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Collaborative Transportation Management

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Running head: COLLABORATIVE TRANSPORTATION MANAGEMENT (CTM) 1

Collaborative Transportation Management (CTM)

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COLLABORATIVE TRANSPORTATION MANAGEMENT (CTM) 2

Collaborative Transportation Management (CTM)

Over the last few years, businesses have faced increased pressure to come up with more

innovations and initiatives which effectively meet the needs of the consumers. Globalization, e-

commerce, and the ever increasing economic uncertainties and competition have seen

businesses; in general, shift their mode of operations from confrontational exchanges toward

more collaborative undertakings to improve profitability. Along the supply chain, many

businesses have resulted in collaboration rather than pursuing relationships founded on

unscrupulousness and rivalry. This has seen companies put more importance on trust,

interdependence, and win-win situation while reducing liabilities along the supply chain. While

collaborations along the supply chain have been traditional between buyers and sellers, Esper

(2017) argues that since many other entities are involved in the process such as financial

institutions, and transport service providers, several other collaborative opportunities exist along

the supply chain.

One such opportunity along the supply chain lies in Collaborative Transportation

Management (CTM). Li and Chan (2012) define collaborative transportation management as the

process in which businesses manage their distribution operations such as tracking, and payment

in a manner which ensures all parties involved stand to benefit which sharing the risk

encountered along the chain. Since the deregulation of the transport industry, competition due to

the entrance of new players has increased significantly. To maintain business, many companies

have resulted in improving efficiency. According to Esper (2017), CTM is geared towards

improving competence in the transport planning and execution process by enhancing the

operations of parties involved such as haulers, receivers, and other third-parties logistic

companies. To achieve this, companies involved share key information such as industry forecasts

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Running head: COLLABORATIVE TRANSPORTATION MANAGEMENT (CTM) Collaborative Transportation Management (CTM) Student’s name Institution Affiliation Date 1 COLLABORATIVE TRANSPORTATION MANAGEMENT (CTM) 2 Collaborative Transportation Management (CTM) Over the last few years, businesses have faced increased pressure to come up with more innovations and initiatives which effectively meet the needs of the consumers. Globalization, ecommerce, and the ever increasing economic uncertainties and competition have seen businesses; in general, shift their mode of operations from confrontational exchanges toward more collaborative undertakings to improve profitability. Along the supply chain, many businesses have resulted in collaboration rather than pursuing relationships founded on unscrupulousness and rivalry. This has seen companies put more importance on trust, interdependence, and win-win situation while reducing liabilities along the supply chain. While collaborations along the supply chain have been traditional between buyers and sellers, Esper (2017) argues that since many other entities are involved in the process such as financial institutions, and transport service providers, s ...
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Tags: Transportation supplychain