Presents a survey of the global supply chain management (GSCM) literature with specific emphasis on the application of the process, services and products used by organizations to achieve competitive advantage and market position. Through case studies, we look at the current management practice used by multinational corporations such as Campbell Soup, Kmart, Dell Computer, Hewlett-Packard, Digital Equipment Corporation, and Volvo for the development of a global supply chain partnership strategy. Next, based on the literature review and current management practices, we propose a practical model for implementing global supply chain principles within an organization. We conclude with a discussion of the implications for managers and academicians.

The terms proactive and reactive are frequently used to describe managers. This paper examines the proactive-reactive behaviour patterns of 16 top-level managers and compares their behaviour patterns with conceptual views from the literature. The usefulness of the proactive-reactive dichotomy is evaluated and issues are raised concerning the proactive-reactive label. It is concluded that the dichotomy is overly simplistic for describing complex managerial behaviour and a more complex model is proposed for examining the proactive dimension.

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