Emerald Login
   

Welcome guest

Article Request:
Drivers of close supply chain collaboration: one size fits all?

Article Information:

Title:

Drivers of close supply chain collaboration: one size fits all?

Author(s):

Sander de Leeuw, Jan Fransoo

Journal:

International Journal of Operations & Production Management

Year:

2009

Volume:

29

Issue:

7

Page:

720 - 739


ISSN:

0144-3577


DOI:

10.1108/01443570910971397

Publisher:

Emerald Group Publishing Limited


Acknowledgements:

The authors gratefully acknowledge the support of the European Supply Chain Forum for sponsoring this research.

Document Access:

Existing customers:

Please login above.

Purchase this document:
Price payable: GBP £13.00
plus handling charge of GBP £1.50 and VAT where applicable.
Purchase

Request this document:
Print or e-mail a document request to your librarian.
Request

Reprints & permissions:
Image: Rightslink Request

Abstract:

Purpose – The purpose of this paper is to investigate the antecedents of close supply chain collaboration and to develop a multi-variable conceptual model of factors that drive the need for close supply chain collaboration.

Design/methodology/approach – A multi-variable conceptual model is developed based on literature and on a series of dyadic mini-cases in the electronics, fashion and consumer-packaged goods industry.

Findings – This paper confirms that close supply chain collaboration is influenced by a multitude of factors. It reveals a need to integrate findings from analytical and empirical disciplines that study supply chain collaboration. The results suggest that collaborative initiatives are predominantly initiated with suppliers and not with customers, and that close supply chain collaboration may lead to inertia in business relations.

Research limitations/implications – This paper is based on dyadic case studies in three different make-to-stock industries; future research may include a large-scale survey in more industries, including both make-to-order and make-to-stock environments.

Practical implications – Based on the findings, firms can make better choices in their collaborative initiatives; based on the conceptual model, firms can identify potential areas of close supply chain collaboration.

Originality/value – Findings from analytical and empirical literature are combined and such a combined perspective is deployed for the first time into a conceptual model of drivers of close supply chain collaboration.

Keywords:

Channel relationships, Partnership, Supply chain management


Article Type:

Research paper


Article URL:

http://www.emeraldinsight.com/10.1108/01443570910971397

Top