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Practitioners and educators have variously addressed the concept of supply chain management (SCM) as an extension of logistics, the same as logistics, or as an all‐encompassing approach to business integration. Based on a review of the literature and management practice, it is clear that there is a need for some level of coordination of activities and processes within and between organizations in the supply chain that extends beyond logistics. We believe that this is what should be called SCM. This article proposes a conceptual model that provides guidance for future supply chain decision‐making and research.

In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous. Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management. This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.

Supply chain practitioners have made great strides in forming collaborative partnerships, yet the end consumer is often left out of these plans. Being an important member of the supply chain, we propose that supply chains need to get closer to the end consumer ‐ forming collaborative relationships that center around demand planning. Developing subscription relationships with end consumers will lead to increased planning time, which will result in dramatic cost reductions and superior consumer value and satisfaction through lower costs, increased convenience, and improved availability of supply. Being a new and unique strategy, not all consumers will adopt subscription supply chains. However, we argue that some consumer segments will receive tremendous value and satisfaction purchasing certain types of products and services through subscriptions. Tremendous opportunities await those supply chains who target the right consumers, marketing the right products and services through a subscription supply chain.

The purpose of this paper is to investigate and develop a framework of the performance evaluation of tourism supply chain management (SCM) for the case of Thailand.

The performance measurement of tourism SCM was based upon the eight dimensions of service performance, namely order process management (OPM), supplier relationship management (SRM), service performance management (SPM), capacity and resources management, customer relationship management, demand management (DM), information and technology management, tour finance supply chain. Data were collected from 195 samples of experts of each component of the supply chain to identify the weight pairwise and criteria on each tourism component. The study also adopted analytical hierarchy process (AHP) technique to rank the dimensions of service performance for searching the suitable performance measurement.

The results showed that there are both similarities and differences in each tier. Among the eight dimensions subject to this measurement, OPM, SPM and SRM are ranked as 1, 2 and 3, respectively, in tourism supply chain.

One limitation should be considered. As the results of this performance measurement are drawn from sole perspectives of the tourism-business operators, these are probably different from those of the tourists.

The contribution of this study is another effective performance measurement which is expected to benefit the evaluation of tourism supply chain for Thai tourism industry.