“…Liu et al, 2012;Maçada et al, 2013;Machikita & Ueki, 2013;Mentzas et al, 2006;Paulraj et al, 2008;Zhang et al, 2012); inventory management (Zhu, Mukhopadhyay & Kurata, 2012); logistics management (Norbis, Meixell & Tuggle, 2013;Rollins, Pekkarinen & Mehtälä, 2011;Viswanadham & Gaonkar, 2009) Eng Wadhwa & Saxena, 2007;Yang, 2012); SC collaboration (Braziotis & Tannock, 2011;Corso et al, 2010;Eng, 2006;Wadhwa & Saxena, 2007;Yang, 2012a); SC integration (Chen et al, 2013;Lin, 2014;Liu et al, 2013a;Nagati & Rebolledo, 2013;Shunk et al, 2007;Singh & Power, 2014;Wamba, 2012;Xiuhong, 2013;Zhang & Huo, 2013); SC interoperability (Whitman & Panetto, 2006); SC learning (Biotto, De Toni & Nonino, 2012;Tennant & Fernie, 2013) cross-functional coordination, product innovation, global manufacturing reach), KM enablers (i.e., knowledge sharing, knowledge development, internal innovation climate, culture of competitiveness, power, IT infrastructure, dependence and trust, e-business applications, networked sources of knowledge, inter-organizational communication) and performance at the SC level or firm level; (ii) SC practices and KM capabilities (i.e., socialization mechanisms and technological innovation capabilities, innovation capabilities, extraction of specific knowledge patterns, supplier relationship management capability, learning capabilities); (iii) KM strategies; and (iv) test and validate conceptual frameworks. Findings also show that conceptual models hold credibility among the qualitative research methods notice by the authors.…”