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DEMAND COLLABORATION: EFFECTS ON KNOWLEDGE CREATION, RELATIONSHIPS, AND SUPPLY CHAIN PERFORMANCE
Author(s) -
Kahn Kenneth B.,
Maltz Elliot N.,
Mentzer John T.
Publication year - 2006
Publication title -
journal of business logistics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.611
H-Index - 79
eISSN - 2158-1592
pISSN - 0735-3766
DOI - 10.1002/j.2158-1592.2006.tb00222.x
Subject(s) - supply chain , perspective (graphical) , business , information sharing , information exchange , process management , knowledge management , supply and demand , on demand , computer science , industrial organization , marketing , telecommunications , commerce , microeconomics , artificial intelligence , world wide web , economics
While demand collaboration is crucial to supply chain performance, there is divergence over what demand collaboration really means. Currently, one perspective stresses the use of electronic communication systems for real‐time data exchange (e.g., EDI, VMI) to increase speed of response and reduce costs, thereby improving operational efficiencies. Another perspective stresses relational elements to create close, long‐term links. These links, facilitated largely through the use of non‐electronic communication channels, serve the purpose of developing complementary capabilities, sharing more information, and engaging in more joint planning. In this study, we provide a framework that considers both elements of demand collaboration individually and jointly. The relative effectiveness of the various forms of demand collaboration is assessed via the use of a controlled simulation experiment.