Linking Exchange Governance with Supplier Cooperation and Commitment: A Case of Container Terminal Operations (original) (raw)
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Exchange Mechanisms in Logistics Services Markets♦
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Buyer-supplier relationships in supply chains are becoming increasingly important as buyers realize that their success is often tied to the capabilities and performance of suppliers. However since the manufacturer and the supplier are separate entities with each having individual goals, it is not definite that the supplier will support the manufacturer's request and vice versa. As a result exchange partners are said to be more confident about co operative
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This study presents a two-phase model of interfirm exchange in the logistical supply industry. The first phase uses transaction cost analysis to identify conditions leading to market-based transactions, unilateral agreements, and bilateral alliances. The second phase illustrates how formal controls and relational norms yield performance in market, unilateral, and bilateral governance systems. A test of the model with data from
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Increasingly, industrial selling and purchasing is embedded in supplier networks extending national borders. The internationalisation of supply activities adds considerable complexity to the coordination tasks performed by suppliers. Traditionally, supply chain management was upstream-oriented, focusing on the leading contractor's supply chain management. However, the increased demand for flexibility echoes down in supply network, decentralising the coordination task. We focus on subcontractors as connective nodes in supply networks and outline how coordinative roles are linked to the diversity of exchange nodes. We develop a typology for the coordinating roles taken on by subcontractors and use case studies to ground our explorative efforts empirically.
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ABSTRACTThis study investigates how long‐term partners can establish successful supply chain collaboration to accrue relationship benefits. Informed by the relational view, we identify governance and resource sharing as key mechanisms to create relationship benefits in supply chain relationships. We draw on the ambidexterity perspective to suggest that long‐term relationships require governance ambidexterity and resource‐sharing ambidexterity to handle new problems emerging in the future while successfully managing current problems, or to have a duality of short‐ and long‐term orientation. We also draw on the alignment perspective to suggest that governance ambidexterity mechanisms and resource‐sharing ambidexterity mechanisms need to be aligned. We develop a research model that explains the influence of (1) alignment/misalignment of two governance ambidexterity mechanisms (incentives and goals) on one resource‐sharing ambidexterity mechanism (knowledge sharing) and (2) alignment/mi...
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As companies attempt to shed old habits and begin to view procurement as a strategic resource from which a competitive advantage can be gained, there is a great deal of corporate baggage that must be shed. More importantly, there is a new mindset that must be instilled both in procurement and across the firm. Strategic supply symbolizes the importance of enterprise wide thinking where functional units inside the firm and key suppliers from the firm's supply chain all work in concert to bring value to the marketplace. This paper presents data from the US and the UK that helps us better understand and address issues that are key to managing across an independent supply chain partners. We also address some of the barriers to implementing such a supply strategy. These barriers exist inside the firm as well between the firm at its key suppliers. Whilst we acknowledge that progress is being made but the data suggest that the journey is far from over.
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This theoretical research identified the possibility that Governance factors contribute as evidence of value in the relationships of commercial partnerships between Logistic Operators and service providers. The data analysis allowed to identify three possible levels of grouping due to the variables of facilitators of proximity of partnerships that showed that it is possible to have a relationship with transparence between the client company and its suppliers. Most of these groups of suppliers were characterized by the intention to share operating profits with the client company, with little tolerance to financial risks of joint investments and a tendency to sign future supply contracts. Transparency, ethics and corporate responsibility have contributed to the consolidation of these groupings of partnerships among companies, as well as creating a mutual and evolutionary process of full confidence in such a way that Corporate Governance becomes the main value factor for this relations...
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