Purpose – Competitive dynamics are placing greater emphasis on customer experience, making the management of the last 100 meters of the supply chain critical to differential performance. Traditionally, supply chain design has emphasized two processes: new product development and order...

Managers at leading companies recognize that the key to competitive success is to meet the real needs of customers better than the competition. These companies have adopted well‐crafted strategies that have driven a revolution of restructuring and reengineering. The objective of these...

Purpose – The purpose of this paper is to address how companies mitigate existing forces to achieve the collaboration enabled supply chain (SC). Design/methodology/approach – Seven key theories were used to provide insight into the theoretical framework for the creation of the...

Purpose – Trust is a vital ingredient in modern supply chain (SC) alliances. Yet, most measures of trust are rather simplistic. This paper aims to review the trust literature to identify the different facets of SC trust. A multi‐faceted measure of trust is then developed and used to...

Purpose – A review of relief‐and‐recovery glitches related to natural disasters revealed four main issues that hinder the effectiveness of relief efforts. A common theme across these issues is a need for a more holistic systems design to provide better coordination within humanitarian aid...

The influence of quality on customer perceptions and thereby consumption behavior has led some analysts to call quality the single most important factor for long‐term competitive success. It is not surprising then that almost everyone agrees that quality is vital and that every company needs...

The goal is to manage the key value‐added processes from the “suppliers' supplier to the customers' customer.” Such end‐to‐end supply chain integration is very rare; however, many companies actively strive to implement initiatives in the areas of new product development, cycle time...

For people to be the bridge to competitiveness, they must be hired and trained not simply for the work their hands can do, but also for their ability to think and learn and make a difference. Building a learning workforce requires that managers cultivate a great working environment and a culture...

Purpose – The purpose of this paper is to benchmark the viability of collaborative supply chain (SC) business models for small businesses. Design/methodology/approach – Survey data was collected from 81 companies with 100 or fewer employees, 169 companies with 101‐500 employees, and 308...

Purpose – The purpose of this paper is to examine the development and competitive influence of a supply chain (SC) information‐sharing capability over time. Design/methodology/approach – Survey data were collected in 1999/2000 and 2005/2006. Case study interviews conducted in the same time...