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Introduction
Recent trends in global production have both increased supply chain complexity and reinforced the notion that logistics strategies and practices are essential elements of business strategy ([21] Kannan and Tan, 2003; [34] Perona and Miragliotta, 2003). Logistics complexity has increased as organizations have moved from centralized, vertically integrated, single-site manufacturing facilities to geographically dispersed networks of resources that collectively create value for their customers ([42] Tatsiopoulos et al. , 2004). In many business environments, networking is almost an inevitable solution to help companies respond rapidly to market changes ([15] Hallikas et al. , 2004). A common framework of enterprise networks appears to be the formation of enterprise clusters. Clusters can be defined as:
[...] geographic concentrations of interconnected companies, specialised suppliers, service providers, firms in related industries, and associated institutions (for example, universities, standard agencies, and trade associations) in particular fields that compete but also co-operate ([35] Porter, 1998).
Clusters are generally built up spontaneously by the local business players, who want to take advantage of the synergy of several factors existing in their geographic area, such as the presence of suppliers and customers, the access to information and know-how, the availability of resources, low transactions and communication costs due to geographical proximity ([44] Vonortas, 2002).
In addition, research and development in information and communication technology have made it possible to integrate a cluster's partners in such a way that the links among suppliers, producers, third parties and customers are now easier to establish ([23] Kelle and Akbulut, 2005). Essentially, this new business model concerns the coming together of collaborators using Information Technology (IT), such as the internet, to integrate a company's business processes with those of its customers and suppliers and exploit opportunities as they arise. Being able to integrate their needs, companies achieve economies of scale and establish a powerful and competitive advantage in the bidding processes vis-à-vis their suppliers. As a result, this process leads to the creation of an additional category of orders (negotiated orders) along with the traditional buyer and seller orders (flow orders).
In such a complex partner ecosystem, the decision-making process is a complicated issue and as organisations become more and more dependent on their suppliers, the direct and indirect consequences of poor decision making will become...