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增加竞争反应和向客户提供高效的服务改变了商业行为，从简单的单公司动态向多公司网络协作方法改变(Cheng & Kam, 2008).合作是两个或两个以上的组织和企业合作，以减少风险,使利润最大化和创造价值，用更大的成功来结束客户比单独工作更好(Matopoulos et al., 2007; Simatupang et al., 2004).合作更关心的是利益,风险共享和交换的信息协作的基础(Barrat, 2004a). 然而这类福利变化的重要性程度和合作公司之间 (Angrawal and Park, 2001; cited in Fawcet et al., 2008).合作并不总是会促使改进(Vereecke和Muylle,2006),但为了最大化之间的合作潜力,Barrat(2004a)认为需要去理解为什么公司需要合作,在哪里合作，并且知道和谁合作。

Sahay(2003)进一步认为,组织将需要定义领域,他们将不需要完整的参与并关闭所有领域合作关系;定义协作的水平操作、战术或战略和选择正确的信息，共享技术和技术援助 (Cited in Matopoulos, 2007).协作可以分为两组,处理客户和供应商的垂直协作水平与竞争对手交易和非竞争对手(Simatupang曾经,2002年Barrat引用,2004)。本文将关注垂直协作,讨论为什么公司合作以及权力斗争,时间、依赖和信任作为壁垒和否定合作的可能性。

关系在供应链网络中形成，通过有效的信息共享,以达到特定的目标,降低总成本和库存(Yu et al., 2001).

Increasing competition in responsiveness and delivery of efficient services to customers has transformed business practices from simple single firm approach to dynamic multi firm network collaboration (Cheng & Kam, 2008). Collaboration is about two or more organisations and enterprises working together order to reduce risk, maximise profit and create value to end customers with greater success than working alone (Matopoulos et al., 2007; Simatupang et al., 2004). Collaboration is more concerned with benefits, risk sharing and exchange of information which is the foundation of collaboration (Barrat, 2004a). However such benefits vary in importance and degree among collaborating firms (Angrawal and Park, 2001; cited in Fawcet et al., 2008). Collaboration does not always lead to improvements (Vereecke and Muylle, 2006) but in order to maximise the potential of collaboration, Barrat (2004a) argues that there is need to understand why companies need to collaborate, where and whom they collaborate with.

Sahay (2003) further argued that organisations will need to define the areas in which they would collaborate as not all areas requires full involvement and close relationship; define the level of collaboration be it operational, tactical or strategic and select the right techniques and technology to aid information sharing (Cited in Matopoulos, 2007). Collaboration can be classified into two groups, the vertical collaboration which deals with customer and supplier and the horizontal which deals with competitors and non- competitors (Simatupang and Sridharan, 2002 cited in Barrat, 2004a). This essay will be looking at the vertical collaboration, discussing why companies struggle to collaborate and how power, time, dependency and trust acts as barriers and negate the possibility of collaboration.

Relationships are formed in a supply chain network through effective information sharing in order to meet specific targets and reduce total cost and inventories (Yu et al., 2001). However, Henderson (2002) argued that supply chain partners should not only share information on operational and financial data only but on strategic information such as forecasting, new product designs and strategic goals to maximise the benefits of collaboration (cited in Kwon 2005). Yu et al. (2001) argues that with collaboration in the supply chain network, the bullwhip effect on a supply chain can be reduced or eliminated through effective sharing of information thereby reducing uncertainties. With collaboration, companies like Procter and Gamble, 3M an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。