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SUPPLY CHAIN MANAGEMENT AND ITS RELATIONSHIP TO LOGISTICS, MARKETING, PRODUCTION, AND OPERATIONS MANAGEMENT

Authors

  • John T. Mentzer Ph.D.,

    1. University of Tennessee
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    • John T. (Tom) Mentzer (Ph.D. Michigan State University) is the Harry J. and Vivienne R. Bruce Chair of Excellence in Business in the Department of Marketing and Logistics at the University of Tennessee. He has published 8 books and more than 200 articles and papers in the Journal of Business Logistics, Harvard Business Review, Journal of Marketing, International Journal of Physical Distribution and Logistics Management, and other journals. He was the 2004 recipient of the Council of Logistics Management Distinguished Service Award.

  • Theodore P. Stank Ph.D.,

    1. University of Tennessee
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    • Theodore P. Stank (Ph.D. The University of Georgia) is the John H. Dove Professor of Logistics and Head of the Department of Marketing and Logistics at the University of Tennessee at Knoxville. He is author of 2 books and over 60 articles in academic and professional journals including Journal of Business Logistics, Journal of Operations Management, Management Science, and Supply Chain Management Review.

  • Terry L. Esper Ph.D.

    1. University of Tennessee
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    • Terry L. Esper (Ph.D. University of Arkansas) is an Assistant Professor of Logistics in the Department of Marketing and Logistics at the University of Tennessee. Terry's research interests include supply chain collaboration, supply chain learning and relationship management. His research has appeared in the Journal of Business Logistics, the International Journal of Physical Distribution and Logistics Management, Transportation Journal and several conference proceedings.


Abstract

The renaming of the Council of Logistics Management (CLM) to the Council of Supply Chain Management Professionals (CSCMP) ushered in some interesting definitional dialogue and debate within the practitioner and academic communities. Inherent in emerging definitions is the notion that SCM encompasses activities traditionally considered aspects of production, logistics, marketing, and operations management. Defining SCM in such a broad scope (i.e., a “within” and “across” functions perspective), while considered by many scholars as the true representation of the essence of SCM, creates confusion regarding the appropriate organizational level within a business that is best suited for managerial decision making regarding the phenomenon. This paper contributes to the emerging SCM dialogue by highlighting the functional spaces (the “within” function perspective), relationships, and conceptual overlaps (the “across” functions perspective) between marketing, logistics, production, operations, and supply chain management. By comparing and contrasting the literature-based conceptual boundaries of each discipline, a framework is proposed that more clearly captures the essence of the SCM decision making sphere. Managerial insights and future research implications are presented.

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