{'fraction_non_alphanumeric': 0.02551984877126654, 'fraction_numerical': 0.01890359168241966, 'mean_word_length': 5.418181818181818, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Why Do They Share Information with Supply Chain Partners? A Comparison of Supplier and Buyer Perspectives

For well over a decade, firms have increasingly sought to improve their profitability and competitive position in markets by looking beyond firm boundaries and towards their supply chains. As firms transition their relationships with supply chain partners from transactional to collaborative, the strength and effectiveness of the partnerships is in part reliant on the extent to which they share information (Kim et al. 2006). Information sharing allows supply chain partners to improve forecasts, synchronize production and delivery, coordinate inventory-related decisions, and develop a shared understanding of performance bottlenecks (Rai et al. 2006; Simchi-Levi et al. 2007). Additionally, information sharing provides firms in the supply chain network visibility, and reinforces the collaborative nature of the relationship and the ability to respond in a timely fashion to supply and demand signals (Patnayakuni et al. 2006; Zhou et al. 2007).