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PII S0019-8501(99)00113-3
Industrial Marketing Management
29
, 65–83 (2000)
© 2000 Elsevier Science Inc. All rights reserved.
655 Avenue of the Americas, New York, NY 10010
Issues in Supply Chain
Management
Douglas M. Lambert
Martha C. Cooper
Successful supply chain management requires cross-func-
tional integration and marketing must play a critical role. The
challenge is to determine how to successfully accomplish this in-
tegration. We present a framework for supply chain management
as well as questions for how it might be implemented and ques-
tions for future research. Case studies conducted at several com-
panies and involving multiple members of supply chains are
used to illustrate the concepts described. © 2000 Elsevier Sci-
ence Inc. All rights reserved.
INTRODUCTION
One of the most significant paradigm shifts of modern
business management is that individual businesses no
longer compete as solely autonomous entities, but rather
as supply chains. Business management has entered the
era of internetwork competition. Instead of brand versus
brand or store versus store, it is now suppliers—brand—
store versus suppliers—brand—store, or supply chain
versus supply chain. In this emerging competitive envi-
ronment, the ultimate success of the single business will
depend on management’s ability to integrate the com-
pany’s intricate network of business relationships [1–3].
Increasingly, the management of multiple relationships
across the supply chain is being referred to as supply
chain management (SCM). Strictly speaking, the supply
chain is not a chain of businesses with one-to-one, busi-
ness-to-business relationships, but a network of multiple
businesses and relationships. SCM offers the opportunity
to capture the synergy of intra- and intercompany inte-
gration and management. In that sense, SCM deals with
total business process excellence and represents a new
way of managing the business and relationships with
other members of the supply chain.
Thus far, there has been relatively little guidance from
academia, which in general has been following, rather
than leading, business practice [4–6]. There is a need for
building theory and developing normative tools and meth-
ods for successful SCM practice. The exploratory empiri-
cal findings reported here are part of a research effort to
develop a normative model to guide future research. Ex-
ecutives can use the model to capture the potential of
successful SCM.
Address correspondence to Dr. D. Lambert, Department of Marketing
Logistics, The Ohio State University, 506 Fisher Hall, 2100 Neil Avenue,
Columbus, OH 43210-1399. E-mail: [email protected]
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