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A Framework for Better Evaluations of Supply Chain Collaborations: Evidence from the Dutch Fast Moving Consumer Goods Industry


  • Jung, Verena

    (QE / Operations research)

  • Peeters - Rutten, Marianne

    (QE / Operations research)

  • Vredeveld, Tjark

    (QE / Operations research)


Purpose – The purpose of this paper is to develop a framework to better evaluate potential supply chain collaborations (SCCs). Design/methodology/approach – Prior research is used to develop a conceptual framework of all relevant factors, both drivers and resistors, which is, next, empirically tested in the Dutch fast moving consumer goods (FMCG) industry. Findings –The study provides a complete overview of all potential factors that should be evaluated before starting SSCs, categorized in “benefits”, “forces”, “enablers/barriers” and “risks”. Research limitations/implications – The sample of the study only consists of parties from one Dutch industry. Further research in other geographical areas and/or industries may result in stronger support. Furthermore, the importance of each driver and resistor has not been quantified for the specific party and collaboration. Quantifying the factors for each party might be beneficial and should also be considered in further research. Practical implications – The study provides a checklist containing all potential factors for all parties involved. Originality/value –This paper enriches the supply chain management (SCM) literature with an extensive specification of all potential drivers and resistors for starting SCCs structured in a framework.

Suggested Citation

  • Jung, Verena & Peeters - Rutten, Marianne & Vredeveld, Tjark, 2017. "A Framework for Better Evaluations of Supply Chain Collaborations: Evidence from the Dutch Fast Moving Consumer Goods Industry," Research Memorandum 014, Maastricht University, Graduate School of Business and Economics (GSBE).
  • Handle: RePEc:unm:umagsb:2017014

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    References listed on IDEAS

    1. Sandy Q. Qu & John Dumay, 2011. "The qualitative research interview," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 8(3), pages 238-264, August.
    2. Niederkofler, Martin, 1991. "The evolution of strategic alliances: Opportunities for managerial influence," Journal of Business Venturing, Elsevier, vol. 6(4), pages 237-257, July.
    3. Maloni, Michael J. & Benton, W.C., 1997. "Supply chain partnerships: Opportunities for operations research," European Journal of Operational Research, Elsevier, vol. 101(3), pages 419-429, September.
    4. Brinkerhoff, Jennifer M., 2002. "Assessing and improving partnership relationships and outcomes: a proposed framework," Evaluation and Program Planning, Elsevier, vol. 25(3), pages 215-231, August.
    5. R. Anbanandam, 2011. "Evaluation of supply chain collaboration: a case of apparel retail industry in India," International Journal of Productivity and Performance Management, Emerald Group Publishing, vol. 60(2), pages 82-98, January.
    6. David Boddy & Douglas Macbeth & Beverly Wagner, 2000. "Implementing Collaboration Between Organizations: An Empirical Study Of Supply Chain Partnering," Journal of Management Studies, Wiley Blackwell, vol. 37(7), pages 1003-1018, November.
    7. Daugherty, Patricia J. & Richey, R. Glenn & Roath, Anthony S. & Min, Soonhong & Chen, Haozhe & Arndt, Aaron D. & Genchev, Stefan E., 2006. "Is collaboration paying off for firms?," Business Horizons, Elsevier, vol. 49(1), pages 61-70.
    8. Visser, L.J., 2010. "Thresholds in logistics collaboration decisions : A study in the chemical industry," Other publications TiSEM 744c6335-6487-4006-b0d2-a, Tilburg University, School of Economics and Management.
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    Operations research and management science;

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