Purpose -The supply chain literature highlights chains that are activated by actual or forecasted demand, and has largely overlooked those that are activated by the supply source. This paper aims to position supply driven chains as a distinct class and to develop their properties. Design/methodology/approach -Supply driven examples are given and their structural and behavioral properties are developed. Their properties are compared with those of demand driven chains using Fisher's classification scheme. The paper is conceptual in nature. Findings -Four properties of supply driven chains are advanced. They show that supply driven chains differ significantly from their demand driven counterparts. As example, supply driven chains are prone to a reverse form of the standard bullwhip effect that is associated with demand driven chains.Research limitations/implications -Investigating supply driven chains opens several research avenues. Further properties and examples can be developed, along with methods to mitigate the reverse bullwhip effect. Research into synergies and boundary issues between supply and demand driven chains will likely yield operational efficiencies overall. Practical implications -Differentiating between supply and demand driven phenomena helps practitioners design more efficient supply chains. For example, superimposing a demand driven operational structure on a supply driven phenomenon can be disruptive. Also, an efficiently operated supply driven chain may enhance the operations of related demand driven chains. Originality/value -This paper highlights and develops supply driven supply chains. It extends supply chain theory and practice by providing additional structural characteristics that can be incorporated into supply chain designs.

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An effective supply chain requires a smoothly operating information system. Accurate information must flow among the links in a timely, coordinated fashion, which minimizes distortion. The system must incorporate supply‐and‐demand information, and constantly changing information about real world events that affect the chain. This paper provides a structure for these flows through a data flow diagram (DFD) and with a case study of its application to the Alaskan North Slope Oil (ANS) supply chain. The properties of this DFD are presented for push, pull and hybrid push/pull supply chains. Management can use the DFD approach to improve supply‐chain operations. Information flows can be rationalized and streamlined and feedback loops can be defined to measure performance. IT professionals can apply the generic nature of the DFD to a wide variety of logistics activities, including warehouse and carrier operations.

Despite considerable literature regarding other modes of transportation, little is written about oil pipelines. This is remarkable given that oil pipelines move 17% of all intercity ton miles, but also understandable because they have a low public profile and, with near total automation, have few employees. This article attempts to bridge the gap by comparing pipeline operations and those of the other modes, showing striking similarities along with a few significant differences. It also portrays pipeline markets and their changing trends. In recent years, oil pipelines have served an industry that is experiencing rapidly shifting geographical markets, proliferation of new products, and outsourcing of transportation by shippers. The pipeline industry has responded to these challenges with increased competitive entry, numerous capital construction projects, and a high reliance on technology. These issues, along with the regulatory constraints and responses are portrayed.

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