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This paper aims to discuss the need for management control system for information security management that encapsulates the technical, formal and informal systems. This motivated the conceptualization of supply chain information security from a management controls perspective. Extant literature on information security mostly focused on technical security and managerial nuances in implementing and enforcing technical security through formal policies and quality standards at an organizational level. However, most of the security mechanisms are difficult to differentiate between businesses, and there is no one common platform to resolve the security issues pertaining to varied organizations in the supply chain.

The paper was conceptualized based on the review of literature pertaining to information security domain.

This study analyzed the need and importance of having a higher level of control above the already existing levels so as to cover the inter-organizational context. Also, it is suggested to have a management controls perspective for an all-encompassing coverage to the information security discipline in organizations that are in the global supply chain.

This paper have conceptualized the organizational and inter-organizational challenges that need to be addressed in the context of information security management. It would be difficult to contain the issues of information security management with the existing three levels of controls; hence, having a higher level of security control, namely, the management control that can act as an umbrella to the existing domains of security controls was suggested.

This paper considers supply chain management organizations with the aid of 'chaotic systems theory' developed originally in physics and mathematics. Since innovations in supply chain management are vital for organizational survival 'complex systems theory' may assist in fine-tuning managerial philosophies that provide stability in supply chain management because it is on the boundary of chaos that the greatest innovational creativity occurs. Neither 'management by rigid objectives' (MBO) nor 'management by instruction' (MBI) will be suitable for the information society of the twenty-first century because chaotic social systems will no longer be effectively managed. However, the capacity for self-organization will be derived essentially from how supply chain management members accept a shared set of values or principles for action-'management by values' (MBV). Complex systems theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organizes is attributable to the appearance of the 'strange attractor' and provides the ideal basis for creativity and innovation in the twenty-first century. In the self-organized state of chaos, social members are not confined to narrow roles and gradually develop their capacity for differentiation and relationships, growing progressively towards their maximum potential contribution to the efficiency of the organization. In this meaning, values act as organizers of 'attractors' of disorder, which, in the theory of chaos, are systems represented by usually regular geometric configurations that predict the long-term behavior of complex systems. In supply chain management organizations (as in all kinds of social systems) the initial principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of the system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is heading based on its rules of motion. In supply chain management organizations that cultivate or shares values of autonomy, responsibility, independence, innovation, creativity, and proactivity, the risk of short-term chaos is mitigated by external complexities that organizations are currently confronting. The strategy is to alter the supply chain management's surroundings so that they can benefit from management by values (MBV).

The paper aims to analyse research conducted for assessing the current state of supply chain management practices followed by Indian organisations and identifying important areas that need to be addressed in order to increase their competitiveness.

The paper begins by proposing a framework for evaluating the supply chain strategy of an organisation along the three key dimensions – supply chain objectives, supply chain processes, and management focus on supply chain activities. Data collected through survey questionnaire for the three dimensions have been used to assess the alignment of supply chain strategy with the overall business strategy through statistical analysis.

The research findings reveal that most of the Indian organisations have aligned their supply chain objectives with their business objectives. They are now on course of aligning their processes and management focus. Enhanced level of competitiveness would require Indian organisations to manage the three‐dimensional alignment of achieving the agenda set by the business strategy.

Further research work should focus on: assessing the current level of supply chain processes; identifying critical supply chain focus areas for the business; and establishing specific performance measures for continuous measurement of supply chain efficiency improvement.

This paper provides a detailed study to help supply chain managers improve supply chain efficiency through alignment of supply chain objectives with business objectives, supply chain processes with management tools and supply chain focus areas with management focus. Improved supply chain efficiency will help Indian organisations maintain competitiveness in a rapidly globalising economy.

The supply chain alignment model suggested in this paper provides a framework for realising true supply chain efficiency and competitiveness. Different organisations will align their objectives, processes and management focus as per the focal areas of their organisation depending on their capabilities and market situation. However, in every case Indian organisations need to act fast to capitalise on these opportunities to be competitive with the world market.

Increasing uncertainty of supply networks, globalization of businesses, proliferation of product variety and shortening of product life cycles have forced Indian organizations to look beyond their four walls for collaboration with supply chain partners. With a gross domestic product (GDP) of over US$474.3 biilion, the Indian industry spends 14 percent of its GDP on logistics. Considering this scenario, it is necessary to study the supply chain practices being followed by the Indian industry and to suggest areas for improving the same. This paper is based on a joint survey, covering 156 organizations, carried out by Management Development Institute, Gurgaon and KPMG India. The paper primarily focuses on the status of four major supply chain dimensions. The paper recommends that the Indian industry should align supply chain strategy with business strategy, streamline processes for supply chain integration, form partnerships for minimizing inventory and focus on infrastructure and technology deployment to build a India‐specific supply chain.

In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility.

A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings.

The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters.

First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.

Environmental sustainability is one of the most pressing issues faced by the electric and electronics industry today. Industries are being challenged to incorporate environmental initiatives in their corporate strategies. Thus, this study aims to investigate the impact of stakeholder pressures (regulatory, internal and market) on green supply chain management and green corporate resources as well as their effects on the economic and environmental performance of Taiwan's electric and electronic industry.

A total of 194 valid questionnaires were collected out of the 1,000 questionnaires distributed to Taiwan's electric and electronic product manufacturers. A structural equation modeling, using Amos 22.0, was used to test the hypotheses.

The results of the analyses show that stakeholder pressure has a significant positive impact on corporate green resources and green supply chain management practices while green supply chain management practices have a significant and positive impact on organizational performance. Moreover, corporate green resources provide a mediation between organizational stakeholder pressure and green supply chain management.

The results may be of value and interest to supply chain managers and policymakers on the push factors for implementing green supply chain management practices and their consequences.

This paper shows the complementarity of stakeholder and resource-based theories in influencing organizational performance in the electric and electronic industry in the context of sustainable development. This also enhances the understanding of the antecedents and consequences of green supply chain management and provides robust findings on the relationship between environmental and economic performance.

The purpose of this paper is to show that local management control systems within supply chain organisations and the governance of supply chains are intertwined and that local control systems and governance structure have an important effect on the functioning of the supply chain.

The paper reports on a case study of a supply chain and examines how local management control systems within the participating organisations affect cooperation between the organisations in the supply chain. In the case study, a supply chain, including eight food manufacturers, two logistic service providers, and two retailers, is investigated.

The behaviour of several entities in the chain is explained by examining the present local management control systems. The main conclusion is that these systems call for behaviour that is not congruent with the broad supply chain objective.

The research is based on a case study in one supply chain that has mainly a cost‐minimisation objective. Further in‐depth studies could be undertaken in supply chains with other objectives to further validate the findings.

The paper demonstrates that the local management control systems may hinder the achievement of the supply chain objective. Possible design implications for both local management control systems and governance structures in the supply chain are outlined.

The paper focuses on local information sharing concerns and on local performance measurement and incentive issues at the intra‐organisational level but within a supply chain context.

The purpose of this paper is to examine the impact of cloud computing (CC) use on collaboration and its ultimate impact on the agility of humanitarian supply chains. Further, this paper aims to analyze the moderating role of inter-organizational trust in the relationship between CC use and collaboration.

This paper provides an empirical assessment of CC use based on an interview analysis of 19 individuals from humanitarian organizations. A survey questionnaire is later used with 107 participants from US relief organizations. Partial least squares test is used to examine the relationships depicted in the conceptual model.

The results provide an account of how CC is used in a humanitarian context. Further, the results indicate that CC use has a positive and significant impact on collaboration between humanitarian organizations and their suppliers. Collaboration is found to be significantly positively associated with agility in humanitarian organizations.

No study, to the best of the authors’ knowledge, has empirically assessed the impact of CC use on humanitarian supply chain collaboration. This will be the first study to empirically analyze the relationships between CC use, inter-organizational trust, collaboration and agility in a humanitarian context.

This study provides a theoretically and empirically validated model depicting the relationships between CC use, collaboration, agility and inter-organizational trust in humanitarian supply chains. Humanitarian organizations can use these findings to optimize agility.

This study contributes to supply chain management research, particularly humanitarian supply chain management knowledge, by empirically examining the usefulness of CC use on collaboration and agility in the supply chain.

The purpose of this paper is to examine the use of V‐A‐T analysis in the management of supply chain networks.

The paper provides a conceptual overview of V‐A‐T analysis as a procedure for categorizing manufacturing facilities, and explores the use of V‐A‐T analysis as a technique for the management of supply chain networks.

There are several challenges to the effective management of supply chain networks. However, organizations can overcome these challenges by understanding the nature of network control points as revealed through the application of V‐A‐T analysis on their supply chains.

The paper is conceptual in nature and must be validated through empirical research studies.

The concepts presented can be used by supply chain professionals to increase the likelihood of effective supply chain management within their organizations, and by supply chain researchers to further explore the use of V‐A‐T analysis as a tool for examining supply chain networks.

The paper makes a start in filling a void in the literature concerning how V‐A‐T analysis can be used as a tool to facilitate improved supply chain management.

Aims to explain the driving forces for networked inventory management. Discusses major developments with respect to customer requirements, networked organizations and networked inventory management. Presents high level specifications of networked inventory management information systems (NIMISs). Reviews some decision systems for inventory management, and compares traditional inventory management to networked inventory management. Uses these insights to outline NIMISs for several types of inventory management decision systems. Summarizes the results of the study, and provides an outlook on further research.