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Modeling the barriers of supply chain collaboration

A. Ramesh (Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India)
D.K. Banwet (Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India)
R. Shankar (Department of Management Studies, Indian Institute of Technology Delhi, New Delhi, India)

Journal of Modelling in Management

ISSN: 1746-5664

Article publication date: 6 July 2010

3613

Abstract

Purpose

Supply chain collaboration (SCC) amongst independent firms often provides larger benefits from effectively satisfying end customer's needs than working alone. However, lack of awareness about the existence of barriers of collaboration hinders the realizing of the benefits of collaboration. The purpose of this paper is to identify the barriers of SCC in the Indian apparel retail industry and how these barriers are interacting with one an other so that the decision makers can focus on overcoming these barriers and realizing the benefits of SCC.

Design/methodology/approach

Using interpretive structural modeling the research presents a hierarchy‐based model and the mutual relationships among the barriers of SCC.

Findings

This research shows that there exists a group of barriers having a high‐driving power and low dependence requiring maximum attention and of strategic importance while another group consists of those variables which have high dependence and are the resultant actions.

Practical implications

This classification provides a useful tool for supply chain managers to differentiate between independent and dependent variables and their mutual relationships which would help them to focus on those key variables that are most important for SCC.

Originality/value

Presentation of barriers in a hierarchy and the classification into driver and dependent categories is a unique effort in the area of SCC.

Keywords

Citation

Ramesh, A., Banwet, D.K. and Shankar, R. (2010), "Modeling the barriers of supply chain collaboration", Journal of Modelling in Management, Vol. 5 No. 2, pp. 176-193. https://doi.org/10.1108/17465661011061014

Publisher

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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