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d Wal-Mart used Vendor-Management Inventory (VMI) system in sharing information in a bid to reduce the bullwhip effect (Lee et al., 1997). However firms struggle to develop this relationship and developing collaborative relationship is a daunting task with several difficulties (McHugh et al., 2003) and conflicts between retailers and suppliers is unavoidable (Emiliani, 2003).

Yu et al. (2001) also stated that the bullwhip effect is the difference in variability of demand in upstream and downstream of a supply chain which is caused by uncertainties that are buffered up by increased inventories and Lee et al. (1997) argued that the causes of the bullwhip effect have been identified as demand forecasting, order batching, price fluctuation and rationing game which is best illustrated by the beer game. However, collaboration in the supply chain is dependent on trust (Bowersox et al., 2000) and lack of confidence in partners is a barrier to collaborative relationship (Sherman, 1992; Cetindamar et al., 2005). Lack of trust will result to not sharing information among partners which will cause a ripple effect leading to amplified demand and increase of the bullwhip effect.

Retailers in the UK grocery sector have realised substantial savings from collaboration with their suppliers (Fernie et al., 2000). This has led to the emergence of collaborative tools like collaboration planning, forecasting and replenishment (CPFR) which promotes the sharing of information to help reduce the bullwhip effect (Adraski, 2002; cited in Barrat, 2004b). An example is the collaboration between retail firms like Marks & Spencer, Tesco, and Sainsbury with manufacturers such as Kraft, Unilever, Nestle and Johnson & Johnson (Seifert et al. 2002). The envisaged behaviours of customer and suppliers have been a major concern for effective collaboration, but when relationship between supplier and customer are built on trust both partners are able to maximise the benefits of such relationship (Barney and Hansen, 1994). Dyer, (1995) further argued that the process by which trust is built is uncertain and varies depending on the partners involved and their previous experiences as the demonstration of honesty and integrity is positively related to the development of trust in a relationship. In addition, Jennings et al., (2000) argues that reputation and openness of organisations is also linked with trust (see appendix).

Maister et al. (2000) stated that trusts in relationships are driven by commitment, credibility, reliability, intimacy and lack of self orientation. Kwon (2005) further argued that without commitment between companies, business relationships are fragile and susceptible; the full benefits of collaboration cannot be achieved; there will be perceived lack of willingness to take risk in the business and that the success of a good relationship is built around commitment which cannot be separated from trust. Beckett, R.C. (2005) argues that trust is built over time.

降低成本——信息——可见性——Cost Reduction-------Info --Visibility

Atrill and McLaney (2008) argues too much stock and inventory cost is seen to be one of the factors that eats into the profitability of organisations as too much stock depicts that the organisations money is tied down in the stock until they are sold and its expensive to maintain stoc本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。