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

Abstract

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.

How do supply chain management and information systems practices influence operational performance? Evidence from emerging country SMEs

“…These three practices together constitute the first leg of SCM practices that are pertinent to interorganizational cooperation. Interorganizational cooperation and collaboration is the epicenter of SCM, because the contemporary definition of SCM in relation to other domains highlights the notion that SCM is the management of business activities and relationships across organizational boundaries (Mentzer et al, 2008).…”

How does firm innovativeness enable supply chain resilience? The moderating role of supply uncertainty and interdependence

“…Supply chain management (SCM) refers to the comprehensive and strategic management of business activities (particularly procurement, logistics, production, and marketing) as well as product, service, and information flows across interorganizational boundaries (Mentzer, Stank et al 2008). Though supply chains extend beyond single firms, supply chain management is a strategic management approach taking place at the firm level that allows the firm to leverage its supply chain for its benefit (Mentzer, Stank et al 2008). This position is also consistent with a view that SCM is a business model and a function (Simchi-Levi, Kaminsky et al 2009) rather than a colossal system that no single firm can truly manage singlehandedly.…”

Investigations of the electronic data interchange practice: Comparative study of companies operating in the automotive sector in Morocco

“…The SCM can be discussed under the vision of the processes, under that of the networks or still under the skills development. The process approach is among others that of the Global Supply Chain Forum (TAG) resumed between other by Frankel et al (2008) and Mentzer et al (2008) and of the method Supply Chain Operations Reference (SCOR). The network approach allows studying the shape of the various types of coordination or the various configurations of the relationship between the different partners of the supply chain.…”