Relationship Magnitude and Its Role in Interorganizational Relationship Structure

Golicic, Susan L.; Foggin, J H; Mentzer, John T.

doi:10.1002/j.2158-1592.2003.tb00032.x

Cited by 179 publications

(155 citation statements)

References 55 publications

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“…Previously, researchers have outlined between seven and eight varying relationship dimensions that can be explored (Cannon and Perreault 1999;Rinehart, Eckert, Handfield, Page and Atkin 2004). However, based on our review of the literature, as well as Golicic et al (2003), we categorize three different types of relationships that can be investigated -arms length or transactional exchanges, cooperative relationships and integration. The latter of these relationships fundamentally describes the essence of SCM as it includes the entire value chain and performs each of the channel functions (Webster 1992;Heide 1994;Nevin 1995;Mentzer et al 2001).…”

Section: Supplier Alliances/relationshipsmentioning

confidence: 99%

A Decade of SCM Literature: Past, Present and Future Implications

Giunipero

Hooker

Joseph-Matthews³

et al. 2008

J Supply Chain Manag

221

198

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This study covers a decade of academic research in the Supply Chain Management (SCM) field, offering an in-depth analytical review focused on the existing trends and gaps in the supply chain literature. Nine academic journals were investigated and a subject categorization is developed for SCM research. A content analysis was then conducted on 405 articles, focusing on the categories covered within the SCM literature, various levels of the chain examined and sample populations and industries studied, as well as the research methods employed. Finally, a conceptual framework of the most highly researched categories in SCM indicates that there is a need for more research that seeks to understand the nature of multiple links in SCM chains and networks, as opposed to focusing on dyadic and inter-firm relationships.

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Section: Supplier Alliances/relationshipsmentioning

confidence: 99%

A Decade of SCM Literature: Past, Present and Future Implications

Giunipero

Hooker

Joseph-Matthews³

et al. 2008

J Supply Chain Manag

221

198

View full text Add to dashboard Cite

show abstract

“…• Elaboração, execução e acompanhamento do plano de negócios Constata-se que as empresas podem implantar diferentes níveis das iniciativas de S&OP (Planejamento de Vendas e Operações) (GRIMSON;PYKE, 2007;LAPIDE, 2005), de CPFR (Planejamento, Previsão e Reposição Colaborativos) (DANESE, 2007;THERNOE;ANDRESEN, 2003;SEIFERT, 2003) • Conhecimento das capacidades, restrições e oportunidades do mercado Para a implantação da gestão da demanda, é necessário compreender o mercado (CROXTON et al, 2008;ESPER et al, 2010;HILLETOFTH;ERICSSON;CHRISTOPHER, 2009;JÜTTNER;BAKER, 2007;MOON, 2005;RAINBIRD, 2004) por meio da análise das capacidades, restrições, oportunidades dos ambientes interno e externo à empresa. O conhecimento do mercado interno e externo à empresa ditará as diretrizes e práticas estratégicas e operacionais da organização.…”

Section: A Gestão Da Demanda Na Cadeia De Suprimentosunclassified

Proposição de um modelo para a gestão da demanda: um estudo entre os elos atacadista e fornecedores de produtos de mercearia básica

Melo

Alcântara

2012

Gest. Prod.

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Demand management is an emerging topic in supply chain management. It is focused on a fast and adequate integration of supplier needs in order toResumo: A gestão da demanda é um tema emergente no campo de conhecimento da gestão da cadeia de suprimentos. O que se busca com a gestão da demanda é a rápida e adequada integração das necessidades originadas do mercado na direção dos fornecedores, de modo a balancear e alinhar estrategicamente a demanda com a capacidade operacional ao longo da cadeia de suprimentos. Esse alinhamento da demanda na cadeia de suprimentos enfrenta dificuldades provocando ineficiência no atendimento a clientes, redução do giro de estoque e alto índice de obsolescência agravada pela grande diversidade de produtos. O objetivo deste estudo foi desenvolver um modelo para a gestão da demanda na cadeia de suprimentos de produtos de mercearia básica considerando os elos fornecedor e atacadista distribuidor. Para tal, realizou-se uma pesquisa qualitativa por meio de um estudo de caso na empresa atacadista Martins e em nove fornecedores desta empresa. A pesquisa revelou que o processo de implantação da gestão da demanda pode ser dividido em três fases: 1) alinhamento conjunto das diretrizes estratégicas das empresas; 2) formulação do plano de negócios; e 3) execução e acompanhamento do plano de negócios. Além disso, este processo apresenta três elementos que o permeiam: envolvimento da alta gerência, interações inter e intraempresas e resultados da gestão da demanda. Estes resultados compreendem o aumento da rentabilidade por meio da melhoria da eficiência e eficácia, como também o compartilhamento de conhecimento e aprendizado pelas empresas. Palavras-chave:Gestão da demanda. Gestão da cadeia de suprimentos. Atacadista. Produtos de mercearia básica.Proposição de um modelo para a gestão da demanda: um estudo entre os elos atacadista e fornecedores de produtos de mercearia básica A proposed framework for demand management: a study involving wholesalers and suppliers of grocery products Daniela de Castro Melo 1 Rosane Lúcia Chicarelli Alcântara 2 IntroduçãoA gestão da demanda é um tema emergente no campo de conhecimento da gestão da cadeia de suprimentos. O que se busca com a gestão da demanda é a rápida e adequada integração das necessidades originadas do mercado na direção dos fornecedores, de modo a balancear e alinhar estrategicamente a demanda com a capacidade operacional ao longo da cadeia de suprimentos. Alguns autores destacam a necessidade de pesquisas sobre a gestão da demanda (ADEBANJO,

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“…In the agricultural industry chain, O'Keefe (1998) termed it as 'co-operating to compete', pointing to the shift of competition from firm versus firm to chain versus chain, wherein a firm can run more competitively if they work together within a supply chain in a cooperative environment. Thus, a coordinated supply chain relationship can reduce the risk and uncertainties in transactions and provide many returns such as lower product and/or service costs, enhanced quality and innovation, and a better firm performance (Golicic, Foggin, and Mentzer 2003). Based on the above discussion, it was hypothesized in the current study that perfect synergies of economic and behavioral factors such as reciprocal investment, interdependence, trust and commitment are related to the inter-firm relationship strength and will influence the performance of the beef industry, as follows:…”

Section: Relationship Strength and Supply Chain Performancementioning

confidence: 99%

Inter-organizational Supply Chain Performance: How the Relationship Factors Influence the Australian Beef Industry?

Uddin

Quaddus

Islam

2017

The Customer Is NOT Always Right? Marketing Orientationsin a Dynamic Business World

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This study examines supply chain structures and inter-organizational relationship factors that influence the supply chain performance in the Australian beef industry. It investigated the extent to which aggregated relationship strength is a source of supply chain performance for the industry. The effect of antecedent factors such as vertical coordination, negotiation power and the use of IOS in the relationship strength were also investigated. Data were collected through a telephone survey in 315 firms including input suppliers, producers, processors and retailers in the beef industry of Western Australia and Queensland. The results support both the direction of theoretical underpinnings from RBV and TCE in the beef industry, that durable buyer-supplier relationships in the supply chain are developed from the level of commitment and trust, interdependence and mutual investment and can be a strategic economic resource to by-pass the cost of traditional market transactions. Results suggest the following key success factors for the beef industry in Australia: (a) the operational adoption of a lean supply chain between producer and processors or processors and retailers; (b) a transparent interdependent relationship with a strong consolidation/integration of business activities; and (c) synchronized information flows for greater compliance with carcass specifications in the supply chain.

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Relationship Magnitude and Its Role in Interorganizational Relationship Structure

Cited by 179 publications

References 55 publications

A Decade of SCM Literature: Past, Present and Future Implications

A Decade of SCM Literature: Past, Present and Future Implications

Proposição de um modelo para a gestão da demanda: um estudo entre os elos atacadista e fornecedores de produtos de mercearia básica

Inter-organizational Supply Chain Performance: How the Relationship Factors Influence the Australian Beef Industry?

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