Dawson Dialogue assists business

executives’ awareness of critical

logistics and supply chain

management issues.

CollaborationCollaborationCollaborationCollaborationCollaboration‘Start Sleeping With The Enemy’

A lot has been written recently about the newopportunities for collaboration between supply chainpartners. A brief study reveals that much of whathas been published is “new wave” concept or simplyrepackaging of existing practices like contractmanufacturing, strategic procurement or logisticsoutsourcing. We believe that collaborationrepresents a more fundamental shift in the evolutionof supply chain relationships and that we are still inearly days with respect to how collaboration willchange supply chain models and what benefits willactually be realized.

Dawson Consulting has recently been involved inground-breaking work with Coles Supermarketsacross a number of product categories and supplychains. This work has begun to surface insights andlearnings that detail what collaboration reallyinvolves and more importantly how you get startedon a proper course with your trading partners. As aresult of this work, we would like to share thefollowing perspectives in this Dawson Dialogue. Ourview is that:

• Collaboration represents the nextfundamental shift in the evolution of supplychain relationships

• Within a wider strategic context the bestopportunities currently available are inaddressing fundamental supply chainprocesses

• Perceived difficulties can be overcome – itis all in the way you approach collaboration

• Collaboration should start by changing theway you work with trading partners and notby focusing on information sharing and IT

• Any IT investment should be madeincrementally to reflect the trial-and-errornature of collaborative efforts

To understand our view on collaboration, it isimportant to start from a strategic perspective andan overview of the evolution of supply chainrelationships (Figure 1)

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David Anderson, Strategy Advisor forDawson Consulting, has twelve years of managementconsulting experience in strategy and operationalimprovement. Working in the USA, Asia and Australia,David has led a number of strategy and re-structuringefforts in television, retailing, building products,pharmaceuticals and telecommunications. Morerecently, David has focused on incubating web-basedbusinesses that create significant industrybreakthrough.

Philip Cryer, a Managing Partner of Dawson Consulting,has led some of the most exciting, commerciallyfocused supply chain collaboration projects in Australiaso far. Combining significant strategic and linemanagement experience across industries such asretail, manufacturing, fresh produce and buildingproducts, Philip is now modernising entire supply chainsfor the benefit of all trading partners.

About the Authors

Collaboration, The Next StageCollaboration, The Next StageCollaboration, The Next StageCollaboration, The Next StageCollaboration, The Next Stage

Since the 1970’s, corporate strategy has dictatedhow supply chain relationships were to be managed.At that time, the framework was largely orientedtoward portfolio management within attractiveindustries. If you happened to hit upon a piece of agrowing and profitable industry, the game was toown as much of the supply chain as you could affordand integrate these assets vertically. This allowedthe owner greater control over early stageresources, an ability to shift margin up and downthe chain and potentially a role in a monopoly orsome form of oligopoly. Noted practitioners includedITT Corporation, Fletcher Challenge and CSR.

As industries globalized and cheaper, more efficientsources emerged, there was less of an advantagein owning the base assets of production. Proactivecorporates sold these entities off and moved towarda multiple supplier or distributor model.

Selling off these assets, then playing multiple tradingpartners against each other was oftenadvantageous in that you improved both yourbalance sheet and earnings at the same time.

However, by the 1990s, the sheer number ofsuppliers common to an expense category hadexploded creating massive administrative costs andfew pricing benefits. As a result, strategicprocurement became the prevalent model.

Strategic procurement involved auditing itemswhere you had significant spend, determining whereyou had leverage, rationalising the number ofsuppliers in these categories and securing long-term, volume-based contracts. Strategic changeslike contract manufacturing and logisticsoutsourcing became popular alternatives in thisenvironment. These relationships were managedthrough service level agreements (SLA) and keyperformance indicator (KPI) monitoring. The resultsof strategic procurement often created substantialone-time gains in the order of 10-15% acrossindirect items and 5-10% across direct items, plusprovided a platform for incremental improvement.

More recently, the early adaptors of strategicprocurement have begun to ask “what’s next?”With the advent of the internet, new procurementexchanges emerged and were touted by the mediaand industry thinkers as the next stage in the

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Figure 1. Figure 1. Figure 1. Figure 1. Figure 1. Evolution of Supply Chain RelationshipsEvolution of Supply Chain RelationshipsEvolution of Supply Chain RelationshipsEvolution of Supply Chain RelationshipsEvolution of Supply Chain Relationships

relationship model. Our viewpoint, which is reflectedin our client’s experience as well, is thate-procurement offers a new set of channels andtools that will create some efficiency and pricebenefits on a limited range of items. However e-procurement does not represent the nextfundamental shift. In fact, despite hand-chosen casestudies published in business journals, it is difficultto find reported savings of over 3-5% across theaverage total procurement spend from e-procurement sources.1 Strategic procurementshowed that relationships are more important todelivering value than new technology-based models(Figure 2).

A new stage in the evolution of supply chainrelationships is emerging. The next stage rests onthe creation of a new relationship frameworkinvolving multiple large and medium sizedbusinesses who share a common supply chain. Insimple terms, collaboration is the opportunity toestablish a common vision to create a more costeffective, mutually beneficial supply chain. It dealswith the problem of having to continually placepressure on trading partners only to find theyare unable to deliver further value.

Collaboration is not a directive or dictatorial exercisewhere a large trading partner continues to squeeze

their smaller counterparts. Rather it is anestablishment of common strategic goals, equitablesharing of the benefits in achieving these goals anda fair distribution of the costs and workload. It meansmore than SLAs or partnership arrangements.Collaboration involves each company leveragingprocesses, information and people across thesupply chain in a way that helps the individual entityto operate at higher level of performance than couldbe achieved in isolation.

Opportunities in the FundamentalsOpportunities in the FundamentalsOpportunities in the FundamentalsOpportunities in the FundamentalsOpportunities in the Fundamentals

The work we have undertaken in collaboration haspointed to a number of potential areas for eitherfundamental change or early wins. We have foundthat these can occur by leveraging across traditionalsupply chain relationships as well as non-traditionalrelationships.2

Our work across traditional supply chains hashighlighted the level of disconnect that has occurredin conducting even the most fundamental and long-standing processes. We are finding that the majorityof supply chains have not been designed holistically,but rather, they have evolved on a piecemeal basiswith a legacy of process and technologicalintroductions layering ever-increasing complexity, andcost. By taking a more holistic view of the optimum

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Figure 2.Figure 2.Figure 2.Figure 2.Figure 2. VVVVValue of Collaborationalue of Collaborationalue of Collaborationalue of Collaborationalue of Collaboration

supply chain re-established under a common vision,the potential to extract savings is large.So far, we have identified actual “runs on the board”for collaboration as applied across the fundamentalend-to-end supply chain. Independently, similarapproaches have shown to reduce inventory by 15– 20% as well as reducing operating costs. 3

We have used collaboration to deliver efficienciesin four areas;

Efficient OrderingProcesses and rules for basic order establishment,order transmission, through to order managementby trading partners. The core themes used incollaborating on Efficient Ordering have a generalfocus on reducing the “bull-whip” effect 4 and “outof stocks”. These include: sharing of actual end-customer sales, implementing one point of orderentry, proactive planning and forecasting eithercollectively or giving one company responsibility forforecasting across the entire chain, and managingorder quantities to reduce lead times.

Paperless Supply ChainProcesses and rules for capturing of deliveryinformation at the back dock through to reconciliationand settlement of claims and invoices. The corethemes used in collaborating on Paperless SupplyChain include advance notification and alerts, fulldelivery and returns information captured throughelectronic means, and full electronic processing ofsettlement and invoices.

Efficient Storing and PickingProcesses and rules for the movement of productor raw materials from the end of the production linethrough to the point where they are staged orwarehoused then dispatched as orders. The corethemes used in collaborating on Efficient Storingand Picking are generally positioned to attack theproblem with ordering and picking “uneconomic”volumes (i.e., non-bulk). They includeimplementation of Pick-to-Zero distribution,identifying the governing economic order quantityacross the total supply chain, and changingshipment packaging configurations to make themmore economic to store and pick.

Efficient DeliveryProcesses and rules for the movement of productor raw materials from the suppliers dispatch areathrough to arrival at the customer’s agreed droppoint (either direct to store, central warehouse orPick-to-Zero facility). The core themes used in

collaboration in this area revolve around optimisingload volumes, joint planning on establishing deliverywindows around efficient route planning, and quickturn-around at the drop-point.

One of the most advanced supply chaincollaborators is Procter & Gamble Co. (P&G) As aleader in the field of collaboration P&G has workedhard to develop efficient ordering with keycustomers, (in particular with one of their keycustomers Wal-Mart), as a way of releasingupstream efficiencies in the supply chain. P&G isnotified every few hours by Wal-Mart as to howmany SKUs of products have been sold by store.This information goes all the way back to some ofits key suppliers – particularly labelling andpackaging, and in some cases the makers ofingredients that go into the soaps and detergents.As a result, the entire supply chain has savedmillions in cash related to inventory.

Beyond these basics there seems no shortage ofopportunities for more advanced forms ofcollaboration. P&G has recently started on anambitious program to fully implement a completestandard for Collaborative Planning, Forecastingand Replenishment (CPFR). This will organise allrelevant forecasting and demand data that iscollected by retailers and made available tosuppliers over the Net. P&G will roll-out this systemto all retailers and expects to reduce cashinvestment related to inventory by an additional$4.5 billion or a 50% savings.5

For those just beginning collaborative relationships,we believe that the probability of success is greatestwhen trading partners start with opportunities ata fundamental level, parcel changes into small“bite size” chunks then implement in rapidsuccession. After there is a history of success, theymay wish to move to more advanced collaborationsuch as supply chain personalisation, productdesign or optimisation “on the fly”. It is important tonote that we have not found a scarcity of ideas ornew practices. Our insight comes from discoveringan approach that breaks through the barriers tosuccessful collaboration. These barriers arediscussed in the next section.

Common Barriers to CollaborationCommon Barriers to CollaborationCommon Barriers to CollaborationCommon Barriers to CollaborationCommon Barriers to Collaboration

Given the substantial opportunities in collaboratingwithin just the supply chain basics, why haven’t

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companies made more progress in practice?Certainly business journals and especially softwarevendors would indicate that collaboration is moreprevalent and not that difficult to achieve. In reality,we have not found this to be the case. Ourdiscussions with trading partners reveal thatcollaboration is far more difficult to achieve. Thereasons given most often include:

1. We are not linked by a commonplatform or data model.

2. We are not able to produce coreinformation required to handle a changedue to confidentiality or lack ofsystems capability.

3. We are culturally not ready to trust eachother (i.e. to sleep with the enemy).

4. We are not prepared to change ourprocesses.

Certainly the IT spend required to create commonplatforms across various entities would scareanyone away from collaboration. And no one wantssensitive product information, like the recipe forCoke, floating around the web. Internal processcontrols put in place over the years to rectify a “majorscrew-up” aren’t there by mistake. But are thesethe real reasons that collaboration has not takenoff in practice?

Digging beyond these four stated issues, we havefound that the basic flaw occurs when trying to usethe traditional sell / buy relationships that governtrading relationships to create collaborativerelationships. This is best depicted in the followingfigure 3.

The traditional working relationship between buyersand sellers allows two businesses to identify andconduct normal trading. Practically, this is done inthree ways:

• Annual “top to top” discussions in whichbroad strategic initiatives are jointlyidentified and prioritised.

• Sales-Buyers meet to establish a businessdevelopment plan incorporating the outputsof the “top to top” meeting. This session isusually held semi-annually and involves the

establishment of a more detailed action planwith milestones and KPI’s for implementingthe agreed to initiatives.

• Regular meetings to discuss promotionaland pricing related initiatives, and to reviewthe milestones, established to review theKPI’s.

This process, on paper, is a logical way in whichsenior executives are able to jointly establish a setof guidelines for the day to day tactical operators(buyers and sellers), to manage both the longer andshorter term direction of the category / product/sbeing purchased. In addition this way of working iseasy to manage given the inherent clarity in rolesand accountability.

In finding more efficient ways to leverage the holisticsupply chain for greater levels of efficiency andmutual benefit, we find this type of approach sub-optimal for a number of reasons.

• The traditional nature of buyer / sellerrelationships is one of confrontation, usuallyover prices, promotions and terms, leavingimplementation of strategic initiatives as alower priority, and on occasions as abargaining tool.

• KPI’s for the buy side of the transaction areheavily geared toward delivering product ata certain price, and in the case of retailersto achieve a revenue target and a set margin.This results in the focus beingpredominantly on delivering tactical notstrategic initiatives.

• Key people required to implement initiativesare usually not part of the redesign process.When it is, it is usually left up to the seller totry and push through the agreed toinitiatives resulting in uncertainty on the buyside executors over how and why implementationshould take place

Our essential finding is that the core inhibitor tocollaboration is not related to information,technology, lack of common platforms, or security.These are problems relating to the way tradingpartners talk with each other and, unfortunately, areused as the “red herring” that stands in the way ofprogress. The core problem is in the fundamentalways that trading partners work with each other.As a result, the breakthrough in successful

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collaboration comes from separating “informationflow” from “process flow” and changing the waytrading partners work together first, then dealing withthe enabling mechanisms second.

The key to getting collaboration started on a pathto success, is through addressing the fundamentalways that trading partners work together. Ratherthan diving into operational activities andincrementally improving pieces, trading partnersneed to create a joint supply chain vision (Figure 4)This vision will than serve as a “new constitution”that defines priorities, ensures benefits flow mutuallybetween parties and that everyone has the rightincentive to put their hat in the ring.

Shared VisionShared VisionShared VisionShared VisionShared Vision

A shared vision is developed by first articulating whateach trading partner wants to achieve from theirsupply chain activities. Typically upstreamparticipants, raw material providers, primary andsecondary manufacturers, are aiming to establisha customer co-ordinated demand platform. Thisenables upstream trading partners to:i.) maximise production runs through the

provision of more accurate forecastsii.) increase inventory flow while reducing

inventory levelsiii.) optimise forward distribution (load-out

factors)

Downstream parties such as wholesalers,distributors and retailers are generally aiming to:

i.) improve stock availability (reduced out-of-stocks)

ii.) reduce levels of mark-downs andwastage

iii.) increase inventory flow while reducinginventory levels

iv.) enhance retail execution (packaging,promotion, stock on show)

Most of what is expressed in this section will fallinto a category that is common across the supplychain or that is unique to a particular trading partner.The filter is used to separate and synthesize theseelements and to help determine what would bevaluable for the entire group to achieve. Generallyvisions start small and quite tactical. Facilitationand synthesis helps to bring them up to a morestrategic level that represent core themes that canbe applied across the entire supply chain. The chartin Figure 5 indicates how tactical elements can begrouped into core initiatives.

Shared BenefitsShared BenefitsShared BenefitsShared BenefitsShared Benefits

This activity involves dividing up the commercialvalue generated through collaboration. Generally,you should avoid discussing money or claims in anydetail at this stage. The discussion of benefitsneeds to be done in a preliminary fashion with thegoal at this stage of determining what is worthimplementing first up and what will eventuallyprovide the most value to support the strategicvision. Important also at this stage is developing aset of guidelines/principles for how the benefits will

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Collaboration - ‘Start Sleeping With The Enemy’

Figure 3.Figure 3.Figure 3.Figure 3.Figure 3. Collaborative Change Is Difficult Using the TCollaborative Change Is Difficult Using the TCollaborative Change Is Difficult Using the TCollaborative Change Is Difficult Using the TCollaborative Change Is Difficult Using the Traditional Relationship Modelraditional Relationship Modelraditional Relationship Modelraditional Relationship Modelraditional Relationship Model

be shared within each initiative once they areimplemented. Examples would be:

i.) simply go 50/50 on all areasii.) reap what you sow – benefits are pro-rata

to investmentiii.) split after upfront investment has been

recovered

Methods of transferring value or collecting shouldalso be outlined in any shared benefits agreement.

Shared WShared WShared WShared WShared Workorkorkorkork

This activity involves determining as a group thepriority, timeframe and resources allocated foreach piece of work to be accomplished. Theprinciple used in determining how to share thebenefits comes into play to guide work allocationacross the trading partners.

Working at a strategic level to define shared vision,benefits and specific initiatives to address, doesrequire the working relationships to be enhancedto include key operational staff that can get thechange done. This is depicted in TheCollaboration Relationship in Figure 3. In this way,the change management required can beadvanced quickly within the supply chaincommunity.

Note that this is not meant to take the form of a newoperating model, but rather as a mechanism forcreating change across the supply chain. We stillthink that the basic buyer-seller relationship is coreand critical in governing how partners trade.

Now . . . Let’Now . . . Let’Now . . . Let’Now . . . Let’Now . . . Let’s Ts Ts Ts Ts Talkalkalkalkalk

While much of our recent success in collaborationhas been in approaching the way we work beforeaddressing IT, we know that systems play a vital rolein the long term sustainability of collaborative efforts.However because collaboration involves multipleenterprises, we do not think that IT issues can beapproached in the same way that they are within asingle enterprise. Large integrated packages or ERPsuites don’t really have a role given the likely varietyin IT platforms that would exist across multiple parties,let alone the time, staff resources and costs ofimplementing a standard platform across multipleentities. Given that fundamental collaborative effortsare only in early stages at this point in time, currentoff the shelf packages would not have fullcollaborative functionality (no matter what they maymarket) built into their code. Issues like privacy,security and confidentiality must be pre-eminent inany systems implementations and finally, with all thetrial and error experimentation that is likely to occurduring the early going, flexibility must be a significantrequirement.

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Figure 4.Figure 4.Figure 4.Figure 4.Figure 4. Changing the WChanging the WChanging the WChanging the WChanging the Way Way Way Way Way We We We We We Work Tork Tork Tork Tork Togetherogetherogetherogetherogether

We believe that the right approach is to have clarityaround what is needed to “start talking”, then to takea phased approach toward IT changes. In essence,you need to first walk, then run, then fly with any ITchanges supporting collaboration.

One of the first “rabbit holes” that collaborationprojects head down is related to information sharingbetween parties. Projects often never come out ofthe hole as concerns over privacy and security seemlike they can never be reconciled. The problemoften occurs when the information requirements arescoped well beyond what is truly required to achieveusage and outcome goals. You don’t need to havea full blown conversation to make collaborationwork. Often times you don’t need to shareinformation related to customer specific pricing orproprietary process information. In fact, once yougo through the hard exercise of properly scopingthe information needs, you may find that highlyconfidential information is not even required andthat privacy is no longer an issue.

Information scoping questions include determining:• Which key tasks and decisions most influence

a goal?• What information is needed at each step to

make critical decisions?

• Where are there obvious pain points orinefficiencies created by the absence ofinformation?

• What minimum information is required toguarantee we achieve our desired goals?

Preparing to Spend the IT DollarsPreparing to Spend the IT DollarsPreparing to Spend the IT DollarsPreparing to Spend the IT DollarsPreparing to Spend the IT Dollars

A key principle behind every collaborative effort isto share the costs and effort required to achievethe objectives. Clearly not everyone will be at thesame level of capability when it comes to existingIT systems. Additionally, there will be differingfinancial situations within a supply chain community.Here again, common ground is required especiallywhen approaching the IT spend.

Having any conversation around IT is a delicatesubject these days and requires a bit of structure tosupport the right outcome. We use a simpleframework to structure how the trading parties mightwish to pave the way (Figure 6). The basic idea isto decide how to get started with a technologycomponent by exploring at least three differentalternatives: lo-tech, mid-tech and hi-tech. Anexample would be: a collaboration exercise hasidentified a need to tie together the distribution ofsales data.

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Figure 5.Figure 5.Figure 5.Figure 5.Figure 5. Driving the Vision into Initiatives Driving the Vision into Initiatives Driving the Vision into Initiatives Driving the Vision into Initiatives Driving the Vision into Initiatives

There are a number of ways that this could beapproached.

Under a lo-tech scenario, the trading partners maydecide that at this time it is most advantageous tosimply phone each other and keep a daily log bookof sales to use to guide production and distributionlevels. Alternatively, a mid-tech solution may be tolink sales systems together through simplemessaging software or by uploading the informationto a closed extranet residing on the web. And finally,with a little more investment and expense, a fullyfunctional private information exchange can be setup between the parties. The exchange polls for salesdata, distributes simultaneously through a moresophisticated transaction manager that messagesto each trading partner’s ERP system and isequipped to generate alerts on unplanned demandspikes.

Each alternative is explored on quantifiable benefits,enhancement costs, time to implement, how widethe gap is from current resource and systemscapabilities, and on-going costs. Decisions canreflect multiple releases or a migration path wherethe shared IT architecture is changing overtime from

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a lo-tech to hi-tech environments.The benefits of this approach include the following:

• Ensures the group looks at simplistic as wellas complex approaches

• Structures a somewhat difficult conversationwithin a company let alone across theenterprises

• Accommodates differences in trading partnerIT platforms

• Establishes an entire IT migration path basedon benefits to help fund further investments

Once this conversation is complete and themigration path agreed, a project plan results, whichoutlines time frames and resource requirements andhelps the trading partners kick-off implementation.

Key Principles to ConsiderKey Principles to ConsiderKey Principles to ConsiderKey Principles to ConsiderKey Principles to Consider

While new models for collaboration emerge in thecoming years, a few key points are important to keepin mind to avoid being caught up in the hype andexcitement of collaboration.

This is a commercial exercise

Collaboration is about making money and creating

Figure 6.Figure 6.Figure 6.Figure 6.Figure 6. Determining TDetermining TDetermining TDetermining TDetermining Technology Optionsechnology Optionsechnology Optionsechnology Optionsechnology Options

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value for customers and shareholders. It is notabout getting together to develop a betterunderstanding of your trading partners business,developing strong relationships with the key peoplein each other’s organisation, or sharing mutualcomplaints about working with each other. It is aboutdeveloping and achieving hard, measurableobjectives.

This is about sharing the pain and the gain

Collaboration is done in a fair and professionalenvironment. Most efforts require an initial leaderwho takes responsibility for kicking off the initiativeand may be even funding the first few steps. Oncethe course is defined, costs and benefits areallocated on a fair basis as collaboration involveshard work and requires extra effort to gain the prize.Benefits should not flow in one direction and it isexpected that larger trading partners understandand operate to this principle.

This is not rocket science

The more sophisticated the model, the less likelyanything will be done. Getting several successesunder the collective belt through doing thefundamentals is worth much more than ponderingover more sophisticated concepts like neural-networked supply chains, on-line supply chain“bots”, dynamic discovery of trading partners or anyother new wave possibilities. Do what your tradingcommunity is capable of, then build into moresophistication into the platform if it adds commercialvalue.

Next StepsNext StepsNext StepsNext StepsNext Steps

The new era of supply chain relationships,collaboration, is upon us. It is important toremember that it is still early days for truecollaborative models and anyone suggesting thatthey have five-plus years of experience is probablytalking about strategic procurement activities andnot collaboration. You need to get on a learningcurve with those who have already pioneered,experimented and produced results fromcollaboration. In our work with Coles Supermarketsand other supply chain communities, we are on thefrontier of what is possible through collaboration.We invite you to contact us to learn more about ourapproach and provide a view on what may be

possible in your supply chain from collaboration.Endnotes1 Dawson Consulting Analysis2 Non-traditional relationships involve entities that havenever traded but have common assets or other supply chainelements that could be leveraged for mutual benefits. Thiswill be covered in a subsequent paper.3 Arizona State University – MBA Study, 20004 The phenomenon where orders to the supplier tend tohave larger variance than sales to the buyer and distortionpropagates upstream in an amplified form.5 Purchasing, December 2000

AboutAboutAboutAboutAboutDawson ConsultingDawson Consulting, part of the Dawson Group of companies,is Australia’s largest management consultancy specialising inlogistics, supply chain management, and the application ofSupply Chain technologies.

With a strong bias towards implementation, Dawson Consultingprovides practical, sustainable solutions for modern supplychains. Consistently driving towards measurable outcomes, wegenerate a rapid return on investment for our clients.

For more information, please visit our website.

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