Impacts of Collaborative Partnership on the Performance of Cold Supply Chains of Agriculture and Foods: Literature Review
Abstract
:1. Introduction
2. Review Methodology
- RQ1:
- What are collaborative partnerships employed by stakeholders in CSCs?
- RQ2:
- How do collaborative partnerships impact on the performance of CSCs?
2.1. Criteria Identification
2.1.1. Scope of the Literature to Be Reviewed
2.1.2. Type and Timeframe of Publication
2.2. Data Acquisition
2.3. Data Screening and Synthesis
2.4. Data Analysis and Dissemination
3. Theoretical Foundation
3.1. Collaborative Partnerships in Supply Chains
3.1.1. By Scope of Collaboration
3.1.2. By Decision Function
3.1.3. By Spectrum of Relationship
3.1.4. By Shared Components
3.2. Performance Measures in Supply Chains
4. Descriptive Statistics
4.1. The Distribution of the Articles by Time
4.2. The Distribution of the Articles by Scimago Ranked Journals
4.3. The Distribution of the Articles by Top Journals
4.4. The Distribution of the Articles by Research Region
4.5. The Distribution of the Articles by Types of CCAFs
5. Thematic Analysis of Reviewed Literature
5.1. Collaboration in CCAFs
By Types of Collaboration
5.2. By Types of Collaborative Partners
5.3. Impacts of Collaborative Partnership on the Performance of CCAFs
- (i)
- Profit-oriented dimension
- (ii)
- Profit and client-oriented dimension
- (iii)
- Profit, client, and environment-oriented dimension
- (iv)
- Client and environment-oriented dimension
6. Discussion and Opportunities for Future Studies
7. Conclusions
8. Limitations
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Types of Collaborative Partnerships in Supply Chains | ||||
---|---|---|---|---|
By Scope | By Decision Function | By Spectrum of Relationship | By Shared Components | |
Vertical | Centralized | Arm’s length | Incentive alignment | Information sharing |
Horizontal | Decentralized | Partnerships | Decision synchronization | Goal congruence |
Joint ventures | Decision synchronization | |||
Vertical integration (dyadic relationship) | Incentive alignment | |||
Resources sharing | ||||
Collaborative communication | ||||
Joint knowledge creation |
No | Types | Agriculture | Foods | Meat | Dairy | Aquamarine and Fishery | Total |
---|---|---|---|---|---|---|---|
1 | Scopes | 18 | 8 | 2 | 2 | 1 | 31 |
2 | Decision functions | 8 | 5 | 2 | 1 | 0 | 16 |
3 | Relationship | 11 | 6 | 3 | 3 | 0 | 23 |
4 | Shared component | 13 | 8 | 5 | 3 | 3 | 32 |
5 | Total | 50 | 27 | 12 | 9 | 4 | 102 |
No | CCAFs | Collaborative Partners | References |
---|---|---|---|
1 | Agriculture CSCs chains | Internal stakeholders | [63,64,65,66,67,68,69,70,71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,98,99,100,101] |
Int. and Ext. stakeholder | [63,67,71,76,102,103,104,105,106,107] | ||
2 | Cold food supply chains | Internal stakeholders | [17,18,92,108,109,110,111,112,113,114,115,116,117,118,119,120,121,122,123,124,125,126,127,128,129] |
Int. and Ext. stakeholder | [129,130] | ||
3 | Cold meat supply chains | Internal stakeholders | [19,57,117,120,131,132,133,134,135,136,137,138] |
4 | Cold dairy supply chains | Internal stakeholders | [78,139,140,141,142,143,144] |
Int. and Ext. stakeholder | [144,145] | ||
5 | CSCs in aquamarine and fishery | Internal stakeholder | [71,146,147,148] |
Types of CSCS | Drivers of Collaboration | Impacts on Performance of CCAFs | Performance Dimensions | References |
---|---|---|---|---|
Agriculture CSCs | Optimising SC’s resources and costs | Reduction in transaction costs, logistics costs, perishability, wastage, risk, price, selling cycle length, | Profit-oriented | [81,82,83,92,118] |
Optimising supply chain network | Increase productivity, product’s quality control; Optimal network design of CCs. | [74,99,127] | ||
Optimising production planning, wholesale price, retail price, supplier’s price, quantity retail price, retail quantity | Optimal production planning outcomes, Optimal wholesale price, and retail price; Optimal fresh-keeping effort level of the supplier; | [65,70,75,77,91,93,96,150] | ||
Improving efficiency/effectiveness of the CCs (Co-invest in Tech and process, add more value, etc.) | Ensure demand security, nonseasonal availability assurance; | [85,87,97,99,143] | ||
Sharing revenue, cost, resources through contracts | Cost reduced, cost traceability, revenue increased | [69,88,89,94,95,100,101,128] | ||
Improving the vertical integration, partners commitment, responsibilities | More optimal production planning, delivery scheduling and quality control. | Profit and client-oriented | [86,104,122,134,149] | |
Developing IS among partners, Sharing information and benefit, Implementing information traceability, Generating mutual trust and communication | Enhance trans-shipment strategies, traceability, partner’s credit facility. Increase level of integration in CCAFs Increase stakeholders’ resilience | [63,66,68,72,79,84,90,98,107,112,121,152] | ||
Leadership collaboration | Improve performance through collaborate strategic plan | [78,110,124] | ||
Strengthening Public–Private partnership mechanisms | More flexibility and efficiency for CCAFs, attract investment; stable development. | [71,103,104,106,120,153] | ||
Improving client satisfaction Enhancing product’s quality and specification | Reduction in delivery time, increase customer’s demand and satisfaction | Client and environment-oriented | [132,154] | |
Applying safety standards | Greener CCAFs | [104,151] | ||
Cold Food Supply chains | Improving the product quality, | CCAF has higher proportion of high-quality products | Profit-oriented | [119] |
Improving efficiency and effectiveness in supply chains, more efficient contracts | More efficient exchange of information and organizational structures; Improve market position of the CCAF; Implied positive impacts can be achieved through vertical coordination mechanism | [112,117,123] | ||
Implementing the quality management and premium price; Corporate social responsibility | Implied positive impacts on performance through raw material traceability and standard compliance | [115,119] | ||
Incorporating collaboration, supply–demand synchronization, traceability and vertical integration; | Optimal warehousing and location design, supply–demand synchronization, checking price variations, minimizing waste, improving productivity | [127] | ||
Farmers-–Farmers to achieve economies of scale | Increasing profit and customer demand | [114] | ||
Innovation implemented Developing vertical relationships | [17,108,125] | |||
Transaction collaborated | Reduce the transaction cost, | [109] | ||
Coordinating agri-food chain with perishable good | Revenue sharing contract for the CCAF | [128] | ||
Developing intersectoral partnerships | Promote sustainable change from a governance and a development perspective | [129] | ||
Leadership collaboration | Increasing coordination effectiveness | [110] | ||
Developing a competition and cooperation models for pricing | Maximising the total profit | [92] | ||
Collaboration in wastage treatment Increase the chain efficiency | Reduce the food waste, wastage, | Profit, client, and environment-oriented | [111,113] | |
Improving partnership, trust, confident, commitment; information exchanged | Obtained traceability, strategic partnership, sustainability performance for the CCAFs, | [116,121,124,126,129] | ||
Enhancing collaborative strategies; improving types of collaboration | Implied positive impacts on performance | [18,122] | ||
Reduce tax rates or subsidy rates for suppliers and manufacturers | Reduce carbon tax, preservation technology T-subsidy mechanism; Achieve three social capital mechanisms | Client and environment-oriented | [118,130] | |
Cold Meat Supply Chain | Facilitating sustainable development through collaboration; Share profits and risk; Exchange relationship | Partners coordinate efficiently and effectively, reduce transaction cost, Optimal price mechanisms, volume, quality, resources allocation; Changing consumer demand; | Profit-oriented | [120,132,154,155] |
Build IT-based value chains | Share cost, share margin | [131] | ||
Meeting product specifications. | Supply-end and market-end vertically integrated chains | [19,133] | ||
Coordination mechanism improving information sharing | Improve resilience of the CCAF to the uncertainty of the market; Improve quality management strategies; More responsive to the evolution of the sustainability initiative | Profit and client-oriented | [134,136] | |
Institutional innovations for more competitive, collaborate in several levels | [135,137] | |||
Cold Dairy Supply Chain | Getting to higher market | Higher standards of CCAFs | Profit and client-oriented | [140] |
Providing more choices of coordination mechanisms in the presence of transaction costs | Optimal location of producer, source of market information, distance to markets, travel time to buyers or suppliers, etc. | [139] | ||
Resolving challenges that limit smallholders’ integration in value chains | Implied positive impacts on performance of CCAFs | [141] | ||
Promoting communication, trust, common understanding, knowledge exchanged | [138,142,143,145] | |||
Collaborate with government agencies for innovation | Implied positive impacts on performance of CCAFs | [144] | ||
Enhancing managerial competencies and capabilities of dairy farm managers | Increase control and efficiency along the supply chain | [78] | ||
CSCs in Aquamarine and Fishery | Developing virtual corporation platforms | Implied positive impacts on performance of CCAFs | Profit-oriented | [146] |
Developing a coordination model for aquatic supply chains | Manage the quality risk of aquatic products | [71] | ||
Improving management of the CSCs | Impacts on performance though boosting coordination in production and inventory management | [147] | ||
Collaborating as an attribute of Sustainable SCM | Lean management drive economic benefits for the CCAF. | [148] |
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Nha Trang, N.T.; Nguyen, T.-T.; Pham, H.V.; Anh Cao, T.T.; Trinh Thi, T.H.; Shahreki, J. Impacts of Collaborative Partnership on the Performance of Cold Supply Chains of Agriculture and Foods: Literature Review. Sustainability 2022, 14, 6462. https://doi.org/10.3390/su14116462
Nha Trang NT, Nguyen T-T, Pham HV, Anh Cao TT, Trinh Thi TH, Shahreki J. Impacts of Collaborative Partnership on the Performance of Cold Supply Chains of Agriculture and Foods: Literature Review. Sustainability. 2022; 14(11):6462. https://doi.org/10.3390/su14116462
Chicago/Turabian StyleNha Trang, Nguyen Thi, Thanh-Thuy Nguyen, Hong V. Pham, Thi Thu Anh Cao, Thu Huong Trinh Thi, and Javad Shahreki. 2022. "Impacts of Collaborative Partnership on the Performance of Cold Supply Chains of Agriculture and Foods: Literature Review" Sustainability 14, no. 11: 6462. https://doi.org/10.3390/su14116462
APA StyleNha Trang, N. T., Nguyen, T. -T., Pham, H. V., Anh Cao, T. T., Trinh Thi, T. H., & Shahreki, J. (2022). Impacts of Collaborative Partnership on the Performance of Cold Supply Chains of Agriculture and Foods: Literature Review. Sustainability, 14(11), 6462. https://doi.org/10.3390/su14116462