The Effects of Collaborative Supply Chain Solutions on Strategic Performance Management - 2 Promotiecommissie: - 5 Acknowledgements - 6 Contents - 7 Chapter 1: Introduction - 14 Chapter 2: Conceptual Models - 35 Chapter 3: Research Design - 43 Chapter 4: An Exploratory Study at SAM - 57 Chapter 5: A Pilot Study at MAK - 74 Chapter 6: A Supplier Study at STS - 94 Chapter 7: MAK Revisited - 139 Chapter 8: Conclusion - 177 Appendix A: Workflow Events - 196 Appendix B: List of Questions Used - 209 Appendix C: Authorization (Organizations) - 211 Appendix D: Authorization (Individuals) - 213 Appendix E: Table of all Variables Identified - 215 Appendix F: Descriptive Statistics - 216 Appendix G: Gowin's Vee - 217 Appendix H: Deriving Explanations - 218 Appendix I: SAM - Benchmark Report - 220 References - 225 Samenvatting (Summary in Dutch) - 239 Curriculum Vitae - 242Collaborative supply chain solutions are widely accepted in the industry as one of the main factors driving the manager's action learning. In a competitive market environment, the behaviour of the manager can be the difference between an enterprise strategic performance success and failure.

Wilfred Rachan examines the effects of collaborative supply chain solutions on strategic performance management. Based on an explorative Action Research (AR) study over 4 iterations at 3 manufacturing companies, he developed the strategic performance inhibitors (SPI) model from the identified strategic performance attributes. From the SPI model, research variables were derived leading to a number of effects from collaborative supply chain solutions on strategic performance management.

One of the main contributions of this research is to describe these effects through causal models based on data collected, building upon and extending existing theoretical models.