美国留学生论文：本研究议程为美国宾夕法利亚大学留学生论文提供的营销与供应链管理的一个合作研究议程，本文旨在建立一个两部分的研究议程营销供应链管理（供应链管理）通过应用模型，利用市场营销，运营，物流/采购，和信息技术为节点模型。
Marketing and supply chain management:a collaborative research agenda
Diane H. Parente
Sam and Irene Black School of Business, Penn State Erie, The Behrend College, Erie, Pennsylvania, USA
Peggy D. Lee
Penn State Great Valley, Malvern, Pennsylvania, USA
Michael D. Ishman
Niagara University, Niagara University, New York, New York, USA, and
Aleda V. Roth
College of Business and Behavioral Science, Clemson University, Clemson, South Carolina, USA
Abstract
Purpose – This paper aims to establish a two-part research agenda for marketing in supply chain management (SCM) through the application of aninterdisciplinary model, using marketing, operations, logistics/purchasing, and information technology as the nodes for a model.
Design/methodology/approach – After generating a list of the highly ranked and relevant journals in each of the four disciplines, an exhaustivesearch was conducted of the literature published from January 1999 through December 2002, using the keywords supply chain and supply chainmanagement. The keywords were searched for in any field (i.e. title or abstract). The authors also conducted a Delphi study of experts to identify
relevant journals in each field. The resulting articles were sorted by topic and mapped to one of the other remaining threefunctional disciplines. Thisyielded six intersections between functions, three of which are examined in this manuscript as dyads with marketing. Thus, it was possible to identify
current overlap in topics researched and potential areas of overlap, representing opportunities for collaboration between the disciplines.Findings – For simplicity and focus, this paper presents only marketing SCM research. The mapping process yielded: topics that are being researchedfrom the marketing perspective but not in the IT, logistics, or operations perspectives; topics that are being researched from the IT, logistics, or
operations perspectives but not from the marketing perspective; and similar (or identical) topics that are being researched from both the marketing andthe IT perspective, the marketing and logistics perspective, and the marketing and operations perspective. Based on these mappings, aninterdisciplinary research agenda for marketing SCM researchers was derived.
Research limitations/implications – Using an automated extraction of articles from published databases by using keywords may presentinconsistencies. The authors have attempted to minimize the inconsistencies by documenting the process and cross-validating the work in each functionwith at least two of the research team independently extracting, categorizing, and mapping the articles. Another limitation that arose was in terms of
language. Since the research team consisted of researchers from different functional areas, it had to address semantics issues as the study wasconducted. The authors also limited the initial endeavor to mapping only as a dyad and only using dichotomous variables. Future work on this modelmay include an ordinal ranking system or multi-function mapping.
Practical implications – This work presents a useful model for determining an interdisciplinary research agenda in marketing. Since business and supplychain integration are increasingly important, concepts in business, academic research should take an interdisciplinary approach, providing the prospects for
richer and more applicable results. Interdisciplinary research can also help to combat the silos that people tend to work in, creating new knowledge.Originality/value – This paper provides the example of a model for determining an interdisciplinary research agenda. Supply chain management has
been co-opted by almost every business discipline. There is much to be learned by working together to bring new ideas andknowledge to bear on theissues related to managing the supply chain.
Keywords Supply chain management, Serials, Research, Marketing
Paper type Literature review
An executive summary for managers and executivereaders can be found at the end of this article.
Introduction
Supply chain management has been defined in many ways. It isan integrated philosophy, spanning boundaries in the
organization and crossing departments without regard to thefunctional silos that have existed for many years. When werealize the importance of managing the total flow of products orservices and all that comes before and after, we understand theextraordinary impact of the supply chain on today’s business.
As a result of perhaps understanding, as well as notunderstanding, the supply chain, both practitioners andhave appropriated the supply chain. Practitionersorganize their companies with supply chain managementresiding within marketing or operations. Some firms have alogistics department or organize supply chain management as
a separate functional entity.The current issue and full text archive of this journal is available at
Academics have embraced the study of supply chainmanagement in much the same way. With respect to academic
research, marketers began to look at the distribution ofproducts to the customers, called it logistics, and made it into
an area of study within marketing. Operations managersidentified the importance of the pre-transformation function,
specifically the shipment and storage of raw materials, andadded it to the areas of interest within operations
management research. Finally, the development ofsophisticated software to schedule production, shipments,
inventory, and inbound materials, effectively covering bothpre and post-transformation business functions, created
enormous interest on the part of information technologyresearchers.
It is no wonder that supply chain management has beenappropriated by each of these disciplines either directly or
indirectly. Marketing, logistics, operations, and eveninformation technology have each claimed ownership to
some degree in the business function that spans from theraw materials through the transformation and beyond to
customer delivery. Supply chain management, as individualpieces in the processes and linkages between the processes,
commands significant attention for both practitioners and
researchers alike due to the impact on the organization. Thelinkages in the supply chain, how they work, and how wellthe firm accomplishes them, are the bases for internal firmcapabilities that create competitive advantage for firmstoday.
In this paper, we present a research agenda for marketing
on supply chain management. The derivation of the agenda isbased on an interdisciplinary model for supply chain
management research initially presented at the annualDecision Sciences Institute conference in November, 2001.
The model uses marketing, operations, logistics/purchasing,and information technology, and the resulting intersections as
the basis for study. We argue for an extensive study of theliterature in each of the six intersections areas and havereviewed the literature relevant to Marketing in this paper.
The review was conducted by identifying key topics in eacharea, and establishing common and disparate topics in each ofthe paired functions. We then propose using the results of thefunctional and topical review to establish a two-part agenda
for marketing. This includes both collaborative researchbetween marketing and the other three functions, as well as
areas in which other functions are currently doing researchthat could also be done by marketing.
In the next section, we discuss the general description of themodel and the research design. In section 2, we discuss the
four functional components of the model and provide a briefdescription of the definition of supply chain managementfrom each of the discipline perspectives. We then follow theresearch design and introduce the academic journals and the
supply chain research in each discipline that has been
published from January 1999 through December 2002. Wemap each of the articles in the marketing journals to one of
the remaining three areas and also map the SCM articles ineach of the three areas back to marketing. In section 3 wediscuss each of the six intersections or dyads betweenfunctions, identify the “current” overlap in topics being
researched, and follow with the areas of “potential” overlap.In each of the three intersections with marketing, we addressthe key question of this research: is the intersection “null” or
should there be collaboration between the functionaldisciplines? We then establish a specific interdisciplinary
agenda for SCM research in marketing. We conclude withdiscussion and limitations.
An interdisciplinary model of supply chainmanagement research
The Interdisciplinary model of supply chain research is
conceptualized in Figure 1. Since the linkages in the supplychain flow from raw material to after-sales service, supply
chain management may take on intra and inter-functional aswell as inter-organizational dimensions. In this paper, we
choose to focus on the supply chain and its linkages withoutregard to the intra or inter-organizational components.
Given the organizational scope and the topical extent ofsupply chains and the linkages in them, the purpose of our
overall study is to organize interdisciplinary opportunities forresearch in supply chain management. The breadth and
depth of topics related to supply chain make this a significanttask.
One could argue that marketing is pervasive in a business.Indeed, from the industrial marketing perspective, that may
well be true. Industrial marketing managers (product
managers) are typically responsible for net income. A lookat the income statement reveals that the line items from
revenue to net income address virtually all expenses in abusiness. We have confined our discussion in this paper toestablishing a two-part research agenda for marketing. We aremotivated in this research by the challenge of interdisciplinaryresearch and the diverse perspectives needed to organize a
research agenda.
Thus, we pose several research questions:
. What is marketing doing in SCM research? Is theinclusion of supply chain into the marketing arena (both
academic and industrial) supported by publication in themarketing journals? For example, we would expect thatmarketing journals would include many articles related tosupply chain if, in fact, it was an accepted area of
marketing.
. How does it relate to what others are doing? Since we haveidentified supply chain as an interdisciplinary area ofstudy, how does the supply chain research in one arearelate to the research in other areas? Is there cooperation,collaboration, or no relationship at all? In order to answerthis question, we need to investigate the major journals ininformation technology, logistics, and operations. Weshould find overlapping topics in the other disciplines’
Figure 1 Interdisciplinary model of supply chain research Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
Volume 23 · Number 8 · 2008 · 520–528
521
journals if supply chain research in one area relates to that
in another.
. Does it matter? As in all research, we must ask afundamental question as to the importance of having aninterdisciplinary approach to supply chain research.Narrowly focused research has traditionally served well
in other areas of advancing knowledge. Why, then, is thetopic of supply chain research different?
In the event that supply chain research is different and, infact, interdisciplinary, we can ask additional researchquestions. In this manuscript, we ask these questionsspecifically of marketing:
. What is the content of the intersections between the
marketing and each of the other disciplines? If we areinterested in the intersections and the perspective of each
of the four functions, we need to identify the topics ofinterest from each perspective and map each of the topicsto the other three.
. Is the intersecting set null? What are the contents of theintersections between marketing and IT? Betweenmarketing and logistics? Between marketing andoperations? Are there areas of common interest or are
there none?
. Can we establish a collaborative research agenda? Thetopics that are being researched from two perspectives
should be opportunities for immediate collaborative
research. Additionally, we may be able to identify topics
that are currently viewed from a single perspective outside
of marketing but should be researched from a marketing
perspective.
Model description
The initial model shown in Figure 1 is a first step in the
interdisciplinary model. Since it is the linkages that are of
interest in our definition of SCM, the model is refined to
include the linkages, as shown in Figure 2. The four functions
are pictured at the corner points and the six dyadic
relationships are shown on the lines connecting the
functions. The “intersections” identify the areas of common
research.
The model (shown in Figure 2) illustrates the
interdisciplinary perspective of SCM research. As anexample of the intersecting boxes, in Figure 3, the shaded
areas represent the current overlap on supply chainmanagement research. These are topics that representimmediate opportunities for collaborative research. The“boxes” of interest in this manuscript are highlighted with a
heavy black line.
The topics that remain in either the unshaded portion ofthe boxes at the top or bottom in Figure 3 represent
opportunities for one discipline to borrow the topics currentlyresearched in the other. These topics have been identified into, say, information technology. However, the information
technology literature has not addressed this particular supplychain topic. Thus, the topic presents a future opportunity forinterdisciplinary collaboration in supply chain researchbetween marketing and information technology research.
Figure 2 Model of linkages with marketingFigure 3 Example of intersections
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
The same observation is true for both logistics and operationsmanagement research.
In summary, the contents of the three shaded boxes withheavy black lines in Figure 2 will form the basis for an
interdisciplinary agenda for marketing and supply chainresearch that will be an extension of topics identified by the
other three disciplines. The bottom three clear boxes (i.e. IT/Mktg) represent opportunities for marketing researchers inSCM to identify new topics and outlets for their own
research. The six clear boxes within the heavily outlined boxes
represent future collaboration opportunities. Therefore, by
populating this model with the topics identified in an
evaluation of the literature, we can construct an
interdisciplinary research agenda for marketing in supply
chain management.
Functional foundation of the model
In this section, we discuss the four functions that form the
foundation for our interdisciplinary model: marketing,
logistics, operations, and information technology. For each
function, we present a common view of supply chain
management as defined across the disciplines under study.
Historically, logistics has focused on the integration of
business processes within the supply chain from raw
materials to transformation, marketing from transformation
to end user, operations at the midpoint or transformation
phase and information technology linking all the supply chain
activities together through information exchanges. A more
holistic approach, consistent with today’s global market place,
defines supply chain management (SCM) as focusing on the
operation of the entire network of businesses that transform
inputs (e.g. raw materials and information) into finished
products and services, and delivers them to their end
customers. Other elements included are information systems
integration and the coordination of planning and control
activities (Lummus et al., 2001, p. 428).
From a marketing perspective, SCM refers to the
management of both internal and external customer
relationships, referred to in the literature as customer
relationship management. This can include the distribution
channels by which goods and services reach end users.
Marketing is primarily concerned with the upstream processes
and relationships, all directed toward satisfying the consumer.
Not surprisingly, the SCM topics in the marketing journals
are mostly about channels, including channel climate, power,
governance, performance, and customer and marketing
relationships. In addition, articles on information sharing,
e-commerce, and supply chain design and flexibility were
included in marketing journals.
Logistics authors have chronicled the prevalence of SCM in
organizations, moving from tactical issues such as reverse/
green logistics practices and mass customization to supply
chain strategy, design and integration. Electronic commerce
and e-supply chains are also popular topics in logistics
journals. Logistics practitioners and academics are no longer
beginning to view SCM as a technique for managing a
functional area; but as a management strategy and philosophy.
Of particular interest in the operations literature is that
much of the work is done in the front end of the supply chain,
consistent with the traditional interests of operations
personnel both in industry and in academe. Many of the
topics found in the operations journals related to the
transformation process side or operational aspects of the
supply chain.
In IT research we have a supply chain that deals with the
processing and exchange of data into information, then
knowledge, and finally, wisdom/judgment, as well as a reverse
flow (Tuomi, 1999). We can use this hierarchical model for
collaborative and participative problem solving within and
between organizations (Numamaker et al., 2000). In other
words, IT indirectly facilitates the effective and efficient
movement of data/information/knowledge and wisdom
between and within Porter’s primary activities (see Figure 4).
Model of linkages
The next step is to populate the interdisciplinary model with
research studies. First, we must identify the supply chain
management topics in each of the four functional areas.
Our goal in this first step is to generate a list of supply chain
management research articles in highly ranked or relevant
journals in each functional area. In order to populate the
interdisciplinary model, we first conducted an exhaustive
search of the literature in each functional area (marketing,
logistics, operations management, and information
technology). We began the search in each area by
identifying relevant and respected journals. In addition to
ANBAR, the ranking system of Emerald Management
Reviews, formerly ANBAR, rankings (Emerald, 2003), a
review of Cabell et al.’s (1999), and within discipline articles
ranking journals, we conducted a Delphi study of experts to
identify relevant journals in each field. We then searched for
“supply chain management” (SCM) or related terms in any
field (i.e. title or abstract) and the functional area (i.e.
marketing) in the journal title field. We rationalized the list of
“top” journals to the journals discovered during the search
and composed the final list of journals in each area. The list of
articles identified in the search was reduced to only those in
the final journals. Table I is a list of the journals selected from
marketing. First, we counted the number of articles in each
journal over the period under study. We did not include
introductory articles within a journal. We included all articles
(over five pages), and the number and percent of the articles
that were related to supply chain. We also identified the
number of articles that were mapped from the SCM articles
in the marketing journals to each of the other three
disciplines. As Table I shows, approximately 7 percent of
the total articles were related to the supply chain.
Figure 4 Informational exchange linkages
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
Next, we identified the main topic in each article, sorted the
articles by topic, and mapped each of the topics to one of the
three remaining functional disciplines. See Table II for an
example list of topics, articles and mapping for the SCM
research in marketing journals. Of the total 46 supply chain
articles, we mapped the majority (34) to logistics.
Next, we identified the journals in each of the other three
disciplines, logistics, IT, and operations, using the same
criteria. Table III identifies the journals used in the study in
IT, logistics, and operations. We then identified the SCM
articles in each of these journals and mapped the articles that
were relevant to marketing. Table III shows the total number
of articles in each journal, the number and percentage of
articles related to the supply chain, and the number of articles
mapped to marketing.
We then matched both sides of the analysis. As an example,
we aligned the articles in the marketing journals that mapped
to IT and the articles in the IT journals that mapped to
marketing. The topics that match are areas for collaborative
research and are shown in Table IV.
While there is certainly a measure of subjectivity in the
analysis, we attempted to minimize by having at least two of
the researchers follow the protocol established for article
identification. We then resolved the differences through
discussion as to classification of the articles.
We then identified the SCM topics that are being
researched from the perspective of the other discipline, say
IT, and mapped to marketing that are not being researched in
marketing. These topics appear in Table V and represent
potential areas for research in marketing journals.
This process yields the following:
. Topics that are being researched from the Marketing
perspective but not the IT, logistics, or operations
perspectives.
. Topics that are being researched from the IT, logistics, or
operations perspectives but not the Marketing perspective.
. Similar (or identical) topics that are being researched from
both the marketing and IT perspective, the Marketing and
the logistics perspective, or the marketing and the
operations perspective.
Items 1 and 2 populate the white portions of the model (see
Figure 2) while Item 3 populates the shaded portion of the
model. Further description of the white area on the upper
portion of Figure 2, reveals that topics in this area appear in
marketing journals. They relate to SCM and involve the IT,
logistics, or operations aspects of SCM. Items in the bottom
portion appear in IT journals, relate to SCM, and involve the
Marketing aspect of SCM. The topics that are listed in the
shaded portion of Figure 2 are the topics that are similar to or
match the corresponding marketing/IT and IT/marketing
topic lists (or marketing/logistics and logistics/marketing or
marketing/operations and operations/marketing). Simply put,
the topics in the shaded portion of the intersections are
currently interdisciplinary SCM research topics. The topics in
the white portions, by definition, are candidates for an
interdisciplinary research agenda.
SCM research agendas in marketing
The model presented is a framework for identifying future
research direction. In the marketing discipline, we find that
these intersections are populated. This means that there are
topics that are currently being researched from both sides of
the Marketing dyads. Since we do not find common authors
publishing in both fields’ journals, we can conclude that
researchers from one side of the dyads are not collaborating
with researchers from the other side of the dyads. In fact, as
we previously stated, the topic names may be different and
not easily recognizable by the researchers. Although this is
easily resolved, as an example, in the Marketing journals, we
see articles related to the Internet while in the IT journals, the
topic is referred to as e-commerce.
We can see many possibilities for the shaded areas of the
intersections. In our example, the marketing authors may look
toward the IT or other journals as potential outlets for their
work. Additionally, they should look toward collaboration
with IT or other researchers to expand their horizons and add
a different perspective.
Not only are we interested in identifying the areas for
collaborative research, we are also interested in establishing
functional research agendas based on the review of SCM. As
noted previously, the white areas in the model of linkages (see
Figure 2) were also populated from our investigation. These
are the topics in SCM research that are being researched in
one functional area (such as marketing) but are mapped to
another (say IT). In the case of our example, we were not able
to find corresponding topics in the IT journals when we
searched for SCM articles. Again, in our example, a research
agenda for SCM by IT researchers would include the topics
currently being researched in marketing.
Specifically from our example as shown in Table V, an
interdisciplinary research agenda for marketing SCM
researchers may be derived. Logistics journals have
published articles on product differentiation, customization,
and postponement. In our analysis, we have mapped these
articles to marketing. However, we have not found any SCM
articles in the marketing journals that are in the area of
product differentiation, customization, or postponement.
Thus, these topics could be researched by marketers with
respect to the supply chain. Marketing researchers should
Table I Marketing journals selected for review
Journals selected (abbreviation)
Articles
reviewed
Total of articles
on SCM
Articles on
SCM (%)
Articles mapped
to logistics
Articles mapped
to operations
Articles mapped
to IT
JBIM 122 21 17.25 15 2 2
IMM 222 30 13.51 20 5 5
Academy of Mktg Science 140 8 5.71 7 1
Jnl of Marketing 191 6 3.14 5 1
Jnl of Marketing Research 147 2 1.36 2
Total 700 46 6.57 34 5 7
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Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
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Volume 23 · Number 8 · 2008 · 520–528
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review the published research in the logistics journals as a
starting point for interdisciplinary research.
Further, in the logistics journals, reverse or green logistics
articles were mapped to marketing. These include such
articles as Daugherty et al. (2001) in which reverse logistics
programs are highlighted as a sales mechanism. This is an
area not discussed in the marketing journals.
A number of different research topics were present in the
operations journals that were clearly mapped to marketing.
Topics such as franchises, price negotiations, and pricing, in
general, are fruitful areas for marketing researchers with
respect to the supply chain. Product customization, product
design, and product development are areas that are related to
marketing, specifically with respect to new product
introduction. The impact on the supply chain and the
customer should provide fertile ground for marketing
researchers.
Supply chain coordination and information sharing across
the supply chain are areas that are addressed by operations
researchers and, not obviously by marketing researchers.
Finally, the IT research with respect to SCM and mapped
to marketing topics include customer relationship
management and data warehouses. Product positioning is
clearly reflected in the IT journals on supply chain research.
Buyer behavior and product positioning were highlighted in
the IT journals and the topics of the articles mapped them to
marketing.
These are but a few ideas toward a research agenda. Refer
to Table V for a complete list of topics.
Discussion and managerial implications
In this paper we have presented an interdisciplinary model of
supply chain research for marketing and three additional
Table II SCM articles in marketing journals
Topics Mapped to Research articles
Information sharing systems IT Ballou, R.H., Gilbert, S.M., and Mukherjee, A. (2000)
Power in interfirm relationships IT Geyskens, Inge, Gielens, Katrijn, and Dekimpe, Marnik G. (2002)
Channel management/B2b IT Webb, K.L. (2002); Mirani, R., Moore, D. and Weber, J.A. (2001)
Communication and conflict IT Webb, K.L. (2002)
Internet IT Boyle (2001); Lancioni, R.A., Smith, M.F. and Oliva, T.A. (2000); Roberts, J.H. (2000);
Pitta (2002)
B2b value chain LOG Evans, J.R. and Berman, B. (2001)
Channel climate/power LOG Kim, K. (2000); Kasulis, J.J., Morgan, F.W., Griffith, D.E. and Kenderdine, J.M. (1999);
Geyskens, Inge, Gielens, Katrijn and Dekimpe, Marnik G. (2002)
Channel management – governance LOG Johnson, J.L. and Umesh, U.N. (2002); Alvarado, U. Y. and Kotzab, H. (2001)
Channel performance LOG Gilmour (1999); Kotzab (1999); Ballou, R.H., Gilbert, S.M. and Mukherjee, A. (2000);
Andersen, B., Fagerhaug, T., Randmael, S., Schuldmaier, J. and Prenningerk, J. (1999);
Webb and Hogan (2002)
Channel relationships LOG Donaldson and O’Toole (2002); Gaski, J.F. and Ray, N.M. (2001); Simpson, P.M., Siguaw,
J.A. and Baker, T.L. (2001); Geyskens, I., Steenkamp, J.-B. and Kumar, N. (1999); Hibbard,
J.D., Kumar, N., and Stern, L.W. (2001); Handfield, R.B. and Bechtel, C. (2002), Weber
(2000); Whipple and Gentry (2000)
Channel relationships – interfunctional LOG Narayandas, D., Caravella, M. and Deighton, J. (2002); Ellinger, A.E. (2000)
Channel relationships/international LOG Paswan and Young (1999); Li, L. and Ng, P. (2002); Czinkota, M.R. and Kotabe, M.
(2000); Liu and Wang (1999); Shamdasani, P., Keh, H.T. and Chan, K.T. (2001)
Design and flexibility in the supply chain LOG Lancioni, R.A. (2000); Christopher, M. (2000)
Framework business processes integration LOG Srivastava, R.K., Shervani, T.A. and Fahey, L. (1999); Lambert, D.M. and Cooper, M.C.
(2000)
Inventory management LOG Weber, M.M. (2000)
Relationship management LOG Giller, C. and Matear, S. (2001); Naude, P. and Buttle, F. (2000); Gilliland, D.I. and Bello,
D.C. (2002); Baker, T.L., Simpson, P.M. and Siguaw, J.A. (1999); Johnson, J.L. (1999)
Service quality LOG Mentzer, J.T., Flint, D.J. and Hult, G.T. (2001); Durvasula, S., Lysonski, S. and Mehta, S.C.
(2002); Panigyrakis and Veloutsou (1999)
Supply chain design LOG Reutterer, T. and Kotzab, H.W. (2000), Lohtia and Subramanian (2000)
Vendor supplier relationships LOG Bask, A.H. (2001); Emerson, C. and Grimm, C. (1999); Webster, F.E. Jr (2000); Goodman,
L.E. and Dion, P.A. (2001); Kalafatis, S.P. (2002); Weber, J.A. (2001)
Buyer supplier relationship commitment OPS Hult, G.T.M., Ferrell, O.C., Hurley, R.F. and Giunipero, L.C. (2000)
Channel relationships OPS Li, Z.G. and Dant, R.P. (1999), Leach, M.P., Mesquita, L. and Downey, W.D. (2001)
Forecasting OPS Moon, M.A., Mentzer, J.T. and Jr, D.E.T. (2000)
Inventory management OPS Vergin, R.C. and Barr, K. (1999)
Production management OPS Ballou, R.H., Gilbert, S.M. and Mukherjee, A. (2000); Hult, G.T.M., Ketchen, D. and Slater,
S.F. (2002)
Note: Full bibliography available upon request
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
Volume 23 · Number 8 · 2008 · 520–528
525
disciplines (IT, logistics, and operations). We have highlighted
the importance of a multi-disciplinary approach to advancing
knowledge in supply chain research. We began by asking a
number of questions:
. Who is doing “what” in SCM research?
. How does it relate to what others are doing?
We found in our preliminary investigation of marketing SCM
research that there are a number of topics that are being
researched in two areas. However, a review of the authors
involved leads us to believe that collaboration is limited. It is
possible but we see little evidence of multiple authors working
in different fields collaborating on the same topic.
The topics relate to what others are doing in various fields. In
fact, a preliminary inquiry of the importance of the
collaborative research topics to practitioners revealed that
the topics uncovered by the interdisciplinary approach were
high on the priority list of concerns for industry professionals.
Table III Journals selected for review in IT, logistics, and operations
Journals selected (abbreviation)
Articles
reviewed
Total of articles
on SCM
Articles on
SCM (%)
Articles mapped
to marketing
IT journals
Communications of the ACM (CACM) 357 16 4.5 2
Decision Sciences (DS) 109 13 11.9 1
Information Systems Management (ISM) 113 17 15.0 3
Journal of Global Information Technology Management (JGITM) 40 18 45.0 0
Journal of Management Information Systems (JMIS) 112 7 6.3 1
MIS Quarterly (MISQ) 62 5 8.1 1
IT journal total 793 76 9.5 8
Logistics journals
International Journal of Physical Distribution and Logistics Management (IJPDLM) 148 86 58.1 17
International Journal of Logistics Management (IJLM) 60 47 78.3 9
Journal of Business Logistics (JBL) 65 31 47.6 2
Logistics Information Management (LIM) 148 25 16.9 –
Supply Chain Management – An International Journal (SCMIJ) 102 20 19.6 3
Transportation Journal (TJ) 64 5 7.8
Transportation Research, Part E (TR-E) 90 7 7.8 1
Logistics journal total 677 221 32.6 32
Operations journals
International Journal of Production Management (IJOPM) 291 36 12.37 4
Journal of Operations Management (JOM) 136 24 17.65 4
Production Inventory Management Journal (PIMJ) 91 10 10.99 0
Production Operations Management Society Journal (POMS) 120 27 22.50 2
IEEE Transactions on Engineering Management (IEEE) 153 9 5.88 0
Management Science (MS) 404 38 9.41 8
Manufacturing Services Operations Management (MSOM) (only 2002) 15 1 6.67
Operations journal total 1,354 151 11.15 19
Table IV Supply chain management collaborative research agendas
Dyad functions Topics
MKTG/LOG Channel interfunctional relationships (e.g. logistics/
marketing interface)
E-commerce/B2B value chain
Relationship management
Customer service quality/fulfillment
MKTG/OPS Channel relationships and satisfaction
Forecasting
MKTG/IT E-commerce/internet shopping
Table V SCM/marketing topics in non-marketing journals
Research agenda for marketing
LOG Product differentiation, customization, postponement
Reverse/green logistics
OPS Franchise and price negotiation
Information sharing
Pricing
Product customization/postponement
Product design, product development
Secondary markets
Supply chain coordination
IT Artificial neural networks/forecasting
Buyer behavior
Customer data warehouses, customer relationship management
Customer service
Product position strategies
Note: Full bibliography available upon request
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
Volume 23 · Number 8 · 2008 · 520–528
526
We, of course, believe that the interdisciplinary approach
matters in supply chain research. As we completed our study,
we understand more fully that the supply chain touches so
many different functions in the organization that it is
impossible for it to be narrowly focused. Fully populating
the model of linkages will be no small task.
We need to identify the specific outcomes of our study with
respect to the model. What is the content of the intersections
between the disciplines? Is the intersecting set null?
We were able to populate the intersections of our
exploratory dyads. While we found that the immediate areas
for collaboration somewhat limited, we expect that there will
be other dyads that will be ripe with opportunities.
What are the contents of the intersections? Are there areas
of common interest or are there none? Can we establish a
collaborative research agenda?
The SCM topics that we identified that are currently being
researched in one discipline but not the other are perfect
topics for a research agenda. Collaboration with the other
function would be a good way to “jump start” the research.
We have answered our preliminary questions through an
exploratory analysis of the SCM literature related to
marketing. Additionally, we have provided a set of topics in
each of the intersecting areas that are currently being
researched from two perspectives. These topics could
benefit from a collaborative approach. Finally, we were able
to see how to set the research agenda in supply chain for each
of the four functions studied.
What are the real implications of an interdisciplinary
research agenda? In the medical field, both research and
practice look at the “whole” person. The approach has clearly
lead to significant advances in medicine. In the information
systems arena, the total systems approach has spawned ERP
systems (enterprise reporting systems). The value to the
organization from the holistic view has been important.
The total systems perspective also applies to the supply
chain. The inter and intra-firm relationships that are the
supply chain also illustrate business process thinking
(Koteinikov, 2006). Koteinikov talks about business process
thinking and the idea of looking at the world from a crossfunctional
perspective. The illustration of the supply chain as
a business process reinforces the multiple discipline research
agenda.
If supply chain management research is conducted from a
single perspective, the ability to respond to issues from a
holistic view will not be developed. Using an interdisciplinary
agenda, the frontiers of knowledge on supply chain will be
expanded and the ability to deal with the issues of a crossfunctional
process will be increased. Managers will be helped
by researchers by being able to both view and resolve
problems from an holistic perspective. Identifying and
addressing issues from a systems perspective, should give
managers the ability to anticipate both objectives to a
situation at hand as well as find solutions to those objections
that meet with the approval of multiple stakeholders.
Limitations and future research
This research has several limitations. Using an automated
extraction of articles from published databases by using
keywords may present inconsistencies. While we have doublechecked
all categorizations and resolved differences through
consensus, there are still some automated searches that will
not achieve the same article set. We have attempted to crosscheck
the categories by having multiple members of our team
assess each article. We have attempted to minimize the
inconsistencies by documenting the process and crossvalidating
the work in each function with at least two of the
research team independently extracting, categorizing, and
mapping the articles.
Another limitation that arose was in terms of language.
Since our research team consisted of researchers from
different functional areas, we had to address semantics
issues as we conducted the study.
We also limited the initial endeavor to mapping only as a
dyad and only using a dichotomous variable. Either the article
mapped to another functional area on a single topic or
keyword, or it did not. Future work on this model may
include an ordinal ranking system or multi-topic mapping.
There are a number of areas for future research. While the
research agendas, both current and future, provide a good
foundation, it is necessary to delve even further into each of
the functional areas and dyads in order to be very specific on
the possibilities for interdisciplinary work in supply chain
management. However, as in all research areas, we need to be
sure not to overly blend the streams and thus lose the
specificity of the individual streams and the look at the dyads.
References
Cabell, D.W.E., English, D.L. and Abernethy, B. (1999),
Cabell’s Directory of Publishing Opportunities in Management
and Marketing: 1997-98, Cabell Publishing Company,
Beaumont, TX.
Daugherty, P.J., Autry, C.W. and Ellinger, A.E. (2001),
“Reverse logistics: the relationship between resource
commitment and program performance”, Journal of
Business Logistics, Vol. 22 No. 1, p. 107.
Emerald (2003), “Emerald management reviews”, available
at: ¼ 4718470/cl ¼ 14/
nw ¼ 1/rpsv/reviews/journals.htm (accessed December 10,
2003).
Koteinikov, V. (2006), “Business process thinking: shift from
traditional mindset”, available at: www.1000ventures.com/
business_guide/process_thinking.html (accessed December
10, 2006).
Lummus, R.E., Krumwiede, D.W. and Vokurka, R.J. (2001),
“The relationship of logistics to supply chain management:
developing a common industry definition”, Industrial
Management & Data Systems, Vol. 101 Nos 8/9, pp. 426-33.
Numamaker, J.F. Jr, Briggs, R.O., De Vreede, G.J. and
Sprague, R.H. Jr (2000), “Special issue: enhancing
organizations’ intellectual bandwidth: the quest for fast
and effective value creation”, Journal of Management
Information Systems, Vol. 17 No. 3, pp. 3-9.
Tuomi, I. (1999), “Data is more than knowledge: implications
of the reversed knowledge hierarchy for knowledge
management and organization memory”, Journal of
Management Information Systems, Vol. 16 No. 3, pp. 103-17.
Corresponding author
Diane H. Parente can be contacted at: [email protected]
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing
Volume 23 · Number 8 · 2008 · 520–528
527
Executive summary and implications for
managers and executives
This summary has been provided to allow managers and executives
a rapid appreciation of the content of the article. Those with a
particular interest in the topic covered may then read the article in
toto to take advantage of the more comprehensive description of the
research undertaken and its results to get the full benefit of the
material present.
In the field of medicine, both those involved in research and
practice look at the “whole” person and this interdisciplinary
approach has clearly led to significant advances in medicine.
Similarly, in the information systems arena, the total systems
approach has spawned ERP (enterprise reporting) systems
that have been valuable from an holistic view to the
organization.
In supply chain management, however, both practitioners
and academics have appropriated the supply chain.
Practitioners organize their companies with supply chain
management (SCM) residing within marketing or operations,
with some firms having a logistics department or organize
SCM as a separate functional entity. Academics have
embraced the study in much the same way.
With respect to academic research, marketers began to look
at the distribution of products to the customers, called it
logistics, and made it into an area of study within marketing.
Operations managers identified the importance of the pretransformation
function, specifically the shipment and storage
of raw materials, and added it to the areas of interest within
operations management research. Finally, the development of
sophisticated software to schedule production, shipments,
inventory, and inbound materials, effectively covering both
pre and post-transformation business functions, created
enormous interest on the part of information technology
researchers.
It is no wonder that SCM has been appropriated by each of
these disciplines either directly or indirectly with marketing,
logistics, operations, and even information technology each
having claimed ownership to some degree in the business
function that spans from the raw materials through the
transformation and beyond to customer delivery.
Supply chain management, as individual pieces in the
processes and linkages between the processes, commands
significant attention for both practitioners and researchers
alike due to the impact on the organization. The linkages in
the supply chain, how they work, and how well the firm
accomplishes them, are the bases for internal firm capabilities
that create competitive advantage for firms today.
In presenting the case for a more collaborative appraisal of
different disciplines, Diane H. Parente et al. say that if supply
chain management research is conducted from a single
perspective, the ability to respond to issues from a holistic
view will not be developed. Using an interdisciplinary agenda,
the frontiers of knowledge on supply chain will be expanded
and the ability to deal with the issues of a cross-functional
process will be increased.
Managers will be helped by researchers by being able to
both view and resolve problems from an holistic perspective.
Identifying and addressing issues from a systems perspective
should give managers the ability to anticipate situations as
find solutions that meet with the approval of multiple
stakeholders.
The authors present an interdisciplinary model of supply
chain research for marketing and three additional disciplines
(IT, logistics, and operations), highlighting the importance of
a multi-disciplinary approach to advancing knowledge in
supply chain research. The interdisciplinary approach matters
in supply chain research as the supply chain touches so many
different functions in the organization that it is impossible for
it to be narrowly focused.
After asking “Who is doing what in SCM research?” and
“How does it relate to what others are doing?” they found in
their preliminary investigation of marketing SCM research
that there are a number of topics that are being researched in
two areas. However, a review of the authors involved
indicated that collaboration is limited, with little evidence of
multiple authors working in different fields collaborating on
the same topic.
The topics relate to what others are doing in various fields.
In fact, a preliminary inquiry of the importance of thecollaborative research topics to practitioners revealed that the
topics uncovered by the interdisciplinary approach were highon the priority list of concerns for industry professionals.
Fully populating their model of linkages between thevarious disciplines is recognized as being no small task.Specific outcomes of the study with respect to the model needto be identified. What is the content of the intersectionsbetween the disciplines? Is the intersecting set null?
The authors were able to populate the intersections of their
exploratory dyads. While they found that the immediate areasfor collaboration somewhat limited, they expect that there willbe other dyads that will be ripe with opportunities. They ask:
What are the contents of the intersections? Are there areas ofcommon interest or are there none? Can we establish a
collaborative research agenda?
The SCM topics identified that are currently beingresearched in one discipline but not the other are perfect
topics for a research agenda. Collaboration with the otherfunction would be a good way to “jump start” the research.
In future it will be necessary to delve even further into eachof the functional areas and dyads in order to be very specificon the possibilities of interdisciplinary work in SCM –
without overly blending the themes and consequently losingthe specificity of the individual streams.
(A pre´cis of the article “Marketing and supply chain management:
a collaborative research agenda”. Supplied by Marketing
Consultants for Emerald.)
Marketing and supply chain management
Diane H. Parente, Peggy D. Lee, Michael D. Ishman and Aleda V. Roth
Journal of Business & Industrial Marketing