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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.

Supply chain management (SCM) emerged in the early 1980s as a result of the rapidly changing and challenging business environments in many industries. SCM is a consequence of the increased necessity for holistic considerations in, between and across companies’ business activities and resources in and between marketing channels, in order to improve the overall performance towards the ultimate consumer in the marketplace. SCM’s generic theoretical foundations are derived from time‐, functional‐, and relationship‐dependencies in, between and across companies’ business activities in marketing channels. There are major similarities and minor differences in the theoretical boundaries between SCM and Alderson’s interpretation of a functionalist theory of marketing. The author argues that the theoretical origin of SCM is derived from, and underpinned by, a part of this functionalist theory of marketing. Furthermore, there is a need for a generic re‐definition and expansion of the theoretical boundaries of SCM towards the incorporation of horizontal dependencies between marketing channels in the marketplace.

This paper aims to explore avenue where suppliers and manufacturers are aligned with health-care providers to improve supply chain visibility. Supply chain finance is explored to link suppliers/manufacturers with health-care providers.

Existing literature on supply chain visibility in health care forms a basis to achieve the study purpose. Alignment calls also for financial health where supply chain partners’ working capital is readily available to execute joint supply chain plan.

There is a disjoint in supply chain alliance between suppliers/manufacturers and providers where providers are unable to trace the origin of supplies. Quality care suffers and cost of care rises as providers search for supplies on an emergency basis. This paper provides a framework where solution can be formulated.

Suppliers/manufactures form a direct strategic alliance with providers where product visibility enables health-care providers with a better patient management with lower cost of supplies. Inventory management and logistics cost will be lowered as better planning/forecasting is in place. This paper does not call for testing any hypothesis. Perhaps, next move along this line will be to investigate financial health of supply chain partners based on supplier relationship management practices.

This paper proposes health-care supply chain as an alternative solution to achieve the following twin purposes: controlling the cost while improving quality of care through supply chain finance. As far as we know, this study is the first attempt to achieve the goals.

The purpose of this paper is to propose and empirically validates a measure of the anticipation of new technologies (ANT) construct, first suggested by Hayes and Wheelwright (1984). ANT allows establishment of a sustained competitive advantage through acquiring new technologies and the capability to use them, in advance of actual need. The theoretical foundation for ANT is developed using the literature on absorptive capacity. Several elements of supply chain management are proposed as antecedents to ANT.

Perceptual survey data from 317 manufacturing plants in ten countries was used to test the hypotheses using structural equation modeling and confirmatory factor analysis.

The key supply chain antecedents of ANT are supply chain planning, internal integration and supplier integration. ANT was related to both operational and cost performance.

Potential limitations include the use of an existing database, the plant as the unit of analysis and the need to include customer integration, as well as supplier integration. The results demonstrate the competitive importance of the ANT construct and the key role that relationships with suppliers play in its development.

This research sheds new light on a construct whose roots are inherently practical. Suppliers and their extended networks are an important source of external knowledge about technology and future customer needs, thus, supply chain relationships are an important contributor to ANT.

Although the role of technology in establishing a competitive advantage has been thoroughly studied, the effectiveness of developing technologies that are expected to be important in the future has not, although this concept was first introduced almost 30 years ago. The authors use absorptive capacity to develop the role of supply chain relationships in building an organization's ANT capability, contributing to the operations strategy literature by grounding a practical construct in the theoretical literature and demonstrating its importance.

B2B e‐hubs have been studied by IS researchers for close to a decade, and supply chain integration is a critical topic for supply chain management. However, the interface of the two topic areas has not received adequate attention from both researchers and practitioners. This paper aims to examine the impact of B2B e‐hubs on supply chain integration, with particular emphasis on information integration, B2B e‐hub architecture, and enabling technologies.

General system theory (GST) provides the theoretical framework. The main approach is theoretical analysis of information integration and development of e‐hub architecture. The paper discusses how information integration can be achieved through B2B e‐hubs and explores extensible markup language e‐hub architecture and technologies.

GST could provide the theoretical framework of integration, whereas information integration is the foundation of broader supply chain integration. E‐hubs open up communication and enlarge networking opportunities and thus tremendously affect information integration. By analyzing B2B e‐hubs, this paper explores the mechanism of information integration and points out managerial and technical limitations. Although there are many challenges, e‐hubs create value by aggregating and matching buyers and sellers, creating marketplace liquidity, and reducing transaction costs. E‐hubs could be a crucial solution to supply chain integration.

The paper uses GST as the theoretical foundation to analyze information integration in supply chain operations. The paper explores how e‐hubs can support supply chain integration, examines the design and development of B2B e‐hub architecture, and compares some enabling technologies. The research provides an understanding of how data interchange solutions can be implemented in supply chain operations.

Today's supply chains face increasing vulnerabilities; effective management of disruptions is critical to an organization's ability to weather disruptive events and remain competitive. Contingency planning is a method of risk management that promotes effective crisis management. This research tests proposed antecedents of contingency planning effectiveness in a supply chain setting.

A survey method was used to gather data from 103 participants who are involved in their respective organization's contingency planning and implementation processes. The data were analyzed using partial least squares to examine relationships between contingency planning effectiveness, inter‐organizational information technology (IT) use, cooperative attitude, and inter‐organizational collaboration.

The proposed model explains 87 percent of the variance in contingency planning effectiveness. The findings suggest that inter‐organizational collaboration, inter‐organizational IT use, and cooperative attitude directly impact contingency planning effectiveness. Inter‐organizational collaboration mediates the relationships between the other antecedents and contingency planning effectiveness.

Although effective contingency planning has been shown to influence positive outcomes, the relationship between contingency planning effectiveness and its antecedents is not well understood in extant literature. This study identifies and investigates key antecedents to contingency planning effectiveness and provides a foundation for continued investigation.

Though supply chain integration has emerged in the past several decades as a major foundation for corporate competitiveness, there is a paucity of research devoted to the theory linking the corresponding strategic management notion of vertical integration with the applied concept of supply chain integration. Built on the work of Harrigan, this paper delineates supply chain integration as a multidimensional construct and proposes a model in which environmental turbulence and strategic orientation have a direct impact on the degree, stages, and breadth of supply chain integration. Contributions, limitations, and implications are offered.

The purpose of this paper is to begin to explore the phenomenon of time pressure in supply chain relationships.

Using grounded theory methodology, qualitative data were accumulated from experienced supply chain managers. Depth interviews were utilized in order to gain a deeper understanding of time pressure in supply chain relationships.

Analysis of the qualitative data suggests that time pressure can exist in a supply chain relationship and potentially impact the relationship. This qualitative evidence implies that time pressure may create tension, reduce collaboration, or alter expectations in supply chain relationships.

This research provides a greater understanding of the potential effects of time pressure in relationships which provides insight into relational dynamics and characteristics. These initial qualitative findings can inform and prompt quantitative testing of the effects of time pressure in relationships. By demonstrating that time pressure can exist in supply chains and impact interfirm relationships, new streams of research can develop.

This research begins to provide managers with information about potential consequences of imposing time pressure on other supply chain members. Such information can be used to make more informed decisions about relationship management.

Interfirm relationships are the foundation of supply chain management and supply chains frequently focus on time‐based performance. However, the interfirm relationship literature does not address relationships in an environment with an intense pressure to focus on time. Although the detrimental effects of time pressure have been studied in other business contexts, research is lacking in the interfirm relationship literature. This research begins to address this gap in the literature.

This paper considers CSCMP Supply Chain Hall of Famer Henry Ford's innovation and its transformative impact on supply chain management. Credited with the assembly line, Ford's innovation also included a supply chain design around the concept of flow, integrated supply and the enablement of economies of scale and productivity to drive down consumer prices and create affordable product for a growing market.

This paper considers literature and builds upon the history of the innovation to consider supply chain implications and future opportunities to further the innovation into modern supply chains.

Ford did not “invent” the assembly line but he did build the supply chain around it. He stewarded core supply chain principles of great relevance well before they become popular, including a focus on lifelong learning, making failure safe, waste elimination and helping make the world a better place. There are many opportunities to continue to build upon the innovation for future supply chain success.

The supply chain field is sometimes said to be “historically challenged.” This paper reviews the essence and lessons learned from the assembly line and supply chain design and the leadership principles of Henry Ford and the Ford production system. We also connect leadership principles of the Ford supply chain to those of Ohno and Deming to map out the evolution of the Ford supply chain management approach over multiple decades and into the supply chain body of knowledge. Finally, we reflect upon how supply chain design aspects of the Ford supply chain may need to further evolve into the future. Based upon this reflection we recommend opportunities for further research and innovation that build upon the supply chain management roots provided by Henry Ford.

The purpose of this paper is to provide a theoretical set of elements to analyze information integration in supply chains. Through a practical example to highlight the importance, it aims to describe the practices and identify some development areas of information integration in service supply chains.

The paper presents six theoretical elements contributing the level of information integration in a supply chain. These elements are then used to analyze a case supply chain that includes a steel manufacturer (the focal company), engineering offices providing maintenance‐related planning services and mechanical maintenance service providers. Empirical research data gathered through structured interviews, workshops, company visits and company documents are used.

The paper develops a conceptual framework and criteria for analyzing the level of supply chain information integration. It describes which information, in which form, how and when is shared in the case supply chain and whether information technology is deployed. It determines the level of information integration in the case supply chain. The paper brings out development areas to be addressed.

This study focuses on services related to steel industry maintenance operations and may not be applicable in other types of services or industries without paying attention to the contextual factors.

The paper gives guidelines for service supply chains on how to analyze and rationalize their information sharing. Performance implications of information sharing may be further investigated with respect to contractual arrangements in service supply chains.

A comprehensive set of theoretical aspects integral to information integration is presented. The study contributes to the limited research on service supply chains and business services.