Problems and Perspectives in Management, 2/2004228 Collaborative Continuous Improvement Programs in Supply Chain

This paper presents findings from an exploratory study that investigates the extent to which Continuous Collaborative Improvement (CCI) activities are implemented in the supply chains of Canadian industries. Several Canadian industries including the automotive, electronics and aerospace sectors were examined to determine: (i) what CCI activities were initiated, (ii) which supply chain nodes were the most proactive in establishing these endeavors, (iii) what are the most effective collaborative tools and processes, and (iv) the effect such tools would have on the supply chain performance of participating companies. The results indicate that Canadian com-panies are placing greater strategic importance on supply chain performance. Supply chain nodes are engaging in joint strategic planning to a greater extent than they did a decade ago. However, certain industries such as the automotive and aerospace sectors are decidedly more integrated, as cost control and on-time deliveries are strategic imperatives in these businesses. The efforts are being initiated more at the customer level than at the upstream supplier nodes. The most effective tools are quality standards such as ISO 9000, EDI usage, improvements process such as JIT and lean manufacturing, and the establishment of performance targets for suppliers. These efforts are resulting in improvements in variables such as quality, lead-time, on-time delivery and cost and operational efficiencies. Key Words: collaborative continuous improvement programs, supply chain management, total quality management. 1