Perspectives on Logistics vs. Scm: A Survey of SCM Professionals

Larson, Paul D.; Poist, Richard F.; Halldórsson, Árni

doi:10.1002/j.2158-1592.2007.tb00230.x

Cited by 84 publications

(60 citation statements)

References 10 publications

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“…Lancioni, 2000;Matchette and Lewinski, 2005;Gibson et al, 2005;Lambert and Cooper, 2000;Andraski, 1998;Moberg et al, 2003;Mangan and Christopher, 2005). This is also supported by a recently conducted survey study (Larson et al, 2007) among senior members of the Council of Supply Chain Management Professionals, CSCMP, where top management support is identified as the most important facilitator for implementation of SCM.…”

Section: The Role Of Top Managementmentioning

confidence: 87%

“…Considering the survey results from Larson et al (2007), the importance of top management also becomes clear when looking at the main implementation barriers found in the study. These were functional silos, incompatible technology/systems, lack of a common SCM perspective, conflict among supply chain members, and inadequate employee skills.…”

Section: The Role Of Top Managementmentioning

confidence: 98%

“…The survey shows four different views on how to interpret the functional scope of SCM vs. logistics, see Figure 1.5. All four opinions are present among SCM research literature (Larson et al, 2007). This dissertation takes the intersectionist's viewpoint, arguing that SCM and logistics overlap each other, but are also to some extent separated from each other.…”

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

“…As is argued by Larson and Halldorsson (2004) and Larson et al (2007), the relationship between SCM and logistics is not always easily understood and different opinions exist about what they actually encompass. Many times they are interpreted in the same way and, hence, used interchangeably in the literature.…”

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

“…This dissertation takes the intersectionist's viewpoint, arguing that SCM and logistics overlap each other, but are also to some extent separated from each other. According to Larson et al (2007) the intersectionist concept of SCM focuses on "the strategic, integrative elements across purchasing, logistics, operations, marketing, and other functions" (Larson et a., 2007, p. 5). This means that for instance a negotiation of a strategic, long-term deal with a third party logistics provider can be placed at the overlapping area, while tactical or operational decisions concerning e.g.…”

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

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The role of top management in supply chain management practices

Sandberg

Abrahamsson

2010

International Journal of Retail &Amp; Distribution Management

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Purpose -Despite the often stated importance, little about top management's role in supply chain management (SCM) practices is known. The purpose of this paper is therefore to explore the role of top management in two retail companies that successfully utilise opportunities given by SCM practices. Design/methodology/approach -As an empirical basis for the research, two Swedish retail companies are explored. Members of the top management teams have been interviewed about their role in the company and their priorities. Findings -The top management role is described by introducing four archetypes; the supply chain thinker, the relationship manager, the controller and the organiser for the future. Originality/value -This paper adds to existing theory by giving a more detailed description of top management's role in SCM practices, i.e. how SCM practices could actually be managed, and, in the extension, to the understanding for what is needed to implement more SCM practices in real existing companies and supply chains.

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Section: The Role Of Top Managementmentioning

confidence: 87%

Section: The Role Of Top Managementmentioning

confidence: 98%

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

Section: An Intersectionist View On Logistics and Scmmentioning

confidence: 99%

See 3 more Smart Citations

The role of top management in supply chain management practices

Sandberg

Abrahamsson

2010

International Journal of Retail &Amp; Distribution Management

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The Domain and Scope of Scm's Foundational Disciplines — Insights and Issues to Advance Research

Frankel

Bolumole

Eltantawy

et al. 2008

J of Business Logistics

142

129

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The authors examine and take stock of the changing nature and landscape surrounding supply chain management, and the related disciplines of purchasing, operations management, logistics and marketing channels of distribution. They identify, describe and synthesize the nature of research in those academic disciplines that are identified to be some of the objectives with respect to supply chain management's integration goals. Their examination highlights the considerable evolution and significant advances occurring within and among these disciplines. Additionally, they find this new landscape to provide both insights and issues for scholarship to those attempting to understand the evolving nature of supply chain management and its related fields. Such insights and issues suggest a number of proposals for progress with regard to SCM's future development.

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Supply Chain Management and Its Relationship to Logistics, Marketing, Production, and Operations Management

Mentzer

Stank

Esper

2008

J of Business Logistics

245

203

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The renaming of the Council of Logistics Management (CLM) to the Council of Supply Chain Management Professionals (CSCMP) ushered in some interesting definitional dialogue and debate within the practitioner and academic communities. Inherent in emerging definitions is the notion that SCM encompasses activities traditionally considered aspects of production, logistics, marketing, and operations management. Defining SCM in such a broad scope (i.e., a “within” and “across” functions perspective), while considered by many scholars as the true representation of the essence of SCM, creates confusion regarding the appropriate organizational level within a business that is best suited for managerial decision making regarding the phenomenon. This paper contributes to the emerging SCM dialogue by highlighting the functional spaces (the “within” function perspective), relationships, and conceptual overlaps (the “across” functions perspective) between marketing, logistics, production, operations, and supply chain management. By comparing and contrasting the literature‐based conceptual boundaries of each discipline, a framework is proposed that more clearly captures the essence of the SCM decision making sphere. Managerial insights and future research implications are presented.

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Perspectives on Logistics vs. Scm: A Survey of SCM Professionals

Abstract: DEDICATIONDedicated to Douglas E. Larson, a wonderful man and a great Dad, in loving memory.

Cited by 84 publications

References 10 publications

The role of top management in supply chain management practices

The role of top management in supply chain management practices

The Domain and Scope of Scm's Foundational Disciplines — Insights and Issues to Advance Research

Supply Chain Management and Its Relationship to Logistics, Marketing, Production, and Operations Management

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