A dynamic framework for managing horizontal cooperation in logistics

Verstrepen, Sven; Cools, Martine; Cruijssen, Frans; Dullaert, Wout

doi:10.1504/ijlsm.2009.022497

Cited by 73 publications

(114 citation statements)

References 24 publications

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“…Inter-organisational partnering and SC alliances Daugherty, 2011;Autry and Golicic 2010;Sandberg, 2007;Todeva, and Knoke, 2005;Lambert et al, 2004;Boddy et al, 2000;Mentzer et al, 2000b;Mentzer, 1999;Corbett et al, 1999;Lambert et al, 1999;Cooper et al, 1997a;Kanter, 1994;Bowersox, 1999Bowersox, , 1990Gardner and Cooper, 1984. Horizontal cooperation Hingley et al, 2011;Schmoltzi and Wallenburg, 2011;Wallenburg and Raue, 2011;Schmoltzi and Wallenburg, 2009;Verstrepen et al, 2009;Cruijssen et al, 2007aCruijssen et al, , 2007bMason, 2007;Cruijssen et al, 2006Oum et al, 2004Lemoine and Dagnaes, 2003;Ludvigsen, 2000;Ohnell and Woxenius, 2003;Slack et al, 2002;Midoro and Pitto, 2000;Oum et al, 2000;Fan et al, 2001;Glisson and Cunningham, 1996;Nijkamp, 1995. Trust in relationships Delbufalo, 2012;Ha et al, 2011;Kottila and Ronni, 2008;Chu and Fang, 2006;Emmett and Crocker, 2006;Kwon et al, 2004;Humphries and Wilding...…”

Section: The Scope and Categorisation Of Collaborative Scmmentioning

confidence: 99%

Ethical procurement strategies for International Aid Non‐Government Organisations

Wild

Zhou²

2011

Supply Chain Management: An International Journal

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ii DECLARATION I certify that this work has not been accepted in substance for any degree, and is not concurrently being submitted for any degree other than that of Doctor of Philosophy being studied at the University of Greenwich. I also declare that this work is the result of my own investigations except where otherwise identified by references and that I have not plagiarised the work of others. iv ABSTRACTInternational aid non-governmental organisations (IANGOs) are expected by the public and government institutions funding them to focus upon maximising effectiveness for the delivery of aid and in the process adopt ethical procurement (EP) practices. Concerns have been voiced by governments and media regarding the perceived lack of coordination between IANGOs. The motivation for this thesis stems from a societal and personal evaluation of the need for ethical behaviour in the procurement of goods and services for international aid and is supported by a willingness by IANGOs to explore the potential for conducting procurement practices in their supply networks in an ethical manner.To address these issues this research aims to explore ethical procurement strategies for IANGOs in humanitarian supply chains. To achieve these aims our methodological approach is qualitative, which means that it studies the subjects in their natural environments, and seeks to understand phenomena by understanding the meanings given to them by actors. We undertook a multiple case study approach and conducted in-depth interviews with senior logistics and purchasing managers in IANGO organisations, together with a survey of IANGO suppliers.Our contribution to EP strategies for IANGOs at the strategic level is to develop a conceptual framework for collaborative ethical procurement due diligence (CEPDD) between IANGOs in HSCs. At the tactical level we identify inhibitors and enables to CEPDD between IANGOs, their suppliers' networks and donors. At the operational level we develop a riskrating framework which provides IANGOs with a tool to establish a collaborative procurement code of conduct (COC) ethics system which can be used to assess ethical risks in HSCs.Our findings demonstrate SC co-opetition strategies are being enacted by IANGOs to explore the formulation of CEPDD. We establish there are concerns surrounding ethical risk in HSCs that differ from CSCs in relation to IANGO relationships with donors, and supplier networks. We apply our risk rating framework to highlight inhibitors to CEPDD throughout IANGO supplier networks and donor relations, and in doing so we determine that apart from the actions of a lead IANGO, ethical procurement due diligence is not instigated in a formalised manner.Tactically our risk-rating framework is of practical importance as it allows IANGOs to access the relevant information concerning inhibitors and enablers in order to evaluate CEPDD ideas and schemes, and to make informed decisions towards participation. These factors facilitate initiatives by directing efforts towards issues of concern and shi...

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Section: The Scope and Categorisation Of Collaborative Scmmentioning

confidence: 99%

Ethical procurement strategies for International Aid Non‐Government Organisations

Wild

Zhou²

2011

Supply Chain Management: An International Journal

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“…Brekalo and Albers (2016) defined main conceptual differences between vertical and horizontal logistics alliances. Horizontal logistics alliances are well developed in maritime shipping and airline industries, where different logistics service providers offer their services on a specific transportation line with collective tariffs and identical service levels (Verstrepen et al 2009). It is seen as a viable strategy for improving logistics performance and thus performance of associated supply chain.…”

Section: Logistics Alliances and Horizontal Cooperation With Partnersmentioning

confidence: 99%

“…Benefits and motivating factors of horizontal alliances. Verstrepen et al (2009) emphasized internal and external motives for horizontal cooperation. Internal motives include: better utilization of existing infrastructure and assets; increasing capacity; extending geographical coverage; improving service; diversification.…”

Section: Logistics Alliances and Horizontal Cooperation With Partnersmentioning

confidence: 99%

Contemporary Tendencies in Third Party Logistics

Kotlars

Solovjovs

Skribans

2017

Proceedings of 5th International Scientific Conference Contemporary Issues in Business, Management and Education ‘2017

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Abstract. Contemporary third party logistics (3PL) companies tend to broaden their competences in different fields and apart from traditional logistics services provide various value-added services to their customers. An inductive analysis of 3PL related literature is required, in order to define possible directions for development of contemporary 3PL companies. The purpose of this paper is, foremost, to discover contemporary tendencies of 3PL activities through investigation of literature. Second, to systematically classify 3PL activities discussed in scientific literature. Third, discover areas that require further development. The paper is based on systematic review and classification of articles related to 3PL activities that were published in scientific journals and databases. This paper is organized as follows. First part contains quantitative analysis of literature and description of authors' developed directions of 3PL activities. Subsequent sections contain qualitative review of modern 3PL tendencies by each of pre-defined areas. Last section aims at providing conclusions and suggestions for further research. The key findings are following. Majority of studies of 3PL activities are based on particular business case or survey that does not allow to make conclusion about industry in general. Main emphasis in contemporary research is done on knowledge-based services. It is agreed that core logistics services are tended to be replaced by value-added services.

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“…Verstrepen et al [7] suggest that cooperation only has a real chance of success when certain 'chemistry' exists between all sections of the partner companies. business economics reality, but also by an emotional or psychological (soft) component.…”

Section: Drivers and Partner Characteristics For Collaborationmentioning

confidence: 99%

How to increase multi-plant collaboration within a chemical cluster and its impact on external domino effect cooperation initiatives

Reniers

2009

Safety and Security Engineering III

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This paper discusses drivers and partner collaboration characteristics within the Antwerp-Rotterdam chemical cluster, the largest chemical cluster worldwide. A questionnaire was used to assess the characteristics' impact and to evaluate whether respondents give significantly different scores to comparable influencing factors depending on the type of collaboration (i.e., vertical or horizontal). The survey results show that for decision makers within the AR region both the factors 'investments needed for collaboration' and 'internal stakeholder support' turn out to be more essential in the case of horizontal collaboration. Also, the 'fit between the cooperating organizations' and the 'innovation potential of the partner' are deemed to be more cardinal partner characteristics in the case of horizontal collaboration. Since safety cooperation within a chemical cluster is mainly horizontal, strategic multi-plant safety collaboration can be enhanced taking these findings into account, eventually leading to the set up of a cluster safety culture.

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A dynamic framework for managing horizontal cooperation in logistics

Cited by 73 publications

References 24 publications

Ethical procurement strategies for International Aid Non‐Government Organisations

Ethical procurement strategies for International Aid Non‐Government Organisations

Contemporary Tendencies in Third Party Logistics

How to increase multi-plant collaboration within a chemical cluster and its impact on external domino effect cooperation initiatives

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