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This paper aims to assess the links among these demand chain constructs by conducting a full-scale systematic review of all demand chain management (DCM) literature reviews published in marketing and operations management journals from 2013 to 2020. Marketing and supply chain management are central to DCM; thus, this study briefly describes the contributions to knowledge provided by the papers contained in this issue. In addition, some additional areas of research in which the DCM can be gainfully deployed are outlined.

This paper makes a systematic literature review of 70 literature samples by means of content analysis and comprehensive analysis. These approaches guarantee a replicable, rigorous and transparent research process and minimize researcher bias. The analytical categories required for the content analysis are defined along the constructs of marketing and supply chain management.

As can be expected, this paper highlights the key role of the two constructs in the strategy of DCM. In this light, the paper claims to provide evidence of a link between the constructs of marketing and supply chain management. This paper reviews the connotation of DCM through literature review, distinguishes the relationship between DCM and supply chain management from a strategic management perspective and discusses the future research direction.

This study assesses the link between the strategic constructs of marketing and supply chain management through research embedded in literature reviews, pinpointing research gaps and potential future research directions in the field. Contributing to DCM theory building, a thorough review provides qualitative comparison of the link between marketing and supply chain management.

Although some literature reviews have been conducted in the past on the constructs of DCM, no full review of literature reviews aiming to test a strategic theoretical link in the demand chain related to supply chain and marketing.

The study aims to present demand chain management (DCM) modeling of Indian apparel retailers. This will result in a structured model presenting contextual interrelationship among DCM variables so that retailers can proactively manage their demand chain.

The research follows an exploratory research design. It initially involves identification and analysis of influential factors of the implementation of DCM practices through the review of literature. Then, these variables were analyzed using total interpretive structural modeling or TISM followed by a statistical verification and case-based validation of the model.

The major findings of the paper are: top-management commitment and support, information management and supply chain agility in supply chain are the most significant enablers with the highest driving power. The other apparel retail specific significant variables are assortment planning, category management and marketing orientation. The model also indicates that the firms that implement customer-centric DCM practices do well in terms of organizational performance and thereby achieve differential advantage over their competitors.

Because the literature on DCM is still in nascent stage, the study bases itself on interpretive method; that is, TISM of analysis with a limited number of experts. Future studies may consider larger sample with more advanced statistical tools such as structural equation modeling for further validation of the findings.

The novelty of the paper lies in the study of an emerging supply chain philosophy; that is, DCM and its key practices per se. It has rarely been studied from the theory building perspective hitherto. Moreover, TISM-based approach is applied for the first time to study the DCM practices and its drivers vis-à-vis dependents.

The paper seeks to delineate the emergence of demand chain management (DCM) from a theoretical perspective and to illustrate its occurrence in practice.

The DCM concept is examined empirically through a case study with retailers involved in the beef chain in the state of Rio Grande do Sul (Brazil).

The paper reveals that the DCM concept derives from the supply chain management (SCM) concept, but with a strong emphasis on demand management due to the incorporation of the market orientation perspective. In the beef business in the Rio Grande do Sul, two distinct practices were observed: SCM and DCM practice. The SCM practice is tightly related to the traditional beef market, whereas the DCM practice emphasizes understanding customers and the sequential capabilities for responding to their requirements.

By establishing the evolutionary development from SCM to DCM, businesses will certainly gain insights about how to become more responsive, and this will improve effectiveness and yield more delighted customers.

The purpose of this paper is to understand how firms manage their product and service offerings, integrating supply chain management (SCM) and demand chain management (DCM) strategies. Adding services to the product portfolio of a firm may bring benefits to an organisation, but requires a reconsideration of the supply chain management approach.

A survey is used to collect data, with valid questionnaires obtained for 4,227 UK-based respondents. Empirical analysis utilises structural equation modelling (SEM).

The paper proposes that a combination of management approaches is required by firms which add services to their portfolio of traditional product offerings. A supply chain management approach may be suitable for traditional product offerings. The management of the services value chain, where the customers' role as value creator is a central feature of the construct, is better served by integration of the market orientation of DCM.

The paper addresses a research gap related to the shift in traditional activities carried out by a firm moving from purely product to a product service offer and reconsiders the supply and demand chain management approach. The paper is from a Business to Consumer (B2C) perspective. In this context, the work pioneers analysis into a particular case where a firm's product and service offerings may be substitutes for each other in the eyes of the customer.

The purpose of this paper is to increase the understanding of demand chain management (DCM) by investigating how it has been structured and executed in an international manufacturing company.

The main emphasis has been on producing descriptive results and the applied research strategy has been an embedded single case study. The case organization originates from Sweden, but it has significant international presence. Empirical data have been collected mainly from in‐depth interviews with key persons representing senior management in the case company.

This research shows that DCM is about developing synergies between the demand creation and the demand fulfillment processes. A completely implemented DCM approach should incorporate all the major demand creation and fulfillment processes. This kind of fully implemented approach probably does not exist in real life today but some companies have started to develop versions including some of the major processes, and this research provides an example of this. The ultimate goal of DCM is to gain competitive advantages by differentiating not only the products, but also the delivery process. This is necessary in markets characterized of intensive competition, high product variety, large amounts of customer‐adapted products, and short product life cycles. It can be concluded that DCM is not another name for demand driven supply chains (SCs) or a fad. It is rather a way to finally benefit from decade long marketing discussions on how to achieve customer focus. It highlights the interplay between marketing and supply chain management (SCM) as an enabler of value creation.

This research work is limited to one Swedish company; however, the case company has large international presence and is in top three in their industry measured by sales, which provides some ground for the generalization of the research.

This paper gives an insight for managers and practitioners to the value of coordinating marketing and SCM to develop a truly customer‐driven organization and SC.

Several studies have addressed the synergies between marketing and SCM but failed to address how to in some detail realize this in practice. This paper contributes by discussing how to realize this coordination in practice.

The purpose of this paper is to put forward a demand chain management (DCM) framework underpinned by the alignment theory and applies it to investigate the fashion apparel (FA) industry in China under the impacts of the latest economic transition.

An exploratory multiple case study methodology involving five Chinese FA firms, each with a different business model and ownership type, was employed. Semi-structured interviews, onsite observations and review of company documents were conducted to collect information for analysis.

Using a conceptual DCM framework as a guide for analysis, the study finds that companies with a higher level of alignment with the external market situation and among the three internal DCM dimensions, namely, market management, supply chain management (SCM), and organization management, appear to perform better under the rapidly changing economic conditions in China.

This study contributes to knowledge by reviewing thoroughly the literature on SCM evolution and develops a DCM framework based on alignment theory that represents the state of the art in this area. By extending the administration-integration-production-development (A-I-P-D) logic set adopted in the alignment theory, this study has also equipped the proposed framework with an empirical tool to measure alignment.

By applying the framework to examine the Chinese apparel industry under the impacts of the latest economic transition, this study provides practitioners in the industry with a framework to help formulate strategies and a tool to measure alignment. The findings of the case study also offer insights to the industry to thrive in the rapidly changing businesses environment with dynamic uncertainties.

This study extends the application of the A-I-P-D logic set under the alignment theory to the SCM field. This endeavor successfully transforms the proposed DCM framework from a theoretical concept to a practical tool to help evaluate empirically the alignment and strategic fit of a firm and potential relationship with firm performance. As the Chinese FA market has increasingly evolved under the impact of the globalization, the findings of this study not only assist the local FA companies in coping with the dynamic uncertainties but also shed light on the future developments of the global FA industry. Besides, the alignment measurement tool embedded in the proposed DCM framework can help enhance the chances of business success during implementation.

Innovation has been considered as the most important factor in today’s global and competitive environments for meeting growth, customer demands and expectations for any product development environment. The purpose of this paper is to examine the concepts of sustainable development, its practices and impacts within demand-driven supply chain (DDSC) environments. This paper is part of a wider project and within later stages of the study, a novel framework will be developed in order to link new product development (NPD) and demand chain management (DCM) aspects from the analysis of the research findings.

This research has adopted the approach of descriptive method which tends to examine demand chain concept and its evolution through recent years, while having a particular focus into NPD projects.

The paper investigates early study models through key findings of the literature that focuses on demand chain and NPD for the use and implementation of sustainability measures within manufacturing environments. The research study highlights the need for incorporation of NPD–DCM through the entire business ecosystem entities and also through the flow of information, materials and resources within the structure of the SC. The study finds out the key hurdles of the companies towards adoption of DDSCs in NPD environments, such as lack of cross-organisational association and lack of innovative demand chain frameworks.

The novelty of the research is to develop an early understanding within DDSCs, considering the product development programmes particularly focused on marketing activities. The study provides future researchers with the platform to undertake studies within similar function of DDSC environments.

The purpose of this paper is to enhance the current understanding and knowledge of the demand‐supply chain management (DSCM) concept by determining its elements, benefits, and requirements, and by illustrating its occurrence in practice.

This research has utilized a literature and case study research strategy. The case study has involved an international manufacturing company from the appliance industry. Empirical data have been collected mainly from in‐depth interviews with key persons representing senior and middle management in the case organization.

This research has established that the main elements of DSCM include market orientation, coordination of the demand and supply processes, viewing the demand and supply processes as being equally important, as well as value creation, differentiation, innovativeness, responsiveness, and cost efficiency in the demand and supply processes. It has also been revealed that the main benefits of DSCM include enhanced competitiveness, enhanced demand chain performance, and enhanced supply chain performance, while the main requirements of DSCM include organizational competences, company‐established principles, demand‐supply chain collaboration, and information technology support.

This research is explorative in nature, and more empirical data, from similar and other research settings, are needed to further validate the findings. Another limitation of the research is that it is limited to one Swedish company; however, the involved case company has a large international presence and is among the top three in its industry, which provides some ground for the generalization. A final limitation of the research is that the involved company only represents one industry.

This paper provides insights useful to researchers and practitioners on how to develop a demand‐supply oriented business. It highlights that firms should organize themselves around understanding how customer value is created and delivered and how these processes and management directions can be coordinated. The demand and supply processes have to be considered as equally important and the firm needs to be managed by the demand side and supply side of the company jointly in a coordinated manner.

The need to coordinate the demand and supply processes has been emphasized in both the demand and supply chain literature but still remained relatively unexplored; thus, this paper contributes by investigating this matter further.

This case study aims to examine the role of demand management in balancing distribution efficiency and responsiveness to customer needs in the downstream of a retail supply chain.

A major machine part supplier in Australia is used as a case study to investigate the challenges faced by the industry in distributing goods to customers. The use of demand management techniques to help improve distribution efficiency without significantly impacting on responsiveness is also explored.

The findings of the case study reveal that appropriate demand management measures, such as customer segmentation and price discrimination, can help improve overall distribution efficiency of the supply chain while providing the required responsiveness to meet genuine customer needs. Other management attempts, such as vendor‐managed inventory and rationalisation of retail network, can facilitate demand aggregation and improve vehicle utilisation in distribution with minor impact on customer service. These changes require a full understanding of customer requirements and supply capabilities of the company as well as corresponding adjustments in business strategy, leadership style, and organisational culture.

This study lends insight into the use of demand management techniques to improve efficiency in downstream wholesale and retail distribution, thereby enhancing sustainability and profitability of business. To serve mainly as a case study and an illustration of the approach, the scope of the study is limited to six stores in the distribution network of the case company.

Retailers can explore the use of demand management techniques to increase distribution efficiency and hence competitiveness of the company. The approach can also assist managers in adopting best practices among stores and facilitate more effective allocation of distribution resources to serve different market segments.

Using demand management techniques to increase distribution efficiency can reduce delivery frequency and total travel distance. This will help lessen energy usage, carbon emission, traffic congestion, and other negative impacts on the environment.

Research in retail distribution efficiency to date focuses mainly on delivery optimisation through routing and scheduling. Attempts to link demand with supply and use demand management techniques to improve distribution efficiency are relatively limited. This paper fills the gap in the literature by investigating the value of demand management in distribution and explores empirically the significance of the approach to achieve higher wholesale and retail distribution efficiency.

The purpose of this paper is to provide a structured demand chain design framework that can be linked with gateway and corridor management practices.

The model in this paper presents supply and demand thrusts that could leverage Canada's position in international food trade.

Since a direct correlation exists between the wealth of a nation and how it consumes food, the paper first presents five utilities and several factors that are perceived differently by customers once a nation becomes affluent. Then it presents supply and demand thrusts that could leverage Canada's position in international food trade. Finally, a demand chain design framework is suggested.

The framework is meant to be organically generic and not applied to one specific commodity or market, as all commodities and targeted markets necessitate an idiosyncratic approach. Although it is met to be applicable to topographies that offer logistical challenges such as Canada.

It has been recognized that agriculture and food companies have a long tradition of being commodity‐driven, with an emphasis on production technology, high volumes, and quality consistency. In the context of global hyper‐competitivity, the ability to understand customer needs and adapt to a wider variety of customer situations will become crucial.

Without being specific to a targeted market or commodity, a demand chain management framework for food products is presented which provides an integrative approach for demand chain design based on food marketing practices, and which requires continuous evaluation of perceived utilities by customers.