Collaborative Initiatives: Motivators, Barriers and Benefits

Abstract

It is not allowed the use for commercial purposes. Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ABSTRACT Purpose: To propose a classification of the different types of motivators, barriers and benefits existing in the processes of adoption of collaborative initiatives between companies within the supply chain. originality/value: The results achieved assist managers to know the different types of motivators that drive the adoption of these initiatives, the benefits that can be achieved and the barriers that can be encountered, hence avoiding unsuccessful implementations. Researchers provide a better theoretical understanding of the different types of components present in these initiatives, paving the way for the search for empirical evidence.

Circular Economy in China: Translating Principles into Practice

“…This is often caused by the demanding resources (time, money, expertise) that are needed, which may discourage the top management from approving any sort of collaboration, especially those that do not guarantee a short-term financial outcome. Freitas et al [115] describe how the high initial investment can be seen as a barrier when implementing cooperation, especially for small businesses. A company's structure can be another barrier; rigid organizational structures and processes can hinder collaborations [115].…”

“…Freitas et al [115] describe how the high initial investment can be seen as a barrier when implementing cooperation, especially for small businesses. A company's structure can be another barrier; rigid organizational structures and processes can hinder collaborations [115]. Finally, different levels of knowledge about the CE and sustainable development may act as a barrier as well.…”

Proposing a Supply Chain Collaboration Framework for Synchronous Flow Implementation in the Automotive Industry: A Moroccan Case Study

“…The drivers represent the key factors that make collaboration more successful [17]. Nevertheless, in the implementation process, it is necessary to analyze the presence of barriers that may hinder the initiative's implementation or the achievement of expected benefits [25]. This literature review has not discussed the barriers because they are overcome if the drivers are available.…”

A theoretical framework to adopt collaborative initiatives in supply chains

“…To share their information with the aim to collaborate, companies employ various collaborative initiatives, such as Collaborative Planning (CP), e-Collaboration (Chong et al, 2009), Collaborative Agent Time (CAT) (Carle et al, 2012), Value Chain Analysis (VCA) (Francis et al, 2008), Generic Product Family Model (GPF) (Jiao et al, 2007), Collaborative Transportation Management (CTM) (Chan & Zhang, 2011), Quick Response (QR) (Choi & Sethi, 2010), Efficient Consumer Response (ECR) (Kurnia & Johnston, 2003), Continuous Replenishment Program (CRP) (Raghunathan & Yeh, 2001), Vendor Management Inventory (VMI) (Freitas et al, 2014), and Collaborative Planning Forecasting Replenishment (CPFR) (Fu, 2016;Marqui et al, 2013). However, according to Gomes & Kleimann (2015) and Freitas et al (2018), the best known collaborative initiatives in both the corporate and academic environment are QR, ECR, CPR, VMI, and CPFR. Holweg et al (2005) stated that collaborative initiatives have been addressed by academics and consultants in the field of SCM since the mid-1990s.…”

“…The fact that several studies approach collaborative initiatives as a stand-alone topic (Freitas et al, 2018) and that the nature of this research field is quite fragmented, with divergent opinions, hinders the evolution of this study area. Given the latent need for parameters to assist in choosing the most appropriate collaborative initiative, this article aims to propose a theoretical framework to guide the decision-making process of adopting and implementing collaborative SCM initiatives, more specifically QR, ECR, CRP, VMI and CPFR, based on their characteristics, expected benefits, motivators for adoption, and barriers encountered.…”