Logistics collaboration in supply chains: practice vs. theory

Abstract

PurposeThis paper aims to present results from a survey that investigates the situation in real world supply chains concerning logistics collaboration.Design/methodology/approachBased on supply chain management literature, a questionnaire was developed covering important topics from the literature. The questionnaire was sent to the logistics manager at Swedish manufacturing companies and a net response rate of 37.8 percent (177/482) was achieved. Apart from purely descriptive statistics, factor analysis, cluster analysis, analysis of variance (ANOVA), and cross tabulations with χ 2 tests were used for the analysis.FindingsFrom the results, three major conclusions are drawn. First, there is a clear relationship between the intensity of the collaboration and the positive effects experienced from the collaboration. Second, the results indicate that top management is an important driver for higher intensity collaboration. Third, there are serious differences between supply chain management (SCM) theory and practice, due to the absence of strategic elements in the collaboration and the different ways in which supplier and customer collaborations are managed.Research limitations/implicationsRelated to SCM theory, the lack of strategic elements in the collaboration might prevent or decrease the expected positive effects of the collaboration. It is therefore important to increase the strategic level component in the collaboration. Top management involvement is likely to be important to achieve this and hence more research on the topic is suggested.Originality/valueThe study presents a broad overview concerning logistics collaboration that covers many of the most important supply chain management issues. In addition, their relationship is discussed.