Managerial Views of Supply Chain Collaboration: An Empirical Study

Sridharan, R.; Simatupang, Togar M.

doi:10.22146/gamaijb.5527

Cited by 5 publications

(4 citation statements)

References 36 publications

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“…Sedangkan Govindarajulu (2009) membedakan flexibility-driver menjadi dua, yaitu externally-driver flexibility dan internally-driver flexibility dan hanya menguji mengenai externally-driver flexibility saja. Kedua penelitian tersebut tidak berfokus pada karakter kerjasama vertikal pada manajemen rantai pasok, dan tidak memasukan dimensi budaya serta karakter informasi yang menjadi bagian yang integral dalam aktivitas kolaborasi dalam rantai pasokan (Mentzer et al, 2001, Barrat, 2004Shidharan dan Simatupang, 2009). Berbeda dari dua penelitian tersebut, penelitian ini berfokus pada antesenden fleksibilitas pasokan dari persfektif pembeli.…”

Section: Gambar 1 Hirarki Fleksibilitas Dalam Persfektif Manajemen Rantai Pasokanunclassified

Menentukan Determinan Fleksibilitas Pasokan Dan Pengaruhnya Terhadap Kinerja Pasokan

Ganika¹

2020

JURISMA

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Fleksibilitas pasokan dalam berbagai litelatur Manajemen Operasi dipahami sebagai respon perusahaan terhadap ketidakpastian pasokan. Walau bukan isu baru, fleksibilitas pasokan masih menjadi isu strategis, khususnya dalam menghadapi ketidakpastian pasokan di era industri digital (industri 4.0) dengan berbagai efek disrupsinya. Tujuan penelitian ini adalah ingin mengungkap berbagai determinan yang memperkuat fleksibilitas pasokan serta pengaruhnya terhadap kinerja rantai pasokan.

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Section: Gambar 1 Hirarki Fleksibilitas Dalam Persfektif Manajemen Rantai Pasokanunclassified

Menentukan Determinan Fleksibilitas Pasokan Dan Pengaruhnya Terhadap Kinerja Pasokan

Ganika¹

2020

JURISMA

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“…Information exchange is key to synchronizing flows of goods with information flows in an LSP network as this improves transport efficiency and reduces coordination effort. The importance of information exchange in a collaborative partnership is also reported in vertical logistics cooperation (Sridharan and Simatupang, 2009). In the organizational (ORG) category, trust (TR) is most important according to the interviews.…”

Section: Vertical Vs Horizontal Partnership Evaluationmentioning

confidence: 99%

Strategic partner evaluation criteria for logistics service provider networks

Abidi

Dullaert

Leeuw

et al. 2019

IJLM

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Purpose The purpose of this paper is to establish criteria for evaluating strategic partners in a network of logistics service providers (LSPs) to show how analytical network process (ANP) can be used to identify the weights of these criteria on a case-specific basis, and to investigate whether the ANP model can be used as a starting point to evaluate strategic partners for other LSP networks. Design/methodology/approach Based on a literature review of vertical cooperation, the authors develop an overview of criteria for the evaluation of partners in a network of LSPs. The authors then apply ANP at LSP1 to validate the criteria, identify weights for these criteria and to validate model outcomes. Furthermore, the authors investigate whether the ANP model developed for LSP1 can be applied to another LSP with similar characteristics (LSP2). In-depth interviews are used to draw conclusions on the modeling approach and the model outcomes. Findings The research shows that evaluation criteria for partners in vertical partnerships between shippers and LSPs are applicable to LSP partners in horizontal partnership networks. The ANP model with criteria weights provides a good starting point for LSPs to customize the evaluation framework according to their specific needs or operating environments. Originality/value Limited research is available on evaluating LSP partners in horizontal partnerships. To the best of the authors’ knowledge, this paper is the first to bring forward horizontal LSP partner evaluation criteria to develop an ANP model for LSP partner evaluation and to apply this to two cases, and to provide a starting point for evaluating partners in similar horizontal LSP networks.

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“…Effective information management generates a remarkable supply chain improvement (Zhou et al, 2007). Surveys demonstrate the correlation between improved benefits with information sharing, incentive alignment and decision synchronization (Sridharan et al, 2009). In order to ensure coordination, contracts or mechanisms have been created (Whang, 1995) that allow local complexities to be managed, making decisions locally, wherever information is available, but taking into account global interests.…”

Section: Introductionmentioning

confidence: 99%

Coordination mechanisms with mathematical programming models for decentralized decision-making: a literature review

Rius-Sorolla

Maheut

Miguel

et al. 2018

Cent Eur J Oper Res

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The increase in the complexity of supply chains requires greater efforts to align the activities of all its members in order to improve the creation of value of their products or services offered to customers. In general, the information is asymmetric; each member has its own objective and limitations that may be in conflict with other members. Operations managements face the challenge of coordinating activities in such a way that the supply chain as a whole remains competitive, while each member improves by cooperating. This document aims to offer a systematic review of the collaborative planning in the last decade on the mechanisms of coordination in mathematical programming models that allow us to position existing concepts and identify areas where more research is needed.

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Managerial Views of Supply Chain Collaboration: An Empirical Study

Cited by 5 publications

References 36 publications

Menentukan Determinan Fleksibilitas Pasokan Dan Pengaruhnya Terhadap Kinerja Pasokan

Menentukan Determinan Fleksibilitas Pasokan Dan Pengaruhnya Terhadap Kinerja Pasokan

Strategic partner evaluation criteria for logistics service provider networks

Coordination mechanisms with mathematical programming models for decentralized decision-making: a literature review

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