Abstract
Abstract Collaborative initiatives emerged in the 1980s as a means to increase inter-organizational cooperation, thereby achieving performance improvements in supply chains. Despite this, no consensus exists among researchers with respect to which collaborative initiatives should be deployed along a supply chain. This study analyzes five collaborative initiatives—Quick Response (QR), Efficient Consumer Response (ECR), Continuous Replenishment Program (CRP), Vendor Managed Inventory (VMI) and Collaborative Planning, Forecasting and Replenishment (CPFR)—by conducting a systematic literature review, aiming to develop a theoretical framework to guide the decision-making process of adopting and implementing these initiatives. Based on the characteristics of the collaborative initiatives, expected benefits, reasons for adopting, and possible barriers found in the literature review, a theoretical framework was developed as a flowchart, clearly indicating to decision-makers the main aspects of concern when adopting one or more collaborative initiatives and highlighting the need to constantly monitor the chosen initiative’s performance.
Highlights
Efficient supply chain management (SCM) has become a valuable means to gain competitive advantage and improve company performance (Castro & Ladeira, 2012)
According to Torraco’s (2005) classification, this paper presents a conceptual framework, which expands the existing theoretical knowledge about the five selected collaborative initiatives of SCM, contributing to the development of this study area
The research question that guided the literature review process of this study has been provided as follows: What are the characteristics, benefits, barriers, and motivators of Quick Response (QR), Efficient Consumer Response (ECR), Continuous Replenishment Program (CRP), Vendor Managed Inventory (VMI), and CPFR collaborative initiatives in supply chains? The characteristics of these collaborative initiatives entail the areas of operation, mode of operation, components, and strategies; the benefits correspond to the results of using the initiative; the motivators involve factors outside a company that contribute to adopting the initiative, whereas barriers include all factors that can hinder the process of implementing an initiative
Summary
Efficient supply chain management (SCM) has become a valuable means to gain competitive advantage and improve company performance (Castro & Ladeira, 2012). To achieve this level of efficiency, inter-partner collaboration has emerged to enhance SCM (Vigtil & Dreyer, 2008; Yao et al, 2007), guaranteeing. Collaboration occurs when two or more organizations exchange information, sharing the responsibility to plan, manage, execute, and monitor supply chain performance (Cao & Zhang, 2011). 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
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