Publication | Closed Access
Supply chains and supply networks: distinctions and overlaps
139
Citations
62
References
2013
Year
Supply NetworkSupply Chain RiskCommodities Supply ChainSupply Chain ResilienceSupply Chain DisruptionManagementLogisticsSupply ChainSupply Chain ViabilitySupply Chain DesignSupply Chain ManagementStrategyStrategic ManagementSupplier ManagementMarketingSupply ManagementHealthcare Supply Chain ManagementService Supply ChainBusinessSupply ChainsSupply Chain AnalysisSupply Chain Configuration
This paper aims to clarify the immature distinction between supply chains and supply networks within the established field of supply chain management. The authors review literature and workshop input to critique existing theories and identify strategic opportunities arising from considering both supply chains and networks, focusing on engagement levels, complexity, interdependencies, and risk resilience. The study develops a dimensional classification that distinguishes supply chains from supply networks, highlighting their unique features and offering theoretical and practical implications that guide future research.
Purpose – Although supply chain management is now an established field, the distinction between supply chains and supply networks is relatively immature and requires further investigation. The purpose of this paper is to clarify the distinction between supply chains and supply networks. Design/methodology/approach – Based on a review of the literature and assisted by input from academic experts during a relevant supply chain management workshop, this paper critiques seminal and extant theoretical developments in the field of supply chain management. Findings – The main contribution of this paper is the development of an outline classification of relevant dimensions where the concepts of supply chain and supply network are compared and their distinctive features are highlighted. The paper identifies strategic opportunities emanating from considering both the supply chain and supply network, and the associated levels of engagement with active and inactive members in terms of, inter alia , complexity, members’ interdependencies and risk resilience. Originality/value – The paper highlights many theoretical and practical implications following a detailed analysis of an engagement-based portfolio of relationships within complex supply systems. The systematic clarification of these two concepts and their boundaries result in the provision of original insights which will assist the future research agenda of the academic community.
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