Exploring the contours of supply chain management

Jan Mouritsen; Tage Skjøtt-Larsen; Herbert Kotzab

doi:10.1108/09576060310503483

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Integrated Manufacturing Systems

ISSN: 0957-6061
Currently published as: Journal of Manufacturing Technology Management
Incorporates: International Journal of Agile Management Systems

Online from: 1990

Subject Area: Operations and Logistics Management

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Exploring the contours of supply chain management

Document Information:
Title:	Exploring the contours of supply chain management
Author(s):	Jan Mouritsen, (Department of Operations Management, Copenhagen Business School, Frederiksberg, Denmark), Tage Skjøtt-Larsen, (Department of Operations Management, Copenhagen Business School, Frederiksberg, Denmark), Herbert Kotzab, (Department of Operations Management, Copenhagen Business School, Frederiksberg, Denmark)
Citation:	Jan Mouritsen, Tage Skjøtt-Larsen, Herbert Kotzab, (2003) "Exploring the contours of supply chain management", Integrated Manufacturing Systems, Vol. 14 Iss: 8, pp.686 - 695
Keywords:	Integration, Situational analysis, Supply chain management
Article type:	Research paper
DOI:	10.1108/09576060310503483 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Supply chain management (SCM) is becoming a popular concept both in research and in practice. At the EurOMA Conference in Copenhagen in 2002 many papers focused on SCM as a research topic. Similarly, an increasing number of companies are establishing positions as supply chain managers. SCM is also a popular theme for trade journals and management conferences. The quest for integration is an explicit or implicit assumption in most literature within SCM. The basic hypothesis is “the more integration – the better the management of the chain”. This article discusses what the term “management” in the concept of SCM stands for. The integration assumption as a “cure all” prescription for SCM is challenged, and questions raised as to when it is possible and desirable to exercise management in supply chains. The main thesis is that it depends very much on the “environment” of the supply chain and the power relations between the participants in the supply chain.