Central to the relationship view of supply chain management is the recognition that businesses should be managed in a way that enables value co-creation with key customers and suppliers. Opportunities for value co-creation arise when the capabilities and knowledge that exist within each firms’ organizational functions are leveraged by implementing the eight cross-functional, cross-firm, supply chain management processes. In this research, we show that:

  • More value is co-created in business-to-business (B2B) relationships where cross-functional, cross-firm teams are implemented.

  • Financial measurement of value changes both management perceptions and behaviors towards customers and suppliers.

  • Tools such as the Collaboration Framework and The Partnership Model can be used to develop generate joint initiatives for the relationship and implementation plans that enable value co-creation.

Douglas M. Lambert and Matias G. Enz, "Managing and Measuring Value Co-creation in Business-to-Business Relationships," Journal of Marketing Management, Vol. 28, Issue 13-14 (2012), pp. 1588-1625.

Matias G. Enz and Douglas M. Lambert, "Using cross-functional, cross-firm teams to co-create value: The role of financial measures,” Industrial Marketing Management,Vol. 41, No. 3 (2012), pp. 495–507.

Matias G. Enz and Douglas M. Lambert, "Improving Performance Through Value Co-Create with Key Customers and Suppliers,” Chapter 17 in Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, pp. 317 – 336.

Matias G. Enz and Douglas M. Lambert, “Measuring the Financial Benefits of Cross-Functional Integration Influences Management’s Behavior,” Journal of Business Logistics, Vol.36, No. 1 (2015), Article first published online: 10 NOV 2014