The global supply chain already has a myriad of strategies that it can leverage upon to create differentiation such as just in time and outsourcing, both of which manage inventory and cost, the industry still experiences poor resource efficiency metrics such as the poor tonne kilometre figures, empty running or poor overall European logistics network efficiency. There is a view holistically across the industry that supports the need for organisational innovation to being an enabler of collaborative or co-opetative strategies that can give rise to greater efficiencies across logistics and supply chain networks, which not only benefit directly the supply actors involved but further a countries gross domestic product (GDP). However, despite the purported benefits there are still challenges across the industry with leadership functions whom remain true to the belief that historic anti-competitive and trust based issues are endemic, views that have driven a stake through the heart of logistics collaboration, stifling innovation and efficiency. However, organisations looking to create differentiation should review the three pillars of collaborative / co-opetitive supply strategy (Fig.2). In embracing these simplistic engagement tools in efforts to collaborate with suppliers and competitors, greater outcomes will be amassed and cultures of continual innovation will come to life, exactly the environment that todays dynamic reverse logistics and backward flows organisations require.
|Title of host publication||The Handbook of Reverse Logistics: From Returns Management to the Circular Economy|
|Place of Publication||United Kingdom|
|Number of pages||39|
|Publication status||Published - 3 Nov 2016|