Chapter 13 Integration and collaboration. Student: Aya Wang. Introduction.
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Chapter 13Integration and collaboration
Student: Aya Wang
In today’s world of international trade and global competition, where increasingly supply chains compete more so than individual firms and products,integrationandcollaboration have become key differentiators of high performing supply chains.
and integration is possible without collaboration, but it can be an enabler of collaboration
Integration with suppliers and customers
Integration with selected first tier customers or service providers
Integration with selected first tier, and increasingly second tier suppliers
Cross-functional integration within a selected organization
You and a partner are suspected of committing a crime and
arrested. The police interview each of you separately. The police
detective offers you a deal: your sentence will be reduced if you
Here are your options:
•If you confess but your partner doesn’t: your partner gets the full 10-year sentence for committing the crime, whilst you get a 2-year sentence for collaborating.
•If you don’t confess but you partner does: the tables are turned! You get the full 10-year sentence, whilst your partner gets the 2-year sentence.
•If both of you confess: you each get a reduced sentence of 5 years.
•If neither of you confess: you are both free people.
lead-times and lose their focus on product and service quality
Figure 13.10 The CPFR process (adapted from Cassivi, 2006)
Figure 13.11 A simplifi ed VMI scenario (adapted from Matthias et al., 2005)
By providing improved supply and demand information
visibility via centralized control, VMI can specifically..
(i.e. Houlihan effect)
→in Chapter 7
Type I and II have been implemented in supply chains in various sectors
Type III and IV are more advanced and require further research and development
Thanks for your attention!
Each department designs their own silo for their own purposes, without due consideration of the needs of other departments