The aim of this research is to investigate collaborative supply chain practices between Taiwanese and Chinese companies. To that end, we seek to address four main objectives: 1) to investigate and provide evidence of collaboration in supply chain management; 2) to evaluate supplier development within supply chain collaboration; 3) to investigate the internal processes of supply chain collaboration; and 4) to examine the outcomes of supply chain collaboration. To explore collaboration in supply chain management, we conduct an extensive review of the state of the art in collaborative supply chain, and we base our investigations and discussions on three real-life companies that practice collaborative supply chain methods in the target countries. Each study contains detailed information on each company, including the company’s background, history, culture, marketing strategy and their collaborative practices. We employ pattern-matching structures to analyse current collaborative practices, which allows us to determine the similarities and differences between theoretical collaboration and collaborative supply chain in practice. We have analysed both the literature and collaborative methodologies used by the companies in each case study, and we have identified a number of key findings that address each of the four research objectives. On one hand there is evidence to support the use of collaboration in supply chain management between Taiwanese and Chinese companies. However, to increase collaboration, we propose agreements between the countries and identification of key suppliers. On the other hand, dominant and powerful partners may prevent good collaboration within the supply chains. Therefore, in order to create an open minded and collaborative culture, we propose greater trust between Taiwanese buyers and Chinese and Taiwanese suppliers. The value in collaborative supply chain can then be realised, which has a positive impact on the business in terms of increasing competitive advantage and customer satisfaction. In addition, such collaborative practices provide the motivation for collaborative supply chain management between Taiwanese buyers and Chinese and Taiwanese suppliers.

This thesis aims to develop and validate the dimensions of supply chain collaboration and collaborative advantage in the containerised maritime industry and explores the impact of supply chain collaboration on collaborative advantage and port performance. Additionally, this thesis tests a mediation effect of collaborative advantage on the relationship between supply chain collaboration and port performance. This thesis employs a quantitative method. A theoretical model is built based on thorough literature reviews of supply chain management and maritime studies, in-depth discussions with experts, item review and Q-sorting techniques to signify ambiguity or misunderstanding with the scales and to suggest modifications. The proposed model is empirically tested with survey data using 178 responses from terminal operators, shipping lines, inland transport companies, freight forwarders, ship management companies and third-party logistics providers involved in maritime logistics in the major containers ports of Busan, Gwangyang and Incheon for a comprehensive and balanced view by using structural equation modelling. With regard to the findings of the empirical research, three main constructs were successfully validated as multi-dimensional constructs. The structural paths support hypotheses that supply chain collaboration has a positive influence on collaborative advantage, and collaborative advantage has a strong contribution to port performance. However, the direct impact of supply chain collaboration on port performance is insignificant. A hierarchical approach of the mediation test and bootstrapping test found that the association between supply chain collaboration and port performance is fully mediated by collaborative advantage. In other words, the greater degree of supply chain collaboration between the port and port user enables them to gain a higher degree of collaborative advantage, and, in turn, this collaborative advantage can contribute to augmenting port performance. This thesis synthesises transaction cost theory, resource based theory and a relational view to explain how supply chain collaboration influences collaborative advantage and port performance. Its theoretical contribution expands the concept of supply chain collaboration and collaborative advantage into containerised maritime contexts, capturing the perspective of the ports and port users. Further, despite numerous maritime studies which extol the importance of collaboration between the ports and port users, no systematic approach has previously developed and validated those constructs and relationships. The various maritime logistics organisations would benefit from applying the results of this study to their supply chain collaboration practices when seeking greater collaborative advantage. The results heed practitioners in containerised maritime logistics organisations to focus on balancing the facets of supply chain collaboration to transport flows of containers seamlessly and efficiently from door-to-door, as supply chain management philosophy drives the maritime logistics industry to become more integrated into shippers' supply chains.

Logistics Transportation is an indispensable step that connects production, storage, and the final customers. Plenty of previous research has been done to achieve the goals such as low cost, high accuracy in timing, good customer service, and low damage rate, within the transportation system. However, most of those improvements are on the operational level. There are few supply chain collaborations that try to optimize logistics transportation from a strategic level. This thesis proposes a new collaboration policy, Carrier Managed Transportation (CMT). It is a coordinated relationship between the carrier and the clients in a supply chain. As opposed to the traditional approach, where the client decides when to request shipments of the products, in CMT, the carrier will make these decisions on their behalf through information sharing. Due to the complexity in relationships and responsibilities of chain members, we divide the business scenarios into four cases and discuss the impact of CMT on each case. Comparisons and numerical examples across cases are also provided, along with some conclusions regarding the implementation of CMT.

With the development of scientific and technological progress, electronic products are replaced rapidly and the products¡¦ life cycles are shorter than before. Therefore, products¡¦ price are reducing sharply due to market is unpredictable. Electronics Manufacturing Service (EMS) companies are facing competitive pressure with speedy production and price reduction continuously. Moreover, under the phenomenon of the bigger corporation the better operation and economic of scale leading the industry competition, cost and speed are part of key factors to be survival consequently. If medium and small size EMS companies cannot match customers¡¦ requirement, their future to the consequence will be closed or be merged. Hence, to perform an individual company¡¦s competitive ability cannot only rely on internal resource and capability, but also cross boundary between each company. This means companies could win the opportunities by cooperating with customers and supplier in the same supply chain. ¡§Collaborative Commerce¡¨ as productive management skill is for this reason an important research topic recently in business administration. This research applies ¡§System Dynamics Theory¡¨ to collect the relative data and built up a model to achieve the case company¡¦s structure. According to the industry¡¦s characteristic, the researcher simulated and analyzed the incidence of applying collaborative commerce. Moreover, the researcher also discussed the case company¡¦s variance under different dimension, i.e. management strategy, processes of collaborative operation, and benefit anticipated. As a result, applying collaborative commerce provide a good explanation on how it is important for a company to coordinate with external resource, upgrade a company¡¦s management efficiency and adjust a company¡¦s strategy. The conclusions of this research were as followed. Firstly, because of the demand¡¦s uncertainty, inventory was also variance and this was called ¡§Bullwhip Effect¡¨. Moreover, triple collaboration was more efficiency to solve the problem from Bullwhip Effect and reduce the loss occurring by inventory variance. Secondly, the results were not certainly equal between originator and participator. However, Collaborative Commerce can provide effective function for supply chain on productive management. Thirdly, we could monitor the problems of collaboration function while applying dynamical simulation method in practical business and examine the executive outcome. Moreover, this could also be a research instrument when companies analyze Supply Chain Collaboration.

Logistics Transportation is an indispensable step that connects production, storage, and the final customers. Plenty of previous research has been done to achieve the goals such as low cost, high accuracy in timing, good customer service, and low damage rate, within the transportation system. However, most of those improvements are on the operational level. There are few supply chain collaborations that try to optimize logistics transportation from a strategic level. This thesis proposes a new collaboration policy, Carrier Managed Transportation (CMT). It is a coordinated relationship between the carrier and the clients in a supply chain. As opposed to the traditional approach, where the client decides when to request shipments of the products, in CMT, the carrier will make these decisions on their behalf through information sharing. Due to the complexity in relationships and responsibilities of chain members, we divide the business scenarios into four cases and discuss the impact of CMT on each case. Comparisons and numerical examples across cases are also provided, along with some conclusions regarding the implementation of CMT.

In the context of sustainable supply networks, this research analyzes the evolution of governance mechanisms and network structure, including the interplay between network conditions, context factors, positional power and managerial actions. The study reports on a longitudinal empirical research on a multi-stakeholder sustainable sourcing network established by Nespresso, Nestlé’s specialty coffee subsidiary. The research analyzes both dyadic and multi-actor network dynamics and proposes a framework to study network evolution. Social network analysis techniques are also used to measure evolution of the network's structure and complexity as well as positional power opportunities. The research shows that in the initial start-up phase, in a context marked by uncertainty, pre-existing commercial and personal relationships were favoured in the choice of partners. These pre-existing relationships were also influential in defining the initial network structure and supporting an initial phase of exploration. Governance mechanisms initially relied mostly on informal mechanisms, while formal mechanisms were incorporated over time to enable the supply chain network to grow and to provide clarity to all actors. As the sustainability programme network expanded in size and complexity, Nespresso, the lead organization, also acted on the network's structure by introducing regional offices, thus increasing network centralization and reducing complexity. Power derived by actors occupying central or brokerage positions in multiplex networks also influenced power relationships in the sustainability network by moderating or expanding the power opportunities available to central actors. The research has implications for both the Inter-organizational Relationship and the Social Network Theory literatures. In contrast with prior literature, the research proposes that in conditions of uncertainty, the use of informal governance mechanisms can facilitate a search and experimentation process. Formalization of governance mechanisms can be used, not as a repair mechanism, but rather as an enabler for further growth and efficiency. The research also extends the concept of network complexity and proposes that network managers can reduce this complexity by introducing or managing nodes that in turn contribute to the re-centralization of relationships towards specific nodes. Lastly, the research has implications for managers and proposes mapping of existing commercial and personal relationships as a potentially valuable tool in the creation and management of networks, adapting coordination mechanisms to the objectives of the relationship and actively managing the network's structure as a mechanism to enable network growth and efficiency.

A gestão da cadeia de suprimentos, suas complexidades e os desafios relacionados à interação entre os elos, que são formados geralmente por empresas de culturas e estruturas diferentes, trazem desafios quanto à interação desses elos. Algumas iniciativas de gestão da cadeia de suprimentos, com conceitos de colaboração são utilizadas, com propósito de oferecer maior interação ao longo da cadeia de suprimentos. Uma dessas iniciativas denominada CPFR, propõe uma concepção colaborativa nas atividades de planejamento, previsão e reposição, e vem sendo adotada entre varejos e fornecedores. Seus resultados, suas vantagens, suas barreiras e os processos para a sua implantação através de uma metodologia adotada pela VICS® são expostos, entretanto, pouco se tem evidenciado nestes trabalhos a relação quanto à maturidade necessária para implantar uma atividade colaborativa na cadeia de suprimentos varejista. A colaboração talvez exija esforços que podem ser constituídos além das questões estruturais de uma organização. Este trabalho tem como objetivo propor uma avaliação destes aspectos colaborativos na implantação do CPFR. Para isso, o tema CPFR e a concepção da colaboração na cadeia de suprimentos foram revisados e foram utilizados multi-casos de uso onde o CPFR foi implantado no varejo brasileiro. Os resultados obtidos por esses estudos de casos apontam maiores dificuldades aos aspectos da colaboração exigidos na implantação do CPFR ou durante ela, do que os aspectos estruturais ou tecnológicos. Assim, o entendimento desses aspectos colaborativos em uso com a metodologia baseada no modelo da VICS® ou qualquer outra empregada, evidencia que o entendimento dos aspectos colaborativos ao implantar o CPFR nas empresas de varejo é um importante apoio ao processo de implantação. / The management of the supply chain, its complexities and challenges related to the interaction between the links, which are usually formed by companies from different cultures and structures, bring challenges to the interaction of these links. Some initiatives in supply chain management with collaboration concepts are used, with the purpose of providing greater interaction along the supply chain. One such initiative called CPFR, we propose a design in collaborative planning, forecasting and replenishment, and has been adopted between retailers and suppliers. Their results, its advantages, its processes and barriers to its implementation through a methodology adopted by VICS® are exposed, however, little has been evidenced in these studies the relationship in terms of maturity required to deploy a collaborative activity in the retail supply chain. The collaboration may require efforts that can be made in addition to structural issues within an organization. This work aims to propose a collaborative evaluation of these aspects in the implementation of CPFR. For this, the theme and design CPFR collaboration in the supply chain have been reviewed and were used multi-use cases where CPFR has been deployed in Brazilian retail. The results of these case studies point to the most difficult aspects of collaboration required in the implementation of CPFR or during her than structural or technological aspects. Thus, the understanding of these aspects in use with the collaborative methodology based on the model of VICS® or any other employee, shows that the understanding of the collaborative aspects when deploying CPFR in retail businesses is an important support the deployment process.

A gestão da cadeia de suprimentos, suas complexidades e os desafios relacionados à interação entre os elos, que são formados geralmente por empresas de culturas e estruturas diferentes, trazem desafios quanto à interação desses elos. Algumas iniciativas de gestão da cadeia de suprimentos, com conceitos de colaboração são utilizadas, com propósito de oferecer maior interação ao longo da cadeia de suprimentos. Uma dessas iniciativas denominada CPFR, propõe uma concepção colaborativa nas atividades de planejamento, previsão e reposição, e vem sendo adotada entre varejos e fornecedores. Seus resultados, suas vantagens, suas barreiras e os processos para a sua implantação através de uma metodologia adotada pela VICS® são expostos, entretanto, pouco se tem evidenciado nestes trabalhos a relação quanto à maturidade necessária para implantar uma atividade colaborativa na cadeia de suprimentos varejista. A colaboração talvez exija esforços que podem ser constituídos além das questões estruturais de uma organização. Este trabalho tem como objetivo propor uma avaliação destes aspectos colaborativos na implantação do CPFR. Para isso, o tema CPFR e a concepção da colaboração na cadeia de suprimentos foram revisados e foram utilizados multi-casos de uso onde o CPFR foi implantado no varejo brasileiro. Os resultados obtidos por esses estudos de casos apontam maiores dificuldades aos aspectos da colaboração exigidos na implantação do CPFR ou durante ela, do que os aspectos estruturais ou tecnológicos. Assim, o entendimento desses aspectos colaborativos em uso com a metodologia baseada no modelo da VICS® ou qualquer outra empregada, evidencia que o entendimento dos aspectos colaborativos ao implantar o CPFR nas empresas de varejo é um importante apoio ao processo de implantação. / The management of the supply chain, its complexities and challenges related to the interaction between the links, which are usually formed by companies from different cultures and structures, bring challenges to the interaction of these links. Some initiatives in supply chain management with collaboration concepts are used, with the purpose of providing greater interaction along the supply chain. One such initiative called CPFR, we propose a design in collaborative planning, forecasting and replenishment, and has been adopted between retailers and suppliers. Their results, its advantages, its processes and barriers to its implementation through a methodology adopted by VICS® are exposed, however, little has been evidenced in these studies the relationship in terms of maturity required to deploy a collaborative activity in the retail supply chain. The collaboration may require efforts that can be made in addition to structural issues within an organization. This work aims to propose a collaborative evaluation of these aspects in the implementation of CPFR. For this, the theme and design CPFR collaboration in the supply chain have been reviewed and were used multi-use cases where CPFR has been deployed in Brazilian retail. The results of these case studies point to the most difficult aspects of collaboration required in the implementation of CPFR or during her than structural or technological aspects. Thus, the understanding of these aspects in use with the collaborative methodology based on the model of VICS® or any other employee, shows that the understanding of the collaborative aspects when deploying CPFR in retail businesses is an important support the deployment process.

The increasing need for food supply chain sustainability and food security has considerably strengthened the importance of reducing Postharvest Food Losses (PHFL). Recent studies suggested that collaboration among upstream Agricultural Supply Chain (ASC) partners will impact and possibly reduce PHFL levels; a possible direct relationship between collaboration and PHFL was indicated. Hence, collaboration could be a possible solution to PHFL. Research done in the area of PHFL reduction has not considered the producers unit of analysis. Moreover, there have been many changes in the EU ASC s environment and those changes cause turbulence in the latter environment and impact both collaboration among upstream partners and PHFL. Thus, this research investigates the relationship between collaboration and PHFL as well as the possible moderating effects of the different environmental turbulence factors in the aforementioned relationship in the EU ASCs from the producers perspective.

This paper studies managerial behavior in inter-firm supply chain relationships. I first answer two questions: When a firm outsources to a 3PL, a firm that provide multiple logistics services for use by customers, what is the impact on the managerial functions that the outsourcing firm carries out on an ongoing basis? How do the managerial functions impact the relationship of managerial competence on supply chain performance? These questions are answered via the examination of a sample of companies operating in the US and international markets who purchase services from 3PL providers. I find that the ongoing management of outsourcing partially mediates the relationship of managerial competence on supply chain performance. The higher the managerial competence, the less time spent managing established outsourcing relationships. This negative association holds, whether the firm does or does not employ the services of a 4PL, a firm that organizes 3rd party logistics providers. This study also finds that of the managerial functions of planning, coordinating, leading, educating, and monitoring, that only monitoring is significant with respect to managerial competence levels. Managerial units with moderate or high competence levels are about two times as likely to monitor their relationships with their 3PL providers, as managerial units with lower competence levels. Supply chain managers concentrate their monitoring efforts on client/provider relationships, based upon their view of these relationships. The managerial units with moderate or high competence levels are two times as likely to monitor when they have a least favorable view, as opposed to when they have a moderate or more favorable view. The supply chain managers who measure lower in competence make no such adjustment in time spent monitoring their client's performance, regardless of their view of the client/provider relationships. The findings just discussed spurred two additional studies in which I explore and test the importance of trust in collaborative supply chain relationships (CSCRs). The first is done via 19 semi-structured interviews with supply chain managers, while the second utilizes 50 surveys. Particular attention was paid to assessing only those managers in collaborative, as opposed to arms-length relationships. From the results of the interviews I provide a taxonomy for understanding trust signals in new CSCRs. I also obtain a number of thick descriptions for understanding what constitutes psychological contract breach (PCB), the operational and relational expectations of the customer in the collaboration, and a contemporary view of the goals of supply chain collaboration. These results were incorporated into the scales utilized in the survey research and have been validated. In each of the two studies, I carry out hypothesis testing, which reveals that initial trust is important to decrease feelings of psychological contract breach, whether the respondent is the customer or the supplier to the relationship. However, in one case PCB is felt more strongly when the respondent speaks of his collaborative supplier for all levels of initial trust. In the other, it is felt more strongly in reference to the customer, given higher levels of initial trust. Once PCB has occurred, meeting operational expectations alone is not sufficient to instill feelings of goal achievement; meeting relational expectations is also required. Continuing on with PCB, I find that its magnitude and established trust are important factors in the extension of continued trust and future collaborative intentions. For all magnitudes of PCB, the higher the established trust, the higher the subsequent trust up to a tipping point, at which point trust diminishes. Intentions to remain in the collaborative relationship, additionally, are subject to a tipping point. Last but not least, I establish an association between the importance of trust and the just distribution of rewards. By examining the payoff structures of actual supply chain collaborations, however, I find that rewards are not always shared equally. My research makes a unique internally-focused contribution to the literature. It looks at a firm's supply chain managerial unit as a driver of firm performance in outsourcing relationships. Additionally, it looks at the process the managerial units goes through in extending initial trust to a collaborative partner, how it moves beyond any psychological contract breaches that might occur, and the rewards the collaborative partner receives as an outcome of the collaborative effort. / Business Administration/Marketing