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The purpose of this paper is to identify and analyse collaborative risk management (CRM) literature to establish its current position in supply chain risk management (SCRM) and propose an agenda for future research.

A systematic literature review of 101 peer-reviewed articles over a 21-year period was employed to analyse literature and synthesise findings to clarify terminology, definitions, CRM capabilities, and underlying theory.

CRM as a field of research is in its infancy and suffers from imprecise definitions, fragmented application of capabilities, and diverse theoretical foundations. The term CRM is identified as a more representative description of relational risk management arrangements. Six capabilities relevant to CRM are identified: risk information sharing, standardisation of procedures, joint decision making, risk and benefit sharing, process integration, and collaborative performance systems.

The paper provides a new definition for CRM; proposes a holistic approach in extending collaboration to SCRM; identifies a new capability; and provides a range of theories to broaden the theoretical scope for future research on CRM.

The purpose of this paper is to propose a conceptual model investigating the impact of three constructs, environmental uncertainty, power asymmetry and information sharing on opportunism engagement in exchange relationships.

Data were collected from procurement or sales managers of 99 manufacturing firms in Kampala, Uganda’s capital using a cross-sectional survey. Hypotheses were tested in both the agricultural and non-agricultural manufacturing sectors using multiple regression runs in the SPSS software.

Environmental uncertainty increases opportunism in the agricultural sector whilst power asymmetry increases opportunism in the non-agricultural sector. Across both sectors, information sharing does not have a significant impact on opportunism.

This paper contributes to a deeper understanding of opportunism in a developing country context by highlighting the contextual factors within the agricultural and non-agricultural manufacturing sectors that influence opportunism engagement under conditions of environmental uncertainty, power asymmetry and information sharing. This paper presents implications for practice and policy to minimise opportunism with the goal of enhancing the participation of Ugandan manufacturing firms in global supply chains.

The purpose of this paper is to assess the relationship between five green practices and firm performance. In addition, this paper investigates the influence of each green practice on environmental performance, economic benefits, and economic costs.

Data were collected based on a cross-sectional survey of owner/managers of 200 manufacturing SME firms in Uganda, Africa. SPSS was used to find descriptive means and test relationships between green practices and performance outcomes. Structural equation modelling was used to test for the influence of each practice on performance outcomes. The structural equation modelling results were obtained using the Covariance-Based Structural Equation Modelling software. Results were compared with similar studies conducted in developing countries.

Different green practices affect different performance dimensions in different ways across different industries. For example, eco-design and internal environmental management practices significantly influence environmental performance; green purchasing and internal environmental management practices significantly influence economic benefits; and internal environmental management practices affect economic costs. Overall internal environmental management is the key to positive outcomes across the three performance criteria. The authors show how the results obtained vary from similar studies conducted in developing countries and explain possible reasons for the difference.

Africa is a rapidly industrialising nation faced with difficult choices between economic growth and increased pollution. Because SMEs represent the majority of manufacturing firms, they are the main polluters. Hence, better understanding of the costs and benefits, both environmental and economic, is important to encourage green practice adoption for the betterment of community health and prosperity.

Despite numerous studies on the relationships between green practice adoption and performance outcomes, only a few studies include both economic costs and benefits in addition to environmental performance. The study covers five green supply chain practices, whereas most similar studies are limited in the number of practices examined. The African context is unique and important because industrial development and environmental protection goals are in conflict. Similar studies are predominant in an Asian context which is more developed than Africa. The findings and comparisons raise important questions for further research in relation to the roles of national regulations, geographical markets and industry types in furthering green practices in manufacturing.

Supply chain collaboration amongst independent firms often provides larger benefits from effectively satisfying end customer needs than working in isolation. However, a lack of awareness about the existence of constraints along the supply chain prevents the benefits of collaboration from being fully realised. This paper attempts to apply the theory of constraints approach to overcome difficulties in realising the potential benefits of supply chain collaboration. Specifically, it shows how the theory of constraints approach can be used to expose an inherent dilemma of collaboration and establish collaborative replenishment policy and collaborative performance metrics so that the chain members can work together to advance supply chain profitability. Several opportunities for future research are recommended.

This paper proposes an integrative framework for supply chain collaboration which is based on the reciprocal approach.

A reciprocal approach is adopted to capture the interaction phenomenon of different features of collaboration in attaining overall supply chain performance.

A collaborative supply chain framework is composed of five connecting features of collaboration, namely collaborative performance system, information sharing, decision synchronization, incentive alignment, and integrated supply chain processes.

Further research could be carried out to capitalize the framework for diagnosing and improving supply chain collaboration.

The proposed framework enables the chain members to scrutinize key features of supply chain collaboration before and during collaborative initiatives.

Previous research on supply chain collaboration mainly assume the unilateral phenomenon of collaboration that focuses on a single feature such as information sharing or co‐managed inventory. The proposed framework for the first time explicitly addresses the interaction of different connecting features of collaboration.

Intense competition forces companies to become involved in supply chain collaboration with their upstream and downstream partners. The key to ensuring that the participating members are progressing on the right track of creating the best‐in‐class practice is to conduct benchmarking. Benchmarking stimulates collective learning for performance improvement that brings benefits to all participating members. However, previous research has focused mainly on supply chain benchmarking at the intra‐company ‐‐ rather than the inter‐company ‐‐ level. Inter‐company benchmarking requires a new perspective for understanding collaborative learning amongst the participating members that encourages them to improve supply chain performance as a whole. This research aims to develop a benchmarking scheme for supply chain collaboration that links collaborative performance metrics and collaborative enablers. The proposed benchmarking scheme can be used to examine the current status of supply chain collaboration among the participating members, identify performance gaps and systematize improvement initiatives.

Supply chain collaboration enables firms to achieve better performance. It requires close arrangements of collaborative practices among the participating members. Searching for better practices and ideas that lead to superior performance means that the chain members also need to benchmark their current collaborative practices to other collaborative supply chains. Benchmarking enables them to identify the highest standards of excellence in customer services and processes and implement necessary improvements to match or exceed these standards. This paper, reports a benchmarking study on supply chain collaboration between retailers and suppliers, which incorporates collaborative practices in information sharing, decision synchronisation, and incentive alignment. An empirical study was carried out to benchmark the profile of collaborative practices and operational performance. The study also compared differences in the use of collaborative practices from retailer and supplier perspectives.

The purpose of this paper is to clarify the architecture of supply chain collaboration and to propose a design for supply chain collaboration (DfC), which enables participating members to create and develop key elements of the proposed architecture.

The paper offers a concept for designing the five elements of the architecture of supply chain collaboration, namely collaborative performance system, decision synchronisation, information sharing, incentive alignment, and innovative supply chain processes. A case study was carried out to illustrate the applicability of the framework.

DfC was confirmed using a case to evaluate a supply chain system in which the chain members concurrently designed the architecture of supply chain collaboration. The findings show that design for collaboration facilitates the chain members to have a broader view to develop and ensure an effective collaboration.

Secondary data were collected to describe the collaborative practice in the company. Future research is required to elicit primary data using interview or focus group representing key players of collaboration for the purpose of model enhancement and action research.

The concept of DfC can be used by the chain members in the discussion forum to (re)design appropriate settings of the five elements of the architecture that lead to better overall performance.

Previous research has indicated the emerging school of design for collaboration. However, current researchers pay little attention to integrating and revealing the interactions of key design elements that drive the effectiveness of the chain members to realise better performance. The paper, for the first time, offers a novel framework for understanding DfC.

This paper proposes an instrument to measure the extent of collaboration in a supply chain consisting of two members, suppliers and retailers.

The proposed model for collaboration incorporates collaborative practices in information sharing, decision synchronisation and incentive alignment. A collaboration index is introduced to measure the level of collaborative practices. A survey of companies in New Zealand was conducted to obtain data to test and evaluate the collaboration index.

The survey results confirmed the reliability and validity of the proposed collaboration index measure for measuring collaboration. The findings also showed that the collaboration index was positively associated with operational performance.

Future research could consider larger sample sizes and cover other industry types.

Supply chain participants will be able to measure the extent of their collaboration and seek improvement in their performance.

This paper contributes to the literature by introducing a new index for measuring the extent of supply chain collaboration. This measure can be used by any participant (member) in a supply chain to identify the level of collaboration and seek improvement.

This study was conducted to examine supply chain discontent in an integrative way.

The organisational economics view is adopted as an approach to reveal multiple sources of discontent which consist of incongruent objectives, disintegrated performance measures, unsynchronised decision‐making, information asymmetry, misaligned incentives, and fragmented business processes. All these sources separately or collectively contribute to reduce the potential of total profits arising from collaboration.

It is argued that to effectively mitigate supply chain discontent, the chain members need to collaboratively design antidotes for discontent. In this paper six antidotes to discontent are proposed, namely mutual strategic objectives, appropriate performance measures, decision synchronisation, information sharing, incentive alignment, and streamlined intercompany business processes. It also shows that previous studies have not addressed supply chain discontent in an integrative way.

This study, therefore, provides a new insight for managers to understand multiple sources of discontent as well as its antidotes.