Cooperation strategies in port-oriented bulk supply chains: aligning concept and practice

Abstract

It seems intuitively obvious that firms in supply chains may have more to gain than to lose from learning to cooperate; but it is now more than two decades since Poirier [1999. Advanced Supply Chain Management. San Francisco, CA: Barrett-Koehler] and others called for cooperation in order to capture mutual gains in supply networks and even now ‘cooperation is neither common nor easy’. The simple fact is that not only are supply chains exceptionally complex but so too is the ‘process of cooperating’ – often in the context of antitrust legislation and competition policy. This paper argues that there is a critical need to rethink the principles and processes of cooperation within the broader framework of the competitive behaviour of firms and business strategy. Particularly, it suggests that the relatively recent thinking of Greenwald and Kahn [2005. Competition Demystified A Radically Simplified Approach to Business Strategy. New York, NY: Portfolio, The Penguin Group] in their ‘radically simplified approach to business strategy’ offers sound conceptual insights into cooperation and cooperative strategies for firms not only in markets but also in chains. Furthermore, it notes that the analytical framework for cooperation and cooperative strategies which the authors develop is far removed from the notion of cooperation as ‘commitment and trust and shared thinking’ and from ‘buyer/seller reciprocity’ and ‘collaborative attitudes’ which tend to underwrite much contemporary thinking and research. The paper also argues that the Greenwald and Kahn framework – its single intelligence model of cooperation and cooperative strategies – resonates with real-world relevance, at least for particular supply chains. The paper focuses attention on research into globally significant export coal chains from major east coast Australian ports and in brief case studies finds substantial alignment between concept and practice.

Keywords:

• cooperation
• cooperative strategies
• regulation
• single intelligence

Disclosure statement

No potential conflict of interest was reported by the author.

Notes

1. As Greenwald and Kahn (2005, 3) strategic decisions are outward looking – they take into account ‘the actions and reactions of other economic entities. Tactical decisions are ones that can be made in isolation and hinge largely on effective implementation’ .

2. For a detailed case study, see Robinson (2007).