Supply chain collaboration: what's happening?

Soonhong Min (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
Anthony S. Roath (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
Patricia J. Daugherty (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
Stefan E. Genchev (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
Haozhe Chen (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
Aaron D. Arndt (Division of Marketing and Supply Chain Management, Michael F. Price College of Business, The University of Oklahoma, Norman, Oklahoma, USA)
R. Glenn Richey (Department of Management and Marketing, The University of Alabama,Tuscaloosa, Alabama, USA)

International Journal of Logistics Management, The

ISSN: 0957-4093

Publication date: 1 December 2005

Abstract

Purpose

Collaboration has been referred to as the driving force behind effective supply chain management and may be the ultimate core capability. However, there is a fairly widespread belief that few firms have truly capitalized on its potential. A study was undertaken to assess the current level of supply chain collaboration and identify best practice.

Design/methodology/approach

Supply chain executives provided insights into collaboration. Survey data, personal interviews, and a review of the collaboration literature were used to develop a conceptual model profiling behavior, culture, and relational interactions associated with successful collaboration.

Findings

Positive collaboration‐related outcomes include enhancements to efficiency, effectiveness, and market positions for the respondents' firms.

Research limitations/implications

The small sample size represents a limitation, but is balanced by the quality of the respondent base and their expertise/experience. Another limitation involves securing input from only one party to the collaborative relationships. Developing a longitudinal study would help determine how collaboration‐related factors and relationships change over time.

Practical implications

Several respondents mentioned a “blurring of lines” between organizations contrasted to an “us vs them” approach. This was expressed in a number of different ways – treating the arrangements as if they both were part of the same operation, treating them as co‐owned, and employing a new focus on the best common solution. Many of the respondents indicating rewards are not distributed evenly still admitted they get enough “out of” the collaborative arrangements to make it worthwhile.

Originality/value

Real‐world practical experiences are recounted involving many of today's top companies.

Keywords

Citation

Min, S., Roath, A., Daugherty, P., Genchev, S., Chen, H., Arndt, A. and Glenn Richey, R. (2005), "Supply chain collaboration: what's happening?", International Journal of Logistics Management, The, Vol. 16 No. 2, pp. 237-256. https://doi.org/10.1108/09574090510634539

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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