Development of the House of Collaborative Partnership to overcome supply chain disruptions: evidence from the textile industry in India

Abstract

Collaboration in a supply chain becomes a significant competitive weapon for member firms in an uncertain business environment. The present study develops a model of supply chain collaboration named as House of Collaborative Partnership (HCP) and includes the enablers and impeders of a successful Collaborative Partnership (CP). Model development follows a three-phase process. The first phase consists of the identification of enablers and impeders of CP based on the literature review and experts’ opinions. The second phase applies Total Interpretive Structural Modelling (TISM) as a tool to construct hierarchical structures of the enablers and impeders of CP. The third phase deals with the development of HCP based on the hierarchical structures of enablers and impeders. The HCP is then validated with two case studies in the Indian textile industry. Eight enablers and seven impeders were identified in the first phase. After analyzing these factors with TISM, the HCP was developed consisting of four parts: Foundation, Columns, Beam, and Roof. The existence of trust, commitment to long-term collaboration, top management support, adequate financial support, ability to deal with technological changes, and providing regular training to employees constitute the HCP Foundation to achieve supply chain collaboration. The study concludes with the managerial implications of HCP to help supply chain partners in becoming resilient during an uncertain business environment.