The measurement of benefits from and enablers for supply chain partnerships in the UK fresh produce industry

Abstract

This paper is concerned with the nature of the benefits from and the factors that enable successful supply chain partnerships to be developed between suppliers and retailers in the UK fresh produce industry. A review of the literature on buyersupplier relationship is presented which highlights three main elements: intangible pre-requisites, tangible enablers and benefits, from which a theoretical model is derived. The categorisation and composition of enablers, internal and joint and the benefits hypothesised in the model are then tested empirically through the analysis of data collected through a postal survey of UK fresh produce suppliers. The results provide support for the hypotheses, derived from the literature, that the benefits from supply chain partnerships come in the form of cost savings, improved customer service, more effective marketing and sales growth and that key partnership enablers may be categorised as specific internal capabilities based around innovation, cost control and communication systems, and joint (buyer/supplier) capabilities in activities relating to innovation, management, communication, production planning, investment and control.

Collaboration intensity in the Brazilian supermarket retail chain

“…Other papers directly related to the central theme of this work, such as those of Zanquetto et al (2003), Skjoett‐Larsen et al (2003), Barratt (2004), Simatupang et al (2004), Sanders and Premus (2005), Simatupang and Sridharan (2005a, b) and Thron et al (2006) also researched the durable and non‐durable consumer goods sectors. For other sectors, see Stefansson (2006) and Kannan and Tan (2006).…”

Demand management in fresh food value chains: a framework for analysis and improvement

“…Dohery, 1998; Seifert, 2004) and the development of partnerships in retail food supply chains (e.g. Duffy and Fearne, 2004, Zanquetto et al , 2004). These studies tend to highlight the need for and potential benefits of improved information management and timely transmission of demand data as a basis for developing closer collaboration across the supply chain.…”

Colaboração Logística entre Cliente e Fornecedor: Uma Aplicação de Análise Visual de Dados

“…Os fatores estratégicos são formados a partir da tomada de decisão estratégica corporativa, envolvendo os executivos com base nos casos de sucesso, como no suporte das áreas funcionais e de tecnologia. Já os fatores socioculturais envolvem comportamento humano e cultura da empresa (ZANQUETTO et al, 2003) ou também chamados de fatores não-tecnológicos. Estes, segundo Vivaldini, Pires e De Souza (2010), são denominados por Kanter (1994) como "integração interpessoal" e de "integração cultural".…”