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The purpose of this paper is to develop a framework for measuring the S&OP process performance.

The method used is a multiple case study of five companies from different industries based on data from 12 structured interviews.

The main result is a framework to measure the S&OP process. It includes concrete suggestions for organizations when developing measures to increase effectiveness and efficiency of the process. It will also help organizations to standardize measures and to enhance organizational transparency. Our results include measures for every step of the process as well as for the outcome of the process. The authors highlight the importance of cross-functional measures along with measures that focus on how to conduct the process. The framework is founded on a set of criteria on appropriate measures such as comprehensiveness, internal process efficiency, horizontal and vertical integration, internal comparability, and usefulness. The study contributes to performance measurement literature and the S&OP literature.

Validation of the framework is desirable in similar as well as other contexts. Implementation challenges should also be investigated.

The framework provides guidelines in order to measure, analyze and improve the effectiveness and the efficiency of the process.

This is the first framework for measuring the S&OP process that includes detailed measures for each step of the process, for the outcome of the process as well as how to conduct the process itself.

The purpose of this paper is to examine various aspects of integration in order to structure and define the concept of supply chain management integration.

The study is based on an extensive literature review in three steps and a series of interviews with leading supply chain management (SCM) consulting firms.

The authors found limited empirical research discussing SCM integration beyond the dyadic level and there is a lack of empirical evidence supporting the claimed benefits of supply chain management integration, especially beyond the dyadic level. There is also a lack of detailed frameworks and concrete recommendations for how supply chains can become more integrated. In fact, there is significant confusion regarding the term SCM integration and thus the paper proposes a definition of supply chain management integration.

In terms of limitations, it is feasible that an extended literature review could have provided additional information. Similarly, additional interviews would have been preferable, yet given the level of expertise; and the access granted, the authors believe the current number of respondents is sufficient.

The findings, and the authors' effort to structure and define the term supply chain management integration, can facilitate organizational developments in this area.

Academic literature suggests that integration is a requirement for supply chain management. However, integrated supply chain management is difficult to define and it seems hard to operationalize in practice. It could also be argued that there has been a significant amount of hype regarding the potential as well as the results of SCM integration.

This study aims to review the current research in the digitalization of the humanitarian supply chain performance management (HSCPM) and complement the insights found in the literature with the support of humanitarian organization (HO) reports. As a result, this study also identifies research gaps and directions for future research.

The study first used a systematic literature review using the Preferred Reporting Items for Systematic Reviews and Meta-Analysis to collect and review 25 peer-reviewed articles. Second, the study complemented the articles’ findings by collecting and analyzing 12 HO reports.

The study reveals the common understanding and links between HSCPM concepts and digitalization approaches, determining that the digitalization approaches per se used in the literature are indistinct and fragmented. Furthermore, it reveals the gaps between literature and practice that cause the research to develop slowly. Some suggestions are made to aid relevant future research. Both gaps and research directions are presented in Table 5.

This study first contributed to methodology in reviewing the digitalization of HSCPM research from literature and practical perspectives. There is a need to expand the data collection scope, integrate various analyses and foster collaborations with multi-disciplinary researchers and practitioners.

This study highlights the gaps and potential pathways for the research community to conduct future research investigations into the digitalization of HSCPM.

To the best of the authors’ knowledge, this is one of the first studies to analyze the HSC’s current research into the application of digitalization in HSCPM from both academic and practical perspectives. It also provides a replicable methodology for future studies.