Hi, I think that today the attention of researchers focuses on proposing mechanisms or strategies to achieve the coordination of operations such as quantity discounts, economies of scale, joint purchasing and acquisition of third party services together. However, contractual implications and the difficulty of measuring the benefits achieved are issues that MUST be evaluated.
Coordination between online business of third party (such as Flipkart, Alibaba etc.) and retail business is a present as well as future challenging issue of supply chain.
The main challenges will stay in the context of minimizing losses under complexity and uncertainty. At high level of management it concerns collaboration, coordination, alignment (taking into account both physical and financial aspects).
Companies importing goods need to mitigate cross-border trading risks and increase cash flow and operating inefficiencies. Such organizations needs more effectively & globally trade finance as an importer-buyer, & with services of payable financing and physical supply chain visibility.
Thanks you Ian for your contribution. I will read your recent papers with interest. But I am also concerned with the agency theory predictions inside the supply chain. For example, the customer may help one participant to invest in order to update its machinery set. But perhaps this participant will change the profile of its investment after the agreement, and will give part of the benefits to others customers...Asset substitution may take place.here. Do you know some worlks devoted to this kind of problem.? In any case thanks you one more time.
Thanks you very much for the paper describing the Motorola's case concerning supply chain finance. I read it and found it interesting. But I wonder if supply chain finance may be involved in long term investment financing problems, so as to update the production capacities of the partners? Do you have any information on these matters?