Not a long time ago, the logistics process was a supplier/manufacturer driven one (Mason, Lalwani, Boughton, 2007). For example, a customer looking for a product would go visit the store where he knew he could find it and buy it or get information from there. Today, customers have plenty of alternatives for getting the products they need. Therefore, the logistics management process has to adapt and take the products where the customers want. The supply chain management process has become a customer driven one (Mason, Lalwani, Boughton, 2007). In this context, the logistic relationships require a new level of relationships. The most common ones are the vertical relationships, with companies with different positions in the value chain (upstream or downstream) working together for increasing the overall efficiency of the chain. On the upstream supply side, the vertical relationship will increase the technical and operational capabilities of the logistical process (Tomlinson, Fai, 2016). For example, a manufacturer or retailer will work together with its upstream partners for decreasing the delivery time and costs by choosing the right transport and packaging methods. On the downstream supply side, the vertical relationship will enhance the levels of innovation by collecting the feedback from the customers and implementing it throXXXXXX the value XXXXX (Tomlinson, XXX, XXXX). XX XXXX ways (upstream and downstream), the vertical XXXXXXXX relationship will involve XXXXXXXXX but codependent companies. For XXXXXXX, XXX car XXXXX is XXXXXXXXX on XXX XXXX maker XXX depends on XXX XXXXXX farmer and so on. XX XXX horizontal XXXXXXXX XXXXXXXXXXXXX, XXX XXXXXXXX are part of the XXXX line or XXXXXXXX on the XXXXXX XXXXX. XXX XXXXXXX, two warehouse operators share XXX XXXX XXXXXXXX or work XXXXXXXX XXX XXXXXXXXXX their XXXXXXXXX costs. XXXXX XXXXXXXX XXX XX XXXXXXXXXXX or XXXXXXXXXXXXX (Riccobono, Bruccoleri, Harrigan, XXXXXXX, 2014). The competitors XXX XXX XXXXXXXXX XXXX usually XXXXXXX XXX the XXXX customers on XXX XXXX markets XXX XXX XXXXXXXXXXXXX are XXXXXXXXX XXXXXXXXXX in XXXXXXX XXXXX of XXXXXXXX (XXX materials, manufacturing, distribution, XXX retail) but not competing XXX XXX same XXXXXXXXX. XXX example, XXXX XXX GM XXX competitors while Ford XXX Whirlpool are complementors. The XXXXXXXXXX XXXXXXXXXXXX consists XX companies XX XXXXXXX XXXXXXXXX or market roles, sharing their XXXX-how for XXXXXXXXX the XXXXXXX XX their products or services or XXXXXXXXX combining XXXXX XXXXXXXX XXXXX XXX reducing the XXXXXXX XXXXXX XXXXX. XXX XXXXXXX, two XXX XXXXXX are XXXXXXX XXX XXXX XXX XXXXXXXX for reducing the R&XXX;X XXXXX or two XXXX processors are combining their XXXXXXXX XXXXX to XXXXXXXXX a lower purchasing XXXXX with XXX meat farmers. The XXXXXXXXXX XXX vertical XXXXXXXXXXXXX XXX complementary. X business XXXXXXXXXXXX XXX get involved in horizontal XXX XXXXXXXX XXXXXXXXXXXXX XX the same time, XXXXXXXXXX XXX total XXXXXXXX XXXXXXXX from XXXX XXXXX of relationships. However, XXXXXXXXX XXX XXXXXXXXXXXXXXX and trade secret XXXXXXXXXX can limit such XXXXXXXX XXXXXXXXXXXXX. XXX XXXXXXX, XXX XXXXXXXXXXXX XX a XXXXXX protected meat spice XXXX not be allowed XX share its XXXXXXXXXX capacities with XXXXXXX seasoning manufacturer, because of the XXXXXXXX XXXXXX that exclusive XXXXXXXXX. Beyond this XXXX legal XXXXXXXXXX, both XXXXXXXXXXXX will enhance XXXXXXXXXXX, XXXXXXXXX innovation and XXXXXX XXX overall costs. XXX below graph XXXX XXXXXXXXXX how the different types XX XXXXXX chain XXXXXXXXXXXXX XXXXXXX:
XXXX/Characteristics
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Vertical
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XXXXXXXXXX
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Partners
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XXXXXXXXXXXXX located downstream and XXXXXXXX
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Competition or XXXXXXXXXXXXX
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XXXXXXX
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Information collected XXXX the supply chain, XXXXXXXXX XXXXXXXXX
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Know-how, purchasing power
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Duration
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XXXXXXXXX
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Temporary
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Limitations
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XXXXX
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Legal, XXXXX
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XXXXX XX XXXXXXXXXXXXX
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XXXXXXXXXXXX, Purchasing
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Marketing, purchasing, XXX manufacturing
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XXXXXXXXXX
XXXXX, X., Lalwani, C., & XXXXXXXX, R. (XXXX). Combining XXXXXXXX and XXXXXXXXXX XXXXXXXXXXXXX XXX XXXXXXXXX XXXXXXXXXXXX. XXXXXX Chain Management, XX(3), 187-199. doi:XXXX://XX.XXX.org.ezproxy.liberty.edu/10.1108/XXXXXXXXXXXXXXXXX
XXXXXXXXX, F., Bruccoleri, M., Harrigan, X. R., & Perrone, G. (2014). Do horizontal relationships XXXXXX XX XXXXXXXXXX XXX XXXXXXXXXX XXXXXXXX? International Journal XX XXXXXXXXXX Research, XX(XX), XXXX-XXXX. doi:10.1080/XXXXXXXX.XXXX.XXXXXX
Tomlinson, P. X., &XXX; Fai, X. X. (XXXX). XXX XXXXXX of XXXX XXXXXXXX supply XXXXX relationships upon XXXXX‐XXXX innovation XXXXXXXXXXX. X&XXX;X XXXXXXXXXX, 46(S1), 277-290. XXX:10.1111/XXXX.XXXXX
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