1st Edition

Supply Chain Management

Edited By Steve New
    1600 Pages
    by Routledge

    The idea of a supply chain is one of the most important concepts to emerge in management research and practice in recent years. In simple terms, a supply chain might be defined as a sequence of organizations—such as suppliers, wholesalers, retailers, distributors, and transport and storage facilities—that participate in the production of a particular product or service. Supply chain management (SCM) recognizes that businesses and other organizations cannot function successfully in isolation and is concerned with the direction and regulation of materials, information, and finances as they process along such a chain.

    The burgeoning academic and professional interest in SCM can be traced to a variety of causes including the pressures on organizations to outsource non-core activities; globalization; a growing appreciation of the dynamics of ‘lean supply’ Japanese sourcing practices; the growth of the use of IT for collaborative logistics planning; and, more recently, the frenzy around ‘B2B’ e-commerce. This has led to an unprecedented growth of practitioner-orientated publications and a similar development in academic activity. The sheer scale of the growth in SCM research output makes this collection especially timely and welcome. Furthermore, ideas at the heart of SCM have also become the concern of much academic work that goes on under labels other than business and management, and the collection will include insights and research from these different disciplinary perspectives.

    Edited by a leading SCM researcher at the University of Oxford’s Saïd Business School, this collection brings together carefully selected key historical papers along with cutting-edge research. The organization of the four volumes—on operational integration, relational and functional integration, explanatory frameworks, and the ethics, environment and social impacts of SCM—emphasizes the important key themes and interconnections in the field. Together with the editor’s newly written introductory essays, this organization will enable users to make sense of the wide range of approaches, theories, and concepts that have informed SCM thinking and practice to date. It is an essential collection destined to be valued as a vital research resource by all scholars and students of the subject.

    VOLUME I: Operational Integration

    1. Steve New, ‘An Analysis and Critique of Supply Chain Integration’ (the editor’s Introduction to the collection as a whole, providing an exposition of the framework around which the material is organized).

    2. J. J. Madigan (1937), ‘Securing Lowest Total Freight Costs in the Movement of Packing House Products’, Harvard Business Review, 15/3: 352–60.

    3. H. T. Lewis and C. A. Livesey (1944), ‘Materials Management in the Airframe Industry’, Harvard Business Review, 22/4: 477–94.

    4. A. J. Clark and H. Scarf (1960), ‘Optimal Policies for a Multi-Echelon Inventory Problem’, Management Science, 6: 475–90.

    5. U. Meyer and M. P. Groover (1972), ‘Multiechelon Inventory Systems Using Continuous Systems Analysis and Simulation’, AIIE Transactions, 4/4: 318–27.

    6. J. A. Muckstadt (1973), ‘A Model for a Multi-Item, Multi-Echelon, Multi-Indenture Inventory System’, Management Science, 20/4 (Pt. 1), 472–88.

    7. J. S. Burns and B. D. Sivazlian (1978), ‘Dynamic Analysis of Multi-Echelon Supply Design’, Computers and Industrial Engineering, 2/4: 181–93.

    8. T. C. Jones and D. W. Riley (1987), ‘Using Inventory for Competitive Advantage through Supply Chain Management’, International Journal of Physical Distribution and Materials Management, 17: 94–104.

    9. G. C. Stevens (1989), ‘Integrating the Supply Chain’, International Journal of Physical Distribution and Materials Management, 19/8: 3–8.

    10. J. L. Cavinato (1992), ‘A Total Cost/Value Model for Supply Chain Competitiveness’, Journal of Business Logistics, 13/2: 285–301.

    11. H. L. Lee and C. Billington (1992), ‘Managing Supply Chain Inventory: Pitfalls and Opportunities’, Sloan Management Review, 33/3: 65–73.

    12. P. Childerhouse and D. Towill (2003), ‘Simplified Material Flow Holds the Key to Supply Chain Integration’, OMEGA, 31/1: 17–27.

    13. D. J. Thomas and P. M. Griffin (1996), ‘Coordinated Supply Chain Management’, European Journal of Operational Research, 94/1: 1–15.

    14. R. Metters (1997), ‘Quantifying the Bullwhip Effect in Supply Chains’, Journal of Operations Management, 15: 89–100.

    15. M. T. Farris (1997), ‘Evolution of Academic Concerns with Transportation and Logistics’, Transportation Journal, 37/1: 42–50.

    16. H. L. Lee, V. Padmanabhan, and S. Whang (1997), ‘The Bullwhip Effect in Supply Chains’, Sloan Management Review, 38/3: 93–102.

    17. H. L. Lee and S. Whang (1999), ‘Decentralized Multi-Echelon Supply Chains: Incentives and Information’, Management Science, 45/5: 633–40.

    18. S. Kurnia and R. B. Johnston (2001), ‘Adoption of Efficient Consumer Response: The Issue of Mutuality’, Supply Chain Management: An International Journal, 6/5: 230–41.

    19. C. A. Hill and G. D. Scudder (2002), ‘The Use of Electronic Data Interchange for Supply Chain Coordination in the Food Industry’, Journal of Operations Management, 20: 375–87.

    20. R. Kaipia, J. Holmström, and K. Tanskanen (2002), ‘VMI: What are You Losing if You Let Your Customer Place Orders?’, Production Planning and Control, 13/1: 17–25.

    21. J. Singhal and K. Singhal (2002), ‘Supply Chains and Compatibility Among Components in Product Design’, Journal of Operations Management, 20: 289–302.

    22. J. H. Mikkola and T. Skjøtt-Larsen (2004), ‘Supply-Chain Integration: Implications for Mass Customization, Modularization and Postponement Strategies’, Production Planning and Control, 15/4: 352–61.

    23. J. I. Chen and A. Paulraj (2004), ‘Towards a Theory of Supply Chain Management: The Constructs and Measurements’, Journal of Operations Management, 22: 119–50.

    VOLUME II: Relational and Functional Integration

    24. Steve New, ‘The Key Principles of Relational and Functional Integration’ (the editor’s Introduction to this volume).

    25. P. McVey (1960), ‘Are Channels of Distribution what the Textbooks Say?’, Journal of Marketing, 25: 61–5.

    26. M. R. Leenders (1966), ‘Supplier Development’, Journal of Purchasing, 2/4: 47–62.

    27. Y. Wind (1970), ‘Industrial Source Loyalty’, Journal of Marketing Research, 8: 433–6.

    28. S. Hunt and J. R. Nevin (1974), ‘Power in a Channel of Distribution: Sources and Consequences’, Journal of Marketing Research, 11: 186–93.

    29. D. Farmer (1976), ‘Voluntary Collaboration vs "Disloyalty" to Suppliers’, Journal of Purchasing and Materials Management, 12/4: 3–9.

    30. D. Farmer (1978), ‘Developing Purchasing Strategies’, Journal of Purchasing and Materials Management, 14/3: 6.

    31. D. N. Burt (1989), ‘Managing Suppliers up to Speed’, Harvard Business Review, 67/4: 127–35.

    32. J. Bache et al. (1987), ‘Supplier Development Systems’, International Journal of Technology Management, 2/2: 219–28.

    33. F. R. Dwyer, P. H. Schurr, and S. Oh (1987), ‘Developing Buyer-Supplier Relationships’, Journal of Marketing, 51: 11–27.

    34. J. Ramsay (1990), ‘The Myth of the Cooperative Single Source’, Journal of Purchasing and Materials Management, Winter, 2–5.

    35. S. Helper (1991), ‘How Much Has Really Changed Between US Automakers and their Suppliers?’, Sloan Management Review, Summer, 15-28.

    36. R. L. Schill and D. N. McArthur (1992), ‘Redefining the Strategic Competitive Unit: Towards a New Global Marketing Paradigm’, International Marketing Review, 9/3: 5–24.

    37. F. I. Stuart (1993), ‘Supplier Partnerships: Influencing Factors and Strategic Benefits’, International Journal of Purchasing and Materials Management, 29/4: 22–8.

    38. R. J. Trent and R. M. Monczka (1994), ‘Effective Cross-Functional Sourcing Teams: Critical Success Factors’, International Journal of Purchasing and Materials Management, 30/1: 2–11.

    39. M. U. Kalwani and N. Narayandas (1995), ‘Long-Term Manufacturer-Supplier Relationships: Do They Pay Off For Supplier Firms?’, Journal of Marketing, 59: 1–16.

    40. H. Shiomi (1995), ‘The Formation of Assembler Networks in the Automobile Industry: The Case of Toyota Motor Company, 1955-1980’, in: H. Shiomi and K. Wada (eds.), Fordism Transformed (Oxford University Press), pp. 28-48.

    41. J. Ramsay (1996), ‘The Case Against Purchasing Partnerships’, International Journal of Purchasing and Materials Management, 32/4: 13–19.

    42. C. M. Harland (1996), ‘Supply Chain Management: Relationships, Chains and Networks’, British Journal of Management, 7/1(special issue), 63–80.

    43. C. Lane and R. Bachmann (1996), ‘The Social Constitution of Trust: Supplier Relations in Britain and Germany’, Organisation Studies, 17: 365–95.

    44. B. R. Barringer (1997). ‘The Effects of Relational Channel Exchange on the Small Firm: A Conceptual Framework’. Journal of Small Business Management, 35/2: 65–79.

    45. J. P. MacDuffie and S. Helper (1997), ‘Creating Lean Suppliers: Diffusing Lean Production through the Supply Chain’, California Management Review, 39/4: 118–51.

    46. B. Burnes and S. J. New (1997), ‘Collaboration in Customer–Supplier Relationships: Strategy, Operations and the Function of Rhetoric’, International Journal of Purchasing and Materials Management, 33/4: 10–17.

    47. K. Blois (1997), ‘Are Business-to-Business Relationships Inherently Unstable?’, Journal of Marketing Management, 13: 367–82.

    48. S. J. New (1998), ‘The Implications and Reality of Partnership’, in B. Burnes and B. Dale (eds.), Working in Partnership: Best Practice in Customer-Supplier Relationships (Gower), pp. 9–20.

    49. K. Blois (1999), ‘Trust in Business to Business Relationships: An Evaluation of its Status’, Journal of Management Studies, 36/2: 197–216.

    50. S. J. New (1999). ‘Understanding Supplier Resistance: Overcoming Obstacles to Supply Innovation’, in S. Ho (ed.), TQM and Innovation: Proceedings of the Fourth International Conference on ISO9000 and TQM (Hong Kong Baptist University), pp. 419–24.

    51. D. K. Macbeth (2002), ‘Emergent Strategy in Managing Cooperative Supply Chain Change’, International Journal of Operations and Production Management, 22/7: 728–40.

    52. M. L. Emiliani (2003), ‘The Inevitability of Conflict Between Buyers and Sellers’, Supply Chain Management, 8/2: 107–15.

    53. R. Middel, J. Gieskes, and O. Fisscher (2005), ‘Driving Collaborative Improvement Processes’, Production Planning and Control, 16/4: 368–77.

    VOLUME III: Explanatory Frameworks: Geography, Economics, Sociology and Anthropology

    54. Steve New, ‘Explaining Supply Chains’ (the editor’s Introduction to this volume).


    55. R. S. Vaile et al. (1939), ‘Changing Distribution Channels’, The American Economic Review, 29/1: 104–8.

    56. M. A. Adelman (1949), ‘The Large Firm and its Suppliers’, The Review of Economics and Statistics, 31/2: 113–18.

    57. R. Artle and S. Berglund (1959), ‘A Note on Manufacturers’ Choice of Distribution Channels’, Management Science, 5/4: 460–71.

    58. O. Williamson (1971), ‘The Vertical Integration of Production: Market Failure Considerations’, American Economic Review, 6: 112–23.

    59. K. J. Blois (1972), ‘Vertical Quasi-Integration’, Journal of Industrial Economics, 20: 253–71.

    60. B. Klein, R. G. Crawford, and A. A. Alchian (1978), ‘Vertical Integration, Appropriable Rents and the Competitive Contracting Process’, Journal of Law and Economics, 21/2: 297–326.

    61. O. Williamson (1979), ‘Transaction Cost Economics: The Governance of Contractual Relations’, Journal of Law and Economics, 22: 233–62.

    62. H. L. Gabel (1983), ‘The Role of Buyer Power in Oligopoly Models: An Empirical Study’, Journal of Economics and Business, 35/1: 95–108.

    63. M. Casson (1984), ‘The Theory of Vertical Integration: A Survey and Synthesis’, Journal of Economic Studies, 11/2: 3–43.

    64. O. Hart (1988), ‘Incomplete Contracts and the Theory of the Firm’, Journal of Law, Economics and Organisation, 4: 119–39.

    65. A. Grandori and G. Soda (1995), ‘Inter-Firm Networks: Antecedents, Mechanisms and Forms’, Organization Studies, 16/2: 182–214.

    66. P. R. Cowley (1985), ‘Modelling the Effects of Buyer and Seller Power on the Margins of Commodity Plastics’, Strategic Management Journal, 6/3: 213–22.

    67. G. Walker and L. Poppo (1991), ‘Profit Centers, Single-Source Suppliers and Transaction Costs’, Administrative Science Quarterly, 36: 66–87.

    68. B. Holmstrom and J. Roberts (1998), ‘The Boundaries of the Firm Revisited’, Journal of Economic Perspectives, 12/4: 73–94.

    69. D. F. Spulber (1996), ‘Market Microstructure and Intermediation’, Journal of Economic Perspectives, 10/3: 135–52.


    70. T. Hopkins and I. Wallerstein (1986), ‘Commodity Chains in the World Economy Prior to 1800’, Review, 10: 157–70.

    71. A. Arce and T. K. Marsden (1993), ‘The Social Construction of International Food: A New Research Agenda’, Economic Geography, 69/3, 293–311.

    72. D. Sadler (1994), ‘The Geographies of Just-in-Time: Japanese Investment and the Automotive Components Industry in Western Europe’, Economic Geography, 70/1: 41–59.

    73. C. Doel (1999), ‘Towards a Supply-Chain Community? Insights from Governance Processes in the Food Industry’, Environment and Planning A, 31/1: 69–85.

    74. D. Leslie and S. Reimer (1999), ‘Spatializing Commodity Chains’, Progress in Human Geography, 23/3: 401–20.

    75. P. Raikes, M. F. Jensen, and S. Ponte (2000), ‘Global Commodity Chains and the French Filiere Approach: Comparison and Critique’, Economy and Society, 29/3: 390–417.

    76. B. Fagan (2006). ‘"Bananas in Chains"? Reflections on Global Commodity Chains and Labour Movement Regulatory Initiatives’, Employment Relations Record, 6/2: 31–46.

    Sociology, Anthropology, Marketing

    77. T. Reve and L. W. Stern (1979), ‘Interorganisational Relations in Marketing Channels’, Academy of Management Review, 4/3: 405–16.

    78. K. Provan (1983), ‘The Federation as an Interorganizational Linkage Network’, Academy of Management Review, 8/1: 79–89.

    79. K. Provan and J. Gassenheimer (1994), ‘Supplier Commitment in Relational Contract Exchanges with Buyers: A Study of Interorganizational Dependence and Exercised Power’, Journal of Management Studies, 31/1: 55–68.

    80. H. Price (1996), ‘The Anthropology of the Supply Chain’, European Journal of Purchasing and Supply Management, 2/2–3: 87–105.

    81. R. F. Chisholm (1996), ‘On the Meaning of Networks’, Group & Organization Management, 21/2: 216–35.

    82. S. Wuyts et al. (2004), ‘Vertical Marketing Systems for Complex Products: A Triadic Perspective’, Journal of Marketing Research, 41/4: 479–87.

    VOLUME IV: Ethics, Environment, and Social Impacts

    83. Steve New, ‘The consequences of supply chain management’ (the editor’s Introduction to this volume).

    84. B. K. Gray (1907), ‘The Ethical Problem in an Industrial Community’, International Journal of Ethics, 17/2: 217–31.

    85. G. Wood (1995), ‘Ethics at the Purchasing/Sales Interface: An International Perspective’, International Marketing Review, 12/4: 7–19.

    86. A. S. McCampbell and T. L. Rood (1997), ‘Ethics in Government: A Survey of Misuse of Position for Personal Gain and its Implications for Developing Acquisition Strategy’, Journal of Business Ethics, 16/11: 1107–16.

    87. S. G. Kavall, N. X. Tzokas, and M. J. Saren (1999), ‘Relationship Marketing as an Ethical Approach: Philosophical and Managerial Considerations’, Management Decision, 37/7: 573–81.

    88. S. L. Bachman (2000), ‘The Political Economy of Child Labor and its Impacts on International Business’, Business Economics, 35/3: 30–41.

    89. C. R. Carter (2000), ‘Ethical Issues in International Buyer-supplier Relationships: A Dyadic Examination’, Journal of Operations Management, 18/2: 191–208.

    90. R. W. Cooper, G. L. Frank, and R. A. Kemp (1997), ‘Ethical Issues, Helps and Challenges: Perceptions of Members of the Chartered Institute of Purchasing and Supply’, European Journal of Purchasing and Supply Management, 3/4: 189–98.

    91. K. Blois (2003), ‘B2B "relationships": A Social Construction of Reality? A Study of Marks & Spencer and One of its Major Suppliers’, Journal of Marketing Theory, 3/1: 79–95.

    92. D. G. Arnold (2003), ‘Exploitation and the Sweatshop Quandary’, Business Ethics Quarterly, 13/2: 243–56.


    93. R. L. Lamming and J. Hampson (1996), ‘The Environment as a Supply Chain Issue’, British Journal of Management, 7 (special issue): 45–62.

    94. H. Min and P. Galle (1997), ‘Green Purchasing Strategies: Trends and Implications’, International Journal of Purchasing and Materials Management, Aug., 10–17.

    95. D. B. Marron (1997). ‘Buying Green: Government Procurement as an Instrument of Environmental Policy’, Public Finance Review, 25/3: 285–97.

    96. S. J. New, K. Green, and B. Morton (2000), ‘Buying the Environment: The Multiple Meanings of Green Supply’, in S. Fineman (ed.), The Business of Greening (Routledge), pp. 35–53.

    Social Impacts

    97. P. du Gay (1993), ‘"Numbers and Souls": Retailing and the De-Differentiation of Economy and Culture’, The British Journal of Sociology, 44/4: 563–87.

    98. P. L. Scandizzo and O. Knudsen (1996), ‘Social Supply and the Evaluation of Food Policies’, American Journal of Agricultural Economics, 78/1: 137–45.

    99. B. Nugard and O. Storstad (1998), ‘De-globalisation of Food Markets? Consumer Perceptions of Safe Food’, Sociologia Ruralis, 38/1: 35–53.

    100. R. Kaplinsky (2000), ‘Globalisation and Unequalisation: What Can be Learned from Value Chain Analysis?’, Journal of Development Studies, 37/2: 117–46.

    101. P. R. Dickson (2000), ‘Understanding the Trade Winds: The Global Evolution of Production, Consumption, and the Internet’, The Journal of Consumer Research, 27/1: 115–22.

    102. G. Ritzer (2003), ‘Rethinking Globalization: Glocalization/Grobalization and Something/Nothing’, Sociological Theory, 21/3: 193–209.


    Steve New is Lecturer in the Saïd Business School at the University of Oxford, UK, and a Fellow of Hertford College. His first degree (in physics) was at Southampton University, where he combined study with initial engineering training at Rolls Royce PLC, winning the Lombard Award in 1986. His doctoral studies at Manchester Business School entailed working with Eaton Limited. For five years he was a lecturer at UMIST’s School of Management. He has won the Fellowship of the Operations Management Association (UK) 1993–4 for work in Purchasing and Supply. Co-editor of Understanding Supply Chains: Concepts, Critiques and Futures, he is also on the editorial review board of Supply Chain Management: An International Journal.