Coordination model in the supply chain

R. Affonso, F. Marcotte, B. Grabot

Keywords: Coordination, collaboration, key parameters

In the current economic environment, companies have to be able to adapt themselves to the market changes, while keeping their global efficiency. Therefore, coordination and collaboration between companies become an important point to be considered when considering the overall performance of the supply chain. First of all, the respect of the global objectives of the supply chain requires the companies to change their policies in order to adapt their local behaviour to these global objectives. On the other hand, changes in one of the partner may affect the overall behaviour of the supply chain. Thus, the main objective of this paper is to describe how the parameters of the collaboration of a company in a supply chain can influence the parameters of collaboration of the others. Key elements to model inter- company coordination are proposed, considering the collaboration aspects.

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Submitted by caroberta on Fri, 30/06/2006 - 7:55am.
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Questions/comments

Submitted by rodondo4 on Tue, 11/07/2006 - 10:15am.

Dear authors,

I would like to know your ideas on how you think the tempo within collaborations in teh supply chain are driven?

How would the model take into account the various links any one company has with other supply chains each comapny is involved with?

Thank you,

Taufiq

Questions to the Authors

Submitted by georg.weichhart... on Wed, 12/07/2006 - 6:15am.

Dear Authors,
in section 2 2nd paragraph you mention "coordination" and "integration". do you distinguish between those? Your approach is very centralistic; how do you include the autonomy of decission takers where the choosen result conflicts with other partners in the supply chain?
Can you also contrast between managent and control (one mention in the text referencing fig. 1 the other is in fig. 1).

Regarding the coordination model, do you think that two companies in a sc have only one type of relation (dependence, collaborative, constrainted)? Or does each company have all three types of relation with the other members of the supplychain, just with a varying degree?

Best Regards
George

answer

Submitted by caroberta on Thu, 13/07/2006 - 3:13pm.

Dear Taufiq,

Thank you for your comment, and sorry for my late answer.

We are interested in a peer-to-peer relationship in the supply chain, so there is no synchronisation in the collaboration. The collaboration synchronisation is linked to the operations.

About the second question, this is one of the perspectives of our work. At the moment, we focus in the description model, and we want to validate it with a simple supply chain. But the next step is analysing the influence between different decision frames linked to the different supply chain that a company is a partner.

Best regards.
Roberta

answer

Submitted by caroberta on Thu, 13/07/2006 - 3:14pm.

Thank you for your comment.
- Yes we distinguish coordination and integration. Through the coordination we will certify that global actions and local actions are coherent, and though the integration and collaboration companies break their boundaries and can bring other decision variables to other companies in the supply chain.
- Actually, we are interested in a peer-to-peer relationship in the supply chain. The autonomy of the decision makers will depends on the relation type of the company and the other partner.
- No, in this specific case we could have used the same word.
- Yes, each company can have all three types of relation. A company can even have two relation types with the same partner. For example, a company supplies two products to another company. For one of this product the first company has a dependence relation with the second one, and for the second product, it can be the strategic partner. This situation can generate a collaboration space for both cases.

Coordination model in the supply chain

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