Because there are many different viewpoints and definitions for SCM (Larson, Poist, and Halldorsson 2007), it is important to identify the definition that we are using in this study. SCM is defined as the systematic, strategic coordination of the traditional business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole (Mentzer et al. 2001, p. 18). This definition permits consideration of a broad range of changes enacted across all relevant business functions as organizations manage upstream and downstream flows of products, services, capital, and information. Moreover, this perspective helps capture a range of behavior that promotes effective SCM such as mutual information sharing; mutual risk sharing, aligned customer focus, process integration, and long-term relationship building. (Chen and Paulraj 2004; Lambert, Cooper, and Pagh 1998). This definition is also consistent with the missions and definitions established by both the Council of Supply Chain Management Professionals (CSCMP, formerly CLM-Council of Logistics Management) and the Institute of Supply Management (ISM). This is important since these organizations are a major and primary source of knowledge for supply chain professionals (Larson, Poist, and Halldorsson 2007). | Managing change in supply chains A process comparison
