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A THREE-STAGE IMPLEMENTATION MODEL FOR SUPPLY CHAIN COLLABORATION

Authors

  • Stanley E. Fawcett Ph.D.,

    1. Brigham Young University
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    • Stanley E. Fawcett (Ph.D. Arizona State University) is the Donald L. Staheli Professor of Global Supply Chain Management at the Marriot School at Brigham Young University. He obtained his Ph.D. at Arizona State University and taught at Michigan State before joining the Marriott School faculty. Stan is an active researcher and has published over 100 academic and professional articles as well as seven books. He has also taught professional development in supply chain business model design in Europe, North America, and South America.

  • Gregory M. Magnan Ph.D.,

    1. Seattle University
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    • Gregory M. Magnan (Ph.D. Michigan State University) is an Associate Professor in the Albers School of Business and Economics at Seattle University. He received his PhD in Production/ Operations Management from Michigan State University. Dr. Magnan was recently voted the Professor of the Year (2005) in SU's Albers School of Business and Economics. Greg regularly speaks and gives presentations on a wide variety of supply chain-related topics.

  • Matthew W. McCarter B.S.

    1. University of Illinois
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    • Matthew W. McCarter (B.S. Brigham Young University) is a Ph.D. student in organizational behavior in the Department of Business Administration at University of Illinois, Urbana - Champaign. Before coming to the University of Illinois, he received his BS in management from the Marriott School at Brigham Young University. Matthew's research has focused on social decision making with a particular interest in social dilemmas.


Abstract

Leading companies know that collaboration and creativity in supply chain (SC) relationships are critical to future competitiveness. Yet, many companies struggle to collaborate effectively. This reality raises the question: “How can managers overcome the cultural and structural impediments to SC collaboration?” Through a series of in-depth, semi-structured interviews, we identify core practices and key requirements to successful SC collaboration. Contingency and force field theories help transform our field study findings into a three-stage model for improving SC collaboration. The constant challenge of persuading other managers and companies to pursue SC collaboration highlights the need for a proven-path approach to SC collaboration.

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