Collaboration intensity in the Brazilian supermarket retail chain

Abstract

Purpose

This paper seeks to identify collaboration elements and evaluate their intensity in the Brazilian supermarket retail chain, especially the manufacturer‐retailer channel.

Design/methodology/approach

A structured questionnaire was elaborated and applied to 125 representatives from suppliers of large supermarket chains. Statistical methods including multivariate analysis were employed. Variables were grouped and composed into five indicators (joint actions, information sharing, interpersonal integration, gains and cost sharing, and strategic integration) to assess the degree of collaboration.

Findings

The analyses showed that the interviewees considered interpersonal integration to be of greater importance to collaboration intensity than the other integration factors, such as gain or cost sharing or even strategic integration.

Research limitations/implications

The research was conducted solely from the point of view of the industries that supply the large retail networks. The interviews were not conducted in pairs; that is, there was no application of one questionnaire to the retail network and another to the partner industry.

Practical implications

Companies should invest in conducting periodic meetings with their partners to increase collaboration intensity, and should carry out technical visits to learn about their partners' logistic reality and thus make better operational decisions.

Originality/value

The paper reveals which indicators produce greater collaboration intensity, and thus those that are more relevant to more efficient logistics management.

Citation

Vieira, J., Yoshizaki, H. and Ho, L. (2009), "Collaboration intensity in the Brazilian supermarket retail chain", Supply Chain Management, Vol. 14 No. 1, pp. 11-21. https://doi.org/10.1108/13598540910927269