Authors: Nathalie Merminod, Gilles Pache, Richard Calvi
Addresses: Universite Pierre Mendes France-Grenoble II, CERAG UMR CNRS, IAE de Grenoble, Domaine universitaire, BP 47, 38040 Grenoble Cedex 9, France. ' Universite Montpellier I, ERFI & CRET-LOG, Institut des Sciences de l'Entreprise et du Management, Espace Richter, Rue Vendemiaire, Batiment B, CS 19519, 34960 Montpellier Cedex 2, France. ' Universite Pierre Mendes France-Grenoble II, CERAG UMR CNRS, IAE de Grenoble, Domaine universitaire, BP 47, 38040 Grenoble Cedex 9, France
Abstract: For over 15 years, there has been a considerable growth in research devoted to Supply Chain Management (SCM) in the fields of purchasing and procurement. Supply chains can be described as business networks, whereas academics and practitioners are increasingly referring to logistical networks supporting supply chains. The aim of this article is to show that managing interdependent logistical networks generates three inherently paradoxical situations. These paradoxes are: how to mix long-term relations and |plasticity| in the management of supply chains as business networks? Should one try to influence supply chain members or accept being influenced by them in the monitoring of a supply chain? Is it possible to choose between building innovative and flexible supply chains or building |controlled| and rigid supply chains? In order to manage such paradoxes, we suggest that firms further develop combined competences of purchasing, procurement and SCM while encouraging greater collaboration and transparency among these three fields. Each paradox is illustrated by one or two cases to highlight managerial implications.
Keywords: business networks; procurement management; purchasing; supplier relationship management; supply chain management; SCM; supply chain networks; supply chain monitoring.
International Journal of Procurement Management, 2007 Vol.1 No.1/2, pp.60 - 78
Published online: 10 Oct 2007 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article