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The paper seeks to discuss and develop SCM as a scientific discipline using different theories from non‐logistics areas to explain inter‐organizational phenomena. It also attempts to establish a frame of reference that allows us to mitigate the gap between the current SCM research and practice and the theoretical explanations of how to structure and manage supply chains.

The paper introduces three different perspectives that together will contribute to a broader understanding of SCM in practice: an economic perspective; a socio‐economic perspective; and a strategic perspective. The theoretical framework is applied to two important research topics within SCM: third party logistics (TPL); and new product development (NPD).

There is no such thing as “a unified theory of SCM”. Depending on the concrete situation, one can choose one theory as the dominant explanatory theory, and then complement it with one or several of the other theoretical perspectives.

The way the four theories complement one another is explored on a conceptual basis, but further research into this direction may explore more deeply how these alleged complementarities occur in practice, and how managers mould their decisions by these ideas.

The four theories can provide normative support to important management decisions in supply chains, such as outsourcing, safeguards against opportunism, and alignment of incentives.

The main contribution is that one cannot rely on one theoretical explanation when analyzing phenomena in SCM. It is neccessary to consider several theories and how they may complement one another in order to provide a more comprehensive view of SCM.

Within the emerging research field of humanitarian supply chain management (HSCM) the use of existing theoretical concepts and frameworks to provide explanation and understanding of the phenomena under scrutiny is not yet well understood. There is still a lack of research on which theoretical approaches are used in this field, and to what extent this emerging field “borrows” theories from other disciplines. The purpose of this paper is therefore to deepen the understanding of HSCM from a theoretical point of view by identifying and evaluating the use of theories in HSCM literature.

A literature review is conducted based on academic journal articles included in a well-recognised and publicly available bibliography on HSCM articles (Tatham, 2015). A content analysis is applied to the articles in terms of level of theory, research methodology, disaster management stages, disaster types, and disaster name/region.

A trend towards using more established, “middle- range” theories, is evident. However, the use of theoretical approaches is not evenly spread between the different phases of disaster relief. A strong emphasis on SCM as a background discipline is also mirrored in the choice of theories used, which indicates the solidification of humanitarian logistics as a primarily supply chain discipline. The lack of use of other theoretical perspectives and grand theories is, however, still evident, which provides an interesting research agenda for future research.

The use of the bibliography limits the generalisation of the findings although some trends are evident.

This is a first review of theories used in HSCM. It provides an overview of the state of the art of HSCM research but contributes to the maturation of research in this field. The paper concludes with a research agenda.

The aim of this research paper is to explain how principles of supply chain management (SCM) provide important conditions for the production, accessibility and use of energy, from the point of origin to the point of consumption.

The paper identifies three distinct trajectories in which the interplay between energy and SCM can release potential for research and practice.

Energy resources are vital to power industrial processes in manufacturing and logistics, while their use is also a major contributor to carbon emissions. The integrative nature of SCM provides conditions for improvement in use and accessibility of energy, and can facilitate the transition in which fossil fuels are replaced with a system of supply and conversion of renewable energy. These opportunities are highlighted by developing a set of three trajectories, which range from a true supply chain perspective on the energy sector, to an up‐stream and down‐stream perspective, respectively.

The impact of energy resources on carbon emissions makes them important units of analysis in further SCM research. Future research must acknowledge the variety in the nature of energy resources, and provide frameworks that are able to address the particular features of these.

Supply chain strategists must assess how energy use, efficiency, dependency and accessibility influence operations, both internally and externally in the supply chain. Logistics flows are powered by energy. As a considerable portion of carbon emissions created by supply chain operations is energy related, energy must be seen as a means towards achievement of environmental sustainability.

Understanding the relationship between energy and SCM will help managers to address environmental sustainability.

This is a timely topic of a cross‐disciplinary nature that has only been addressed to a limited extent by SCM so far. The topic is relevant to a large group of problem owners: supply chain strategists of companies where energy use, efficiency, dependency and security is an issue, and where operations processes have an impact on carbon emissions; for the energy sector, that needs to sustain a steady supply of energy, and increase accessibility to renewable energy sources that can replace fossil fuel; for policy makers, where energy dependency and security at a national level is an issue.

The purpose of this paper is to advance understanding of international differences in supply chain management (SCM) perspectives and practices, by comparing perceptions of Scandinavian and American supply chain managers.

The survey focused on the definition of SCM, along with facilitators of and barriers to SCM implementation. A four‐page questionnaire was designed and sent by mail. After follow‐ups, 23 Scandinavians and 104 Americans returned completed questionnaires.

While many similarities were found between Scandinavians and Americans, several differences were also identified. Both groups have adopted broad, multiple function perspectives on SCM; and both groups perceive SCM implementation to be slower and more difficult than expected. Two differences are the Americans' greater concern about incompatible systems and implementation costs as barriers to SCM, compared to the Scandinavians.

The study is based on relatively small samples, of limited functional (logistics) and geographic (Scandinavia and America) scope. Future research should expand the functional focus into purchasing, operations, and marketing; and the geographic coverage to other parts of the world.

Internal resistance is more of a barrier than external (customer or supplier) resistance to SCM. Thus, organizations should focus first on internal (functional) integration, and then move onto inter‐organizational integration. However, employees working with customers and suppliers should use these external relationships to inspire closer internal relationships. Further, people are more critical than technology in implementing SCM. Organizations should get the right people in place first, and then think about technology.

There is little empirical research on SCM implementation. Practitioners and researchers should find value in this unique comparative study.

To improve the understanding of the inter‐organizational dynamics of the dyadic relationships between a buyer and provider of logistics services (TPL dyads).

Analyzes the preparation, implementation, and operation of a particular case of third party logistics (TPL) arrangements. Based on a single case study of a dyadic relationship, the paper confronts the static view of the transaction cost approach and the agency theory on “governance structures” and “contracts” by showing how “relationship governance” emerges and develops over time.

TPL dyads are subject to both controllable and non‐controllable forces of change, which may not always have a positive effect on the logistics performance or the relationship itself. Inter‐organizational dynamics not only relate to learning, competence development, or adaptation, as suggested by other studies, but also to how the dyadic relationships are governed. As the dyad accumulates experience over time, changes will occur in the balance between the two parties in terms of goal congruence and risk preferences, which has a strong influence on the nature of contracts and other safeguards governing the relationship. Similarly, explanatory power of theories applicable to inter‐organizational settings may vary as relationships emerge and develop over time. Focus on core competencies as the logic of outsourcing is followed by a period characterized by a principal‐agent relationship. To ensure further prosperity of the relationship, the two companies must direct their efforts towards the logic of the network approach.

Contributes to a cross‐disciplinary fertilization of the SCM field, in particular inter‐organizational relationships.

The purpose of the paper is to analyse whether environmental issues form a supplier selection criteria of companies when sourcing third party logistics (3PL) services.

The paper is based on a total of nine cases, where six buyers and three 3PL are analysed in depth so that data are collected for both parties involved in related dyadic relationships.

While 3PL reports an increasing interest in environmental issues, buying decisions are still made on “traditional” performance objectives, such as price, quality and timely delivery. Environmental concerns have not been incorporated and at best form a kind of minimum requirement. Related cooperation, as asked for when taking a wider supply chain management perspective, could not be identified.

The paper has the limitation that only a total of nine companies are analysed. Yet, these companies can be seen as being good representatives of the overall industry. Further, detailed information is collected on all companies, it permitted the understanding of related corporate action. One implication would be conducting, e.g. a survey for collecting data on a larger number of cases.

Buyers of 3PL services and companies are challenged towards rethinking their strategies.

So far, there is very little research on how buyers and 3PL jointly manage environmental issues. The paper addresses environmental issues as a buying criteria and places this into the wider literature on logistics and sustainable supply chain management.

The purpose of this paper is to attempt to answer the questions posed by the special issue editors using insights from leading academics in the field and case examples drawn from two renowned global companies. It also aims to define potential avenues for further research in the thematic areas covered.

The paper uses a roundtable discussion with the Council for Supply Chain Management Professionals's Education Strategy Committee and case materials and presentations from Cisco Systems and Walmart to generate the insights.

The existing cost/lead‐time trade‐off model still applies yet changes in fuel prices and the importance of sustainability initiatives (also from a marketing point of view) lead to different equilibrium points.

Based on insight from leading academics and case examples, the paper suggests that the trade‐offs are made more intricate and require the more accurate addition of new factors such as social costs as today most of the decision making tends to be traditional economic and not yet include social and environmental as much. Nuances need to be added to avoid marketing skewing the trade‐off away from sustainability over time if it turns out that sustainability is a marketing/public relations fad that might go away. And the length of time for sustainable initiatives to have an impact needs to be considered, if it turns out the marketing advantage does not have staying power as long as investment write off periods. These suggest potentially fruitful avenues for further research. The cases also offer practical guidance as to how leading companies green their supply chains.

This paper specifically addresses the call for papers questions of the special issue editors through the synthesis of insights from leading academics and companies.

This paper considers third party logistics (TPL) from a resource and competence perspective. New competencies are developed in the relationship between the shipper and the TPL provider. A typology of TPL relationships is developed going from market exchanges to joint logistics solutions. Here, the article will concentrate on the highest level – joint logistics solutions. The theoretical grounding of competence development will be outlined. Two case examples will illustrate the learning process in TPL arrangements. Finally, the article will discuss managerial implications and implications for future research in TPL.

The purpose of this paper is to present a framework for purchasing transport services to enable small and medium size enterprises (SMEs) to improve relationships with logistics service providers (LSPs) and enhance their own competitive advantage and profitability. Many SMEs lack competence in purchasing transport services and a subsequent lack of “purchasing power” may cause SMEs to be treated as “order takers” rather than “order makers” by LSPs, who have more leverage in the purchasing process.

This research stemmed from a knowledge transfer research project between the focal company and a university comprising a longitudinal single case study using action research for developing and implementing the framework.

A framework using several tools for purchasing transport services and improving transport performance has emerged from this research. Benefits from using this framework were enjoyed by both the focal company and its LSPs and the focal company improved the relationship power balance.

The research and resulting framework are based on a single case study and have not been tested in other firms or markets. However, the proposed framework may be applied in other contexts, entirely or in parts.

The research offers practical insights to a frequently‐encountered logistics issue for SMEs through developing and applying specific processes for practical transport purchasing.

The paper contributes by synthesising the literature relating to the transport purchasing process generally and in SMEs. It also provides a framework for SMEs to improve their transport purchasing efforts, thereby enhancing economic and operational efficiency.

One way of overcoming logistics barriers (poor transportation, handling and storage properties) towards increased utilisation of biomass is to introduce a pre‐treatment process such as torrefaction early in the biomass‐to‐energy supply chain. Torrefaction offers a range of potentially beneficial logistics properties but the actual benefits depend upon how the supply chain is configured to address various elements of customer demand. Hence, the aim of this paper is to develop a framework for torrefaction configuration in a supply chain perspective for different types of customers.

Sophisticated pre‐treatment processes are yet to reach the commercialisation phase. Identification of possible supply chain configurations is in this paper done through a conceptual approach by bringing together knowledge from related research fields such as unrefined forest fuel, pellets and coal logistics with prescriptions for configuration derived from the subject area of supply chain management (SCM).

A framework that explicates different elements of supply and demand of torrefaction is proposed, and exemplified by three distinct supply chains. Depending on demand, torrefaction serves different purposes, bridging gaps in place, time, quality and ownership. Furthermore, different supply chain configurations will pose different requirements on torrefaction in terms of producing different product quality, durability, energy density and hydrophobicity of the pellets.

The proposed framework entails a set of propositions, but requires further development through empirical studies using complementary research methods such as interviews or surveys and quantification through techno‐economical or optimisation from a supply chain perspective.

This paper provides a framework that can inform decisions makers in biomass‐to‐energy supply chains, in particular at torrefaction plants, on upstream and downstream implications of their decisions.

The findings have implications for biomass‐to‐energy supply chains in general, and in particular, the paper provides a supply chain perspective of pre‐treatment processes, where previous research has focused primarily on technical aspects of torrefaction.