- Title
- Design for supply chain collaboration
- Creator
- Simatupang, Togar M.; Sridharan, Ramaswami
- Relation
- Business Process Management Journal Vol. 14, Issue 3, p. 401-418
- Publisher Link
- http://dx.doi.org/10.1108/14637150810876698
- Publisher
- Emerald Group Publishing
- Resource Type
- journal article
- Date
- 2008
- Description
- Purpose: The purpose of this paper is to clarify the architecture of supply chain collaboration and to propose a design for supply chain collaboration (DfC), which enables participating members to create and develop key elements of the proposed architecture. Design/methodology/approach: The paper offers a concept for designing the five elements of the architecture of supply chain collaboration, namely collaborative performance system, decision synchronisation, information sharing, incentive alignment, and innovative supply chain processes. A case study was carried out to illustrate the applicability of the framework. Findings: DfC was confirmed using a case to evaluate a supply chain system in which the chain members concurrently designed the architecture of supply chain collaboration. The findings show that design for collaboration facilitates the chain members to have a broader view to develop and ensure an effective collaboration. Research limitations/implications: Secondary data were collected to describe the collaborative practice in the company. Future research is required to elicit primary data using interview or focus group representing key players of collaboration for the purpose of model enhancement and action research. Practical implications: The concept of DfC can be used by the chain members in the discussion forum to (re)design appropriate settings of the five elements of the architecture that lead to better overall performance. Originality/value: Previous research has indicated the emerging school of design for collaboration. However, current researchers pay little attention to integrating and revealing the interactions of key design elements that drive the effectiveness of the chain members to realise better performance. The paper, for the first time, offers a novel framework for understanding DfC.
- Subject
- supply chain management; performance measures; channel relationships; information systems; decision making
- Identifier
- http://hdl.handle.net/1959.13/803600
- Identifier
- uon:6452
- Identifier
- ISSN:1463-7154
- Language
- eng
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