Journal of Business Logistics · 2009 · 248 citations · 0 references
ManagementOperations ManagementSupply Chain ManagementKnowledge SharingSupplier Relationship ManagementSupply Chain Performance ManagementStrategic PartnershipsSupplier CollaborationSupplier IntegrationSupply Chain CollaborationSupply Chain CoordinationSupply Chain IntegrationAsset Utilization AnalysisBusiness Performance IndicatorsBusiness Process PerformanceOrganizational Performance AssessmentSupplier Relationship Management PerformanceSupply Chain AlliancesSupply Chain Relationship ManagementSupply Chain Relationships
This research examined how operational outcomes, relational outcomes and business performance are affected by a collaboration project between buyers and suppliers in a supply chain. It is hypothesized that interdependence of knowledge and process, supply chain partner insight, and the level of collaboration between the firms affect the outcomes of a collaboration project. Survey data from buyers and suppliers from a wide range of industries and organizations were used in this analysis. Among these participants, higher levels of collaboration led to improvements in operational and relational outcomes, which together led to improvements in asset utilization, competitive position, organizational performance, and profitability.