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The aim of this paper is to propose a genetic algorithms approach to develop a collaborative supply chain network, i.e. a supply chain network with genetic algorithms embedded (GA‐SCN), so as to increase the efficiency and effectiveness of a supply chain network.

The methodologies of the GA‐SCN are illustrated through a case study of a supply chain network of a Hong Kong lamp manufacturing company involving 10 entities, whose roles range from suppliers, purchasers, designers and manufacturers, to sales and distributors. A GA‐SCN is developed according to the information provided by the company, the performance results in the case study are discussed, and the concepts of network analysis are then introduced to analyze the equivalence structure of the developed GA‐SCN.

The genetic algorithms approach is a suitable approach for developing an efficient and effective supply chain network in terms of shortening the processing time and reducing operating time in the network: the processing time and operating cost are reduced by around 45 percent and 35 percent per order, respectively, in the case study.

This paper is the first known study to apply genetic algorithms for the development of a collaborative supply chain network to increase the competitiveness of a supply chain.

Green innovation in supply chains is crucial for socioeconomic development and stability. Factors that influence collaborative green innovation in the supply chain are complex and diverse. Exploring the main influencing factors and their mechanisms is essential for promoting collaborative green innovation in supply chains. Therefore, this study analyzes how upstream and downstream enterprises in the supply chain collaborate to develop green technological innovations, thereby providing a theoretical basis for improving the overall efficiency of the supply chain and advancing green innovation technology.

Based on evolutionary game theory, this study divides operational scenarios into pure market and government-regulated operations, thereby constructing collaborative green innovation relationships in different scenarios. Through evolutionary analysis of various entities in different operational scenarios, combined with numerical simulation analysis, we compared the evolutionary stability of collaborative green innovation behavior in supply chains with and without government regulation.

Under pure market mechanisms, the higher the green innovation capability, the stronger the willingness of various entities to collaborate in green innovation. However, under government regulation, a decrease in green innovation capability increases the willingness to collaborate with various entities. Environmental tax rates and green subsidy levels promote collaborative innovation in the short term but inhibit collaborative innovation in the long term, indicating that policy orientation has a short-term impact. Additionally, the greater the penalty for collaborative innovation breaches, the stronger the intention to engage in collaborative green innovation in the supply chain.

We introduce the factors influencing green innovation capability and social benefits in the study of the innovation behavior of upstream and downstream enterprises, expanding the research field of collaborative innovation in the supply chain. By comparing the collaborative innovation behavior of various entities in the supply chain under a pure market scenario and government regulations, this study provides a new perspective for analyzing the impact of corresponding government policies on the green innovation capability of upstream and downstream enterprises, enriching theoretical research on green innovation in the supply chain to some extent.

Intense competition forces companies to become involved in supply chain collaboration with their upstream and downstream partners. The key to ensuring that the participating members are progressing on the right track of creating the best‐in‐class practice is to conduct benchmarking. Benchmarking stimulates collective learning for performance improvement that brings benefits to all participating members. However, previous research has focused mainly on supply chain benchmarking at the intra‐company ‐‐ rather than the inter‐company ‐‐ level. Inter‐company benchmarking requires a new perspective for understanding collaborative learning amongst the participating members that encourages them to improve supply chain performance as a whole. This research aims to develop a benchmarking scheme for supply chain collaboration that links collaborative performance metrics and collaborative enablers. The proposed benchmarking scheme can be used to examine the current status of supply chain collaboration among the participating members, identify performance gaps and systematize improvement initiatives.

The purpose of this paper is to show how the functionality of electronic marketplaces can facilitate collaborative supply chain planning. Supply chain planning processes are identified and analysed using a supply chain management focus. The paper also gives a brief introduction to a framework for supply chain management and to the typical structure of electronic marketplaces. Furthermore, three collaborative supply chain planning scenarios are defined, and it is shown how collaborative supply chain planning typically could be implemented on an electronic marketplace by the means of a Web‐based demonstration. As such, the paper shows how electronic marketplaces can be used to enable supply chain integration.

The purpose of this paper is to explore the phenomenon of collaborative resilience through in-depth case study research in India. This study endeavours to identify and model the critical success factors of collaborative resilience.

Eight critical success factors of collaborative resilience were identified through literature search. Modelling and analysis of these factors was conducted using grey-based DEMATEL method. Data were collected from supply chain experts in Indian industries.

It was found that organizational factors like top management commitment and resilience system design exhibit highest causality on the entire system. Also, co-adaptive transformation and resilience goal alignment are most important for managers. Overall, this research provides a guideline and mechanism to build collaborative resilience in supply chains.

Through the identification of eight critical success factors, this research has related and grounded the concept of collaborative resilience into pre-exiting supply chain practices and concepts. Through rigorous quantitative modelling and analysis of these factors, this research provides a guideline to managers for building collaborative resilience in supply chains.

To the best of the authors’ knowledge, this is the first study that has proposed the concept of collaborative resilience in supply chain and has conducted empirical research on the phenomenon in India.

This paper aimed to examine the role of knowledge sharing among member enterprises between collaborative innovation activities and innovation performance and between building information modeling (BIM) application and innovation performance in the construction supply chain.

The structural equation model was used in this study. First, the hypothesis of the relationship between collaborative innovation activities, BIM application, knowledge sharing and innovation performance in the construction supply chain was proposed based on experience; then, the research data were collected by investigation; finally, this hypothesis was tested through data analysis.

(1) Collaborative innovation activities in the construction supply chain had a positive impact on explicit knowledge sharing, tacit knowledge sharing and innovation performance. (2) BIM application had a positive impact on explicit knowledge sharing and innovation performance, while it had no significant impact on tacit knowledge sharing. (3) Explicit knowledge sharing had no positive effect on innovation performance, while tacit knowledge sharing had positive effect on organizational performance. (4) Tacit knowledge sharing produced partial mediating effect between collaborative innovation activities, BIM application and innovation performance, while explicit knowledge sharing produced complete mediating effect between BIM application and tacit knowledge sharing.

A relationship model among collaborative innovation activities, BIM application, explicit and tacit knowledge sharing and innovation performance in the construction supply chain was proposed, and the rationality of the model was verified by empirical analysis. Discovering the relationships between these factors can be not only conducive to mastering the effect of explicit and tacit knowledge sharing in the collaborative innovation process of construction supply chain, but also play a guiding role for the function development of BIM.

This paper assumes necessity rather than sufficiency logic to model the relationship between collaborative culture and supply chain collaboration as triangular rather than linear. Specifically, this study aims to determine whether overall collaborative culture and its dimensions (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) are necessary for supply chain collaboration and the minimum levels of overall collaborative culture and its dimensions that are required for high levels of supply chain collaboration.

Based on the literature, collaborative culture and its four dimensions, namely, collectivism, long-term orientation, power symmetry and uncertainty avoidance, were modelled as conditions having supply chain collaboration as their outcome. The study used the necessary condition analysis to test the triangular relationships between the conditions and the outcome among a sample of firms (N = 166) in the downstream petroleum sector.

The results revealed that collaborative culture and its dimensions are necessary conditions for supply chain collaboration, and that high levels of collaboration are possible, although not guaranteed when at least a basic level of collaborative culture or its dimensions are present. Hence, different levels of supply chain collaboration require firms to have different levels of collectivism, long-term orientation, power symmetry and uncertainty avoidance. Thus, at 30% supply chain collaboration, only overall collaborative culture is necessary.

A significant limitation of this research is that, although several antecedents of supply chain collaboration exist, this study explored only the cultural antecedents of supply chain collaboration.

The dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration. Therefore, managers should adopt a holistic approach to investment in a collaborative culture, as an over-investment in any of the dimensions may not compensate for an under-investment in the others.

As one of the first studies to use necessity rather than sufficiency logic to test the relationship between collaborative culture and supply chain collaboration, this research unearthed the non-linear (triangular) relationship between the constructs. It contributes to understanding how collaborative culture and its dimensions serve as bottleneck conditions constraining supply chain collaboration.

The purpose of this paper is to present a collaborative communications model developed during the conduct of a recent academic research study and provide information to healthcare supply chain managers and administrators.

Using data collected from a case study involving healthcare supply chain managers in the United States Army, this work examines how collaborative communications is linked to healthcare supply chain management. The findings associated with this study may have many transferable applications to institutions beyond a military health services context.

This paper presents the findings and conclusions ascertained during a case study of collaborative communications. Five emerging themes were identified and a management model was developed for the enhancement of healthcare supply chain operations. Emerging themes included synergy among organizations, stakeholders working together, enhancements in supply chain operations, a continuance of training for supply chain leaders, and commonalities among disparate levels of management.

Healthcare is a continually evolving industry. Supply chain efficiency can be linked to potential cost savings and more efficient operations within healthcare organizations. By understanding a model related to communicating collaboratively, leaders begin to understand the need for partnering among internal and external stakeholders and creating more efficient practices and processes. While this discussion is directed specifically toward healthcare management, the principles are applicable across a wide array of industries.

Communicating effectively is never easy for any healthcare organization or staff. Whether isolated to key individuals or throughout the entire organization, leaders have an inherent responsibility to share information and set conditions for organizational success. Arguably, the critical path to success involves effective, collaborative communications across multiple echelons of management responsibilities.

While there is a dearth of literature examining communications and collaboration among various industries, little information is directed specifically toward the management of healthcare organizations or supply chain operations. In an applied sense, this model provides healthcare supply chain managers with concepts related to communicating more effectively at both the individual and organizational levels.

Supply chain collaboration enables firms to achieve better performance. It requires close arrangements of collaborative practices among the participating members. Searching for better practices and ideas that lead to superior performance means that the chain members also need to benchmark their current collaborative practices to other collaborative supply chains. Benchmarking enables them to identify the highest standards of excellence in customer services and processes and implement necessary improvements to match or exceed these standards. This paper, reports a benchmarking study on supply chain collaboration between retailers and suppliers, which incorporates collaborative practices in information sharing, decision synchronisation, and incentive alignment. An empirical study was carried out to benchmark the profile of collaborative practices and operational performance. The study also compared differences in the use of collaborative practices from retailer and supplier perspectives.

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.

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.

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

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.

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.

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