A new framework for supplychain managementConceptual model and empirical testR. CigoliniPolitecnico di Milano, Dipartimento di Economia e Produzione,Milano, ItalyM. CozziThe Boston Consulting Group, Milano, Italy, andM. PeronaUniversity of Brescia, Department of Mechanical Engineering,Brescia, ItalyKeywordsSupply chain management, Management techniquesAbstractSupply chain management (SCM) is explored from an operational perspective,following a threefold approach. The article introduces a set of management techniques andsupporting tools that can be used to analyse and describe SCM strategies. It proposes a newnormative tool and uses it to examine a large set of relevant SCM case studies pertaining to sevenindustries: apparel, automobile, grocery, white goods, pharmaceuticals, computers and bookpublishing. The article develops a new conceptual framework for SCM strategies and test it basedon empirical evidence. The new schemes proposed here provide a normative tool to define andrepresent supply chain strategies, a contingency model to support managers in designing supplychain strategies, and some hints for further research.1. Introduction1.1. BackgroundSupply chain management (SCM) often refers either to a process-orientedmanagement approach to sourcing, producing and delivering goods andservices to end consumers or, in a broader meaning, to the co-ordination of thevariousactorsbelongingtothesamesupplychain(Harland,1996).Co-operation among firms belonging to the same supply chain is nowadaysrecognised as a powerful source of competitive advantage (Christopher, 1992b).Leading-edge companies realised that by transferring costs either upstream ordownstream, they are actually not increasing their competitiveness, since allcosts ultimately make their way to consumers. Hence, SCM tasks firms toThe Emerald Research Register for this journal is available atThe current issue and full text archive of this journal is available atThe authors wish to thank Dr Angellara, Dr Adani and Dr Chessa, formerly students at thePolitecnico di Milano, for without their help this study could not have been made. Thanks also toDr Jenna of McKinsey & Co. Italy, who financially supported a part of the study and activelytook part in it. The authors are also grateful to the (anonymous) referees for providing valuablecontributions and insights in order to improve the content of this paper and its presentation, andto Professors John Stevenson and Pietro Perona, for improving so much the English of this paper.A newframework forSCM7International Journal of Operations &Production ManagementVol. 24 No. 1, 2004pp. 7-41qEmerald Group Publishing Limited0144-3577DOI 10.1108/01443570410510979
co-operate with the common goal to increase the overall channel sales andprofitability, rather than competing for a bigger share of a fixed profit.