Yuan, Y. (2000), “Supply chain collaboration alternatives:

understanding the expected cost and benefits”, Internet Research: Electronic Networking

Applications and Policy, Vol. 12 No. 4, pp. 348-64.

Mentzer, J.T., Foggin, J.H. and Golicic, S.L. (2000), “Supply chain collaboration: the

enablers, impediments, and benefits”, Supply Chain Management Review, Vol. 4 No. 4, pp.

52-80.

Mentzer, J. T., Stank, T. P. & Esper, T. L. (2008), "Supply Chain Management and Its

Relationship to Logistics, Marketing, Production, and Operations Management", Journal of

Business Logistics, Vol. 29 No. 1, pp. 31-46.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Min, H. and Zhou, G. (2002), “Supply chain modelling: past, present and future”,

Computers & Industrial Engineering, Vol. 43, pp. 231-49.

Min, S., Roath, A.S., Daugherty, P.J., Genchev, S.E., Haozhe, C., Arndt, A.D. and Richey,

R.G. (2005), “Supply chain collaboration: what‟s happening?”, International Journal of

Logistics Management, Vol. 16 No. 2, pp. 237-56.

Moberg, C. B., Speh, T. W. & Freese, T. L. (2003), "SCM: Making the Vision a Reality",

Supply Chain Management Review, Vol. 7 No. 5, pp. 34-40.

Mohr, J. and Spekman, R.E. (1994), “Characteristics of partnership success: partnership

attributes, communication behavior, and conflict resolution techniques”, Strategic

Management Journal, Vol. 15 No. 2, pp. 135-52.

Moorman, C., Zaltman, G. and Deshpande, R. (1992), “Relationships between providers

and users of market research: the dynamics of trust within and between organizations”,

Journal of Marketing Research, Vol. 29 No. 3, pp. 314-28.

Morgan, R.M. and Hunt, S.D. (1994), “The commitment-trust theory of relationship

marketing”, Journal of Marketing, Vol. 58 No. 3, pp. 20-38.

Muchstadt, J.A., Murray, D.H., Rappold, J.A. and Collins, D.E. (2001), “Guidelines for

collaborative supply chain system design and operation”, Information System Frontiers,

Vol. 3-4, pp. 427-53.

Myhr, N. and Spekman, R.E (2005), “Collaborative supply –chain partnerships built upon

trust and electronically mediated exchange”, journal of business and Industrial Marketing,

pp. 179-186.

Narayandas, D. and Rangan, V.K. (2004), “Building and sustaining buyer-seller

relationships in mature industrial markets”, Journal of Marketing, Vol. 68 No. 3, pp. 63-77.

Narasimhan, R. and Jayaram, J. (1998), “Casual linkages in supply chain management: an

exploratory study of North American manufacturing firms”, Decision Sciences, Vol. 29

No. 3, pp. 579-606.

Niederkofler, M. (1991), “The evolution of strategic alliances: opportunities for managerial

influence”, Journal of Business Venturing, Vol. 6 No. 4, pp. 237-57.

Oh, J. and Rhee, S.K. (2008), “The influence of supplier capabilities and technology

uncertainty on manufacturer-supplier collaboration”, International Journal of Operations &

Production Management, Vol. 28 No. 6, p. 28.

Olsen, R.F. and Ellram, L.M. (1997), “A portfolio approach to supplier relationships”,

Industrial Marketing Management, Vol. 26 No. 2, pp. 101-13.

O‟Marah, F. (2004), “The Top 25 Supply Chains and the New Trillion-Dollar

Opportunity”, AMR Research, Cambridge, MA.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Pagell, M. (2004), “Understanding the factors that enable and inhibit the integration of

operations, purchasing and logistics”, Journal of Operations Management, Vol. 22 No. 5,

pp. 459-87.

Parks, L. (2001), “Wal-Mart gets onboard early with collaborative planning”, Drug Store

News, Vol. 23 No. 2, p. 14.

Parker, H. (2000), “Inter-firm collaboration and the new product development process”,

Industrial Management & Data Systems, Vol. 100 No. 6, pp. 255-60.

Perks, H. (2000), “Marketing information exchange mechanisms in collaborative new

product development”, Industrial Marketing Management, Vol. 29 No. 2, pp. 179-89.

Patnayakuni, R., Rai, A. and Seth, N. (2006), “Relational antecedents of information flow

integration for supply chain coordination”, Journal of Management Information Systems,

Vol. 23 No. 1, pp. 13-42.

Peterson, J., Cornwell, F. and Pearson, C.J. (2000), “Chain stock take of some Australian

agricultural and fishing industries”, Bureau of Rural Sciences, Canberra, available at:

http://affashop.gov.au/PdfFiles/PC12761.pdf.

Poirier, C.C. (1999), “Advanced Supply Chain Management”, Berret-Koehler Publishers,

San Francisco, CA.

Powell, W.W., White, D.R., Koput, K.W. and Owen-Smith, J. (2005), “Network dynamics

and field evolution: the growth of inter organizational collaboration in the life sciences”,

The American Journal of Sociology, Vol. 110 No. 4, pp. 1132-206.

Reese, S. (2000/2001), “The human aspects of collaborative forecasting”, The Journal of

Business Forecasting Methods & Systems, Vol. 19 No4, winter, pp.3-9.

Ring, P.S. and Van den Ven, A.H. (1992), “Structuring cooperative relationships between

organisations”, Strategic Management Journal, Vol. 13 No. 7, pp. 483-98.

Sabath, R.E., Autry, C.W. and Daugherty, P.J. (2001), “Automatic replenishment

programs: the impact of organizational structure”, Journal of Business Logistics, Vol. 22

No. 1, pp. 91-105.

Sahay, B.S. (2003), “Supply chain collaboration: the key to value creation”, Work Study,

Vol. 52 No. 2, pp. 76-83.

Sanders, N.R. (2007), “An empirical study of the impact of e business technologies on

organizational collaboration and performance”, Journal of Operations Management, Vol.

25 No. 6, pp. 1332-47.

Sanders, N.R. (2008), “Pattern of information technology use: the impact of buyer-supplier

coordination and performance”, Journal of Operations Management, Vol. 26 No. 3, pp.

349-67.

http://affashop.gov.au/PdfFiles/PC12761.pdf

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Sanders, N.R. and Premus, R. (2005), “Modeling the relationship between firm it

capability, collaboration, and performance”, Journal of Business Logistics, Vol. 26 No. 1,

p. 1.

Sawhney, M. (2002), “Don‟t just relate – collaborate”, MIT Sloan Management Review,

Vol. 43 No. 3, p. 96.

Schonfeld, E. (1998), “The customized, digitised, have-it-your-way economy‟‟, Fortune,

Vol. 138 No. 6, 28 September, pp. 114-24.

Schrage, M. (1990), “Shared Minds: The New Technologies of Collaboration”, Random

House, New York, NY.

Shin, H.V., Collier, D.A. and Wilson, D. (2000), “Supply management orientation and

supplier/buyer performance”, Journal of Operations Management, Vol. 18 No. 3, pp. 317-

33.

Simatupang, T.M. and Sridharan, R. (2002), “The collaborative supply chain”, The

International Journal of Logistics Management, Vol. 13 No. 1, pp. 15-30.

Simatupang, T.M. and Sridharan, R. (2004), “The collaboration index: a measure for

supply chain collaboration”, International Journal of Physical Distribution & Logistics


Simatupang, T.M., Wright, A.C. and Sridharan, R. (2004), “Applying the theory of

constraints to supply chain collaboration”, Supply Chain Management: An International

Journal, Vol. 9 No. 1, pp. 57-70.

Simatupang, T.M. and Sridharan, R. (2005), “The collaboration index: a measure for

supply chain collaboration”, International Journal of Physical Distribution & Logistics


Simatupang, T.M. and Sridharan, R. (2005), “An integrative framework for supply chain

collaboration”, International Journal of Logistics Management, Vol. 16 No. 2, pp. 257-74.

Singh, K. and Mitchell, W. (2005), “Growth dynamics: the bidirectional relationship

between Inter firm collaboration and business sales in entrant and incumbent alliances”,

Strategic Management Journal, Vol. 26 No. 6, pp. 497-522.

Skjoett-Larsen, T., Thernoe, C. and Andersen, C. (2003), “Supply chain collaboration”,

International Journal of Physical Distribution &Logistics Management, Vol. 33 No. 6, p.

531.

Spekman, R.E. and Sawhney, K. (1990), “ Towards a Conceptual Understanding of the

Antecedents of Strategic Alliances”, Marketing Science Institute, Cambridge, MA, pp. 90-

114.

Speakman, R., Kammouff, J. and Myhr, N. (1998), “An empirical investigation into supply

chain management: a perspective on partnerships”, Supply Chain Management, Vol. 3 No.

2, pp. 53-67.

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Spekman, R.E., Kamauff, J.W. and Myhr, N. (1998), “An empirical investigation into

supply chain management”, International Journal of Physical Distribution & Logistics


Stank, T.P., Crum, M. and Arango, M. (1999), “Benefits of inter-firm co-ordination in food

industry supply chains”, Journal of Business Logistics, Vol. 20 No. 2, pp. 21-41.

Stank, T. P., Daugherty, P. J. & Autry, C. W. (1999), "Collaborative Planning: Supporting

Automatic Replenishment Programs", Supply Chain Management: An International Journal

of Logistics Management, Vol. 4 No. 2, pp. 75-85.

Stank, T.P. and House, R.G. (2001), “Insights from a logistics partnership”, Supply Chain

Management: An International Journal, Vol. 6 No. 1, pp. 16-20.

Stank, T.P., Keller, S.B. and Daugherty, P.J. (2001), “Supply chain collaboration and

logistical service performance”, Journal of Business Logistics, Vol. 22 No. 1, pp. 29-48.

Stank, T.P., Goldsby, T.J., Vickery, S.K. and Savitskie, K. (2003), “Logistics service

performance: estimating its influence on market share”, Journal of Business Logistics, Vol.

24 No. 1, pp. 27-56.

Stern, A.J. and Hicks, T. (2000), “The Process of Business/Environmental Collaborations:

Partnering for Sustainability, Quorum,” Westport, CT.

Supply Chain Management Review (SCMR) and Computer Sciences Corporation (CSC)

(2004), “The second annual global survey of supply chain progress”, available at:

www.csc.com/ features/2004/55.shtml (accessed September 2006).

Truman, G.E. (2000), “Integration in electronic exchange environments”, Journal of

Management Information Systems, Vol. 17 No. 1, pp. 209-44.

Tuominen, M. (2004), “Channel collaboration and firm value proposition”, International

Journal of Retail & Distribution Management, Vol. 32 No. 4, pp. 178-89.

Vereecke, A. and Muylle, S. (2006), “Performance improvement through supply chain

collaboration in Europe”, International Journal of Operations & Production Management,

Vol. 26 No. 11, pp. 1176-98.

Vyas, N.M., Shelburn, W.L. and Rogers, D.C. (1995), “An analysis of strategic alliances:

forms, functions and framework”, Journal of Business Industrial Marketing, Vol. 10 No. 3,

pp. 47-60.

Walker, B., Bovet, D. and Martha, J. (2000), “Unlocking the supply chain to build

competitive advantage”, The International Journal of Logistics Management, Vol. 11 No. 2,

pp. 1-8.

Whipple, J.M., Frankel, R. and Daugherty, P. (2002), “Information support for alliances:

performance implications”, Journal of Business Logistics, Vol. 23 No. 2, pp. 67-82.

http://www.csc.com/

ijcrb.webs.com



NOVEMBER 2013

VOL 5, NO 7

Whipple, J.M. and Russell, D. (2007), “Building supply chain collaboration: a typology of

collaborative approaches”, International Journal of Logistics Management, Vol. 18 No. 2,

pp. 174-96.

Wilson, N. (2001), “ Game Plan for a successful collaborative forecasting process” , The

Journal of Business Forecasting Methods & Systems, Vol. 20 No1, Spring, pp.3-6.

Yao, Y. & Dresner, M. (2008), "The inventory value of information sharing, continuous

replenishment, and vendor-managed inventory", Transportation Research: Part E, Vol. 44

No. 3, pp. 361-378.

Zaheer, A., McEvily, B. and Perrone, V. (1998), “Does trust matter? Exploring the effects

of Inter organizational and interpersonal trust on performance”, Organization Science, Vol.

9 No. 2, pp. 141-59.

Zhou, H. and Benton, W.C. Jr (2007), “Supply chain practice and information sharing”,

Journal of Operations Management, Vol. 25 No. 6, pp. 1348-65.

Zineldin, M. and Jonsson, P. (2000), “An examination of the main factors affecting

trust/commitment in supplier-dealer relationship: an empirical study of the Swedish wood

industry”, The TQM Magazine, Vol. 12 No. 4, pp. 245-65.

Zipkin, P. (2000), “Foundations of Inventory Management”, McGraw-Hill Companies Inc.,

Boston, MA.

Documents

project mangment