Since the initial conception of the supply chain (see Lambert et al, 1998; Cousins et al, 2008), there have been notable attempts to define it (for instance, Cooper et al, 1997; Mentzer et al, 2001), as well as to operationalise it by identifying and assessing the implications of its features. The impact of globalisation, risk resilience and the efficiencies (and in some case deficiencies) of high levels of collaboration attract interest. Supply chain management, especially on the level of managing partnerships, is approached as an essential core element of strategy (Christopher and Juettner, 2000), and team working within and among companies is the common denominator for all supply chain functions to be effectively and efficiently operated and delivered, and further be improved. As a result, the role of cross-functional and cross-organisational teams has been identified as essential in successful supply chain management, especially in collaborative and highly partnered forms of supply chains.
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