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The purpose of this paper is to study information which plays a role in creating supply chain enterprise value, and establishes a model of supply chain information in value‐increment.

This paper regards the supply chain as a process of input and output. Based on the production function of Cobb‐Douglas, it researches deeply on the value‐increment mechanism of supply chain information transmission and interaction.

The final output of supply chains decides on the input of node enterprises value action.

There is no availability of data to prove the application of the model.

Information is an important means of value by node enterprises of supply chains, and is also a key to improving the core competitive ability of enterprises in the supply chain.

The paper provides quantitative models and methods for dynamic impact analysis of supply chain information flow. The paper clarifies the mechanism of achieving the overall objective of supply chains and suggests that supply chain managers should emphasize and use information sharing and supply coordination mechanisms to improve supply chain performance.

A two‐stage framework is developed on supply chain quality and technology management. This is based on a survey of the perceptions of practicing managers from Hong Kong’s business corporations. The two‐stage process involves empirical assessment of strategic supply chain quality and technology variables, and then using quality function deployment to deploy them to improve the competitiveness of the supply chain. This will help to achieve synergy among suppliers by focusing on the critical strategic variables to achieve sustainable competitiveness.

The purpose of this paper is to build a supply chain talent framework and test it empirically.

The present study adopts extant literature to understand current state of supply chain talent literature and used knowledge and skill constructs and their items from comprehensive literature review to develop an instrument to gather data. The data are further checked for assumptions and further examines the framework using confirmatory factor analysis.

The findings support previous studies and establishes that knowledge-skill framework is scientifically a strong framework which can help to build current supply chain competencies among future supply chain managers.

This study considers only a limited number of variables that define the supply chain talent. The framework can be further developed and extended to different industries and countries.

The study identifies knowledge-skill framework which can help to develop a training module for current or aspiring supply chain managers. It also can provide significant input to design university supply chain management program to meet future supply chain manager’s requirements.

Include providing the right education and training in support of supply chain operations and in turn serving the community with products and services on time and that too in a most cost effective manner.

This paper develops a new framework for supply chain talent development. This framework has been empirically tested, and major findings and future research directions are highlighted.

Summarises the key learning points in supply and value chain mapping. It demonstrates that there is no best way to manage supply chains. Concludes that the key to success in business is based on recognising the types of supply chains that exist and aligning strategy and operational practice with the specific properties of the supply chain that the company is positioned within. It is argued that some supply chain structures do not lend themselves to effective value appropriation, so that entrepreneurial rents may not be achievable in all circumstances. It is argued, in conclusion, that this way of thinking about supply chains and supply innovation – referred to here as procurement and supply competence – is underdeveloped in business management thinking.

Successful supply chain management requires a change from managing individual functions to integrating activities into the key supply chain process. The advantages far outweigh the effort involved in accessing the final product; a seamless supply chain that operates fluidly and benefits the entire chain. In this paper, the merit of supply chain and B2B is discussed, and the impacts on each other identified. With the groundwork built, the concept of B2B marketplaces as the participating units in a supply chain process in order to enhance the business process is employed. Virtual enterprises can use this extended form of supply chain as its building‐blocks.

Analyzes four entities in a connected supply chain through a case study. Focuses on the relationships between organizations and the specific goals and objectives of each firm. The study was conducted from an insider's view through personal experiences, and a series of on‐site and telephone interviews with managers from each entity of the supply chain. Focuses on passing on and interpreting quality goals, alignment of quality goals and the existence of partnership with the connected supply chain. The main reason for the success of the supply chain is the strength or dominance of the manufacturer. Strong and frequent unidirectional communication exists between the manufacturer and the supplier and between the manufacturer and the distributor. These connections are the crux of the supply chain. From this strong relationship, the supply chain is able to remain successful while communication weakens and disappears at either end of the supply chain.

This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy.

A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted.

Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement.

The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested.

The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper.

The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.

The purpose of this study is to present a conceptual overview of the price transmissions within agri‐food supply chains. Analyzing price transmission in agri‐food supply chains is essential since imperfect price transition may result in market power. This is an important issue that needs attention, given that the structure of agri‐food retail in Europe, USA and Canada is experiencing rapid change towards retail power.

The conceptual overview draws on a review of different approaches in analyzing transmission of prices through an agri‐food supply chain based on supply chain analysis and price transmission studies.

Three key challenges are identified in analyzing price transmission in agri‐food supply chains: structure of the supply chain; factors affecting price transmission; and supply response.

This paper presents a novel concept in analyzing price transmission in agri‐food supply chains using price transmission literature and bi‐directional flows of information and products in agri‐food supply chains

Intersectionist, unionist and relabelling models have largely superseded the subsumption of supply chain management within logistics that formed the basis of the traditionalist model. As there is little congruence between logistics and supply chain management in the emergent intersectionist model, this is eliminated from consideration at the outset. However, an examination of the new unionist and relabelling models, offering differing permutations of the relationship between logistics and supply chain management, suggests that they offer a misleading foundation for examining the costs involved with the dispersal of supply chain activities across the world. The root problem is the failure to integrate the industrial goods transformation network operated by multinational corporations with the global transport and communications network. Reverting to privileging the global transportation and communications network over the industrial goods transformation network in a revamped traditionalist model can overcome this difficulty and open up new research vistas.

The purpose of this paper is to introduce a special issue that looks at how enterprises could build competitive advantage through supply chain management.

The paper provides an overview of competitiveness within a supply chain framework, introduces the issue papers and summarizes their major features.

Nowadays competition is increasingly between supply chains rather than individual companies. Thus, one would expect supply chain management to be a key in maintaining enterprises competitiveness. Through conceptual models and empirical studies this special issue's papers demonstrate how designing and operating efficient supply chains, through the effective use of information technology, can provide enterprises with a competitive advantage.

The paper implies that enterprises can associate with a supply chain and develop a mechanism to fairly share surpluses. The papers in the special issue offer insight in to how an enterprise can position itself within a supply chain and how risks and profits can be shared equitably.

The paper introduces articles that report on practical implementation issues of supply chain principles.

The paper suggests a unified framework for the special issue papers.