供应链管理对企业是有益的，但同时也使很多合作的命运变得艰难。如果合作不成功，那么它不仅剥夺了相关公司的潜在利益，而且还破坏了公司未来尝试合作的热情。所涉及的人力不赞成未来的合作，因此公司很难说服员工对未来的合作充满热情(Monczka et al.， 2015)。
This essay would present various benefits of supply chain collaboration along with various points, which portray how to collaborate without losing control of the collaboration.
Supply Chain Management has always been a key area to reduce the overall costs involved in the manufacturing of the product across industries and sectors. However, the benefits are reaped only by the companies which can collaborate effectively across the supply chain. Effective supply chain collaboration results in reduced inventory cost, improvement in delivery speed, better services to the customer and better after sales service. This altogether results in customer satisfaction (Christopher, 2016).
Supply Chain Collaborations are made at different levels. They are: transactional integration, supply chain management Information sharing and strategic collaboration.
Transactional Integration: This includes the automation of the processes and the procedures in the firm. The collaborating firms hence exchange the transactional data which includes point of sale information, purchase orders, credit notes, debit notes, payment information etc.
Supply Chain Management Information Sharing: Internet tools and software are used to share information among the partners. The kind of information shared is about the product description, inventory levels, service levels, promotional offers, pricing decisions, terms of contract and so on (Stadtler, 2015).
Strategic Collaboration: In this, the collaborating firms take decisions and indulge in planning. The various decisions include how to enhance sales, expansion, marketing plans, resolving supply chain issues, plans involving pricing decisions etc.
Supply Chain Management has been beneficial for the companies, but at the same time, it has made the fate of much collaboration hard. If the collaborations do not work out, then it not only deprives the companies involved of the potential benefits, but also destroys the company’s enthusiasm to attempt for collaboration in future. The manpower involved does not approve of future collaborations, and hence, it becomes very difficult for the company to persuade the employees to work with zeal for the future collaborations (Monczka et al., 2015).