This characteristic of collaborative commerce tends to produce a supply
chain which is not necessarily linear but may be more like a mesh network (Turban
et al., 2004). Collaboration may be internal to the organisation as well involving
external organisations (Barratt, 2004).
Collaboration does not focus purely on the upstream supply chain but considers
how to optimise the performance of the entire supply chain, so that decisions
throughout the supply chain are driven by the end consumer demand (Ireland &
Bruce, 2000). Popp (2000) discusses how collaboration occurs when organisational
boundaries are blurred as partnerships are formed with Barratt (2004) adding that
collaboration is a move away from an adversarial relationship between trading
partners toward a win-win relationship. An adversarial relationship focuses on price
while collaborative relationships focus on the performance of the supply chain as
a whole (Fawcett & Magnan, 2002). Walker (1994) suggests that it is not until the
exchange of in-depth proprietary information such as demand data and forecasts
that collaboration takes place.
Pages:
709
710
711
712
713
714
715
716
717
718
719
720
721
722
723
724
725
726
727
728
729
730
731
732
733