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Purpose -The purpose of this paper is to comprehensively review, contrast and compare the differences and similarities between total quality management (TQM) and supply chain management (SCM). Design/methodology/approach -An extensive overview of the core concepts of TQM and SCM are examined from the literature and are then compared to explore how the philosophical perspectives, goals, evolution, and integration of these concepts could be further developed. Findings -TQM and SCM have different starting points and primary goals, which can complicate an integrated implementation. However, they have evolved in similar ways to reach the same ultimate goal: customer satisfaction. TQM emphasizes internal (employee) participation and SCM focuses on external (business partners) partnerships but there is a need to emphasize both internal and external partnerships to further strengthen the emphasis on "total" TQM and the entire supply chain in SCM. Originality/value -This paper is one of the first to discuss comparisons between TQM and SCM. Although both are critical to organizational competitiveness, research so far has tended to focus on either one or the other. A comparative understanding of the philosophies, goals, evolution, and integration of both approaches therefore could improve opportunities for integrated implementation and further research. Thus, this paper can be used as a basis for future empirical studies.

Purpose-This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency. Design/methodology/approach-To find new knowledge, the research applies the Straussian grounded theory research method using multiple sources and techniques of data inquiry: in-depth interviews, observations, literature review, and related published documents. The sample cases are business leaders of leading high growth companies in their respective markets, representing eleven different industries in Thailand. Findings-Among many new knowledge, the study found seven characteristics of strategic thinking that impacts strategy formulation, strategic actions, and business performance: conceptual thinking ability, visionary thinking, analytical thinking ability, synthesizing ability, objectivity, creativity, and learning ability. This set of abilities and skilled are termed "strategic thinking competency". Research limitations/implications-In-depth interview data inquiry method has potential bias towards positive information. Although the study covers many industries, the small number of sample cases limits degree of generalization. A constraint of qualitative research method in interpretation of the results is reduced by comparing empirical results to the literature. Practical implications-The "strategic thinking competency" model offers a framework for developing strategic thinking of business leaders and managers which contributes to better strategy and better business performance. Human resource developers may apply the model for designing training programs to develop better strategic thinkers. Social implications-Better strategic thinking could help improving efficiency and effectiveness of business and general management. Originality/value-The study introduces a model of "Strategic Thinking Competency" with seven characteristics, proposing a new way of defining strategic thinking.

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