Journal of Supply Chain Management 

About: Journal of Supply Chain Management is an academic journal published by Wiley-Blackwell. The journal publishes majorly in the area(s): Supply chain & Supply chain management. It has an ISSN identifier of 1523-2409. Over the lifetime, 589 publications have been published receiving 54921 citations. The journal is also known as: JSCM.

Building a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of 10 Exemplars

Abstract: Case studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.

Outsourcing: transaction cost economics and supply chain management†

Abstract: This article examines outsourcing from the transaction cost economics (TCE) perspective. The transaction is made the basic unit of analysis and the procurement decision, as between make and buy, is made (principally) with reference to a transaction cost economizing purpose. As sketched herein, the ease of contracting varies with the attributes of the transaction, with special emphasis on whether preserving continuity between a particular buyer–seller pair is the source of added value. The basic regularity is this: as bilateral dependency builds up, the efficient governance of contractual relations progressively moves from simple market exchange to hybrid contracting (with credibility supports) to hierarchy. This last corresponds to the “make” decision, which, as viewed from the TCE perspective, is viewed as the organization form of last resort. The article successively describes the lens of contract approach to economic organization, the operationalization of TCE, different styles of outsourcing, qualifications to the foregoing and the main lessons of TCE for the supply chain literature.

Factors Affecting the Level of Trust and Commitment in Supply Chain Relationships

Abstract: SUMMARY Trust is a critical factor fostering commitment among supply chain partners. The presence of trust improves measurably the chance of successful supply chain performance. A lack of trust among supply chain partners often results in inefficient and ineffective performance as the transaction costs (verification, inspections and certifications of their trading partners) mount. Although the literature often mentions a relationship between trust and commitment, there is a lack of empirical testing of such relationship in the supply context. This study attempts to fill the gap between the theoretical argument and empirical testing. Results using a comprehensive survey of supply chain practitioners indicate that a firm's trust in its supply chain partner is highly associated with both sides' specific asset investments (positively) and behavioral uncertainty (negatively). It is also found that information sharing reduces the level of behavioral uncertainty, which, in turn, improves the level of trust. A partner's reputation in the market has a strong positive impact on the trust-building process, whereas a partner's perceived conflict creates a strong negative impact on trust. Finally, the level of commitment is strongly related to the level of trust. Policy implications are discussed.

A Model for Strategic Supplier Selection

Abstract: SUMMARY The purchasing function for some time now has been receiving increasing importance as a critical supply chain management component. This is mainly due to the significant impact of material costs on profits, increased investments in advanced manufacturing and information technologies, and a growing emphasis on Just-In-Time GIT) production. The critical objectives of purchasing departments include obtaining the product at the right cost in the right quantity with the right quality at the right time from the right source. This requires executing effective decisions concerning supplier selection and evaluation. This article addresses the supplier selection process. This model for evaluation and selection of suppliers considers multiple factors that include strategic, operational, tangible, and intangible measures. The model also allows for input from a variety of managerial decisionmaking levels and considers the dynamic aspects of the competitive environment in evaluating suppliers. An empirical case illustration demonstrates the efficacy of the model. The results provide interesting managerial implications.

A contingent resource-based perspective of supply chain resilience and robustness

Abstract: Understanding supply chain resilience and robustness is increasingly important for supply chain managers. This is due to the growing complexity of contemporary supply chains and the subsequent increased probability of experiencing a disruption. Few studies within the risk management literature have empirically disentangled the concepts of resilience and robustness or explored their antecedents. This study utilizes a contingent resource-based view perspective to understand the relationship between specific resources (information sharing and connectivity), capabilities (visibility), and performance in terms of supply chain resilience and robustness. In addition, it utilizes supply base complexity as a moderating factor. Survey data collected from 264 UK manufacturing plants suggest that supply chain connectivity and information sharing resources lead to a supply chain visibility capability which enhances resilience and robustness. Of the four dimensions of complexity, only scale is found to have a strong moderating effect on this relationship, while geographic dispersion, differentiation, and delivery complexity do not have contingent effects. This study highlights theoretical and managerial implications for approaches to resilience and robustness.