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The purpose of this paper is to examine the impact of sustainability training and knowledge on sustainable supply chain practices (SSCP) and the resulting impact on sustainable supply chain outcomes (SSCO) and firm performance. It also provides a valid and reliable measure of SSCO.

Data collected from 129 manufacturing managers are analyzed using a partial least squares structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations improved sustainability training and knowledge, utilize SSCP, the degree to which SSCO result, and the subsequent operational performance (OPP) and environmental economic performance (EEP).

Organizational sustainability training and knowledge positively impacts SSCP, and the utilization of SSCP results in SSCO which favorably impact OPP and EEP.

The study is limited to manufacturing organizations.

Practitioners are encouraged to improve organizational learning and training and are provided with a valid and reliable scale for measuring the outcomes of their sustainable practices. Combined with the work of others, this provides a framework for evaluating different aspects of sustainability with a firm.

Improved green manufacturing practices improves the environment by eliminating all forms of waste and provides eco-friendly products and services.

A sustainable supply chain training and knowledge model is proposed and empirically assessed. The results of this investigation support the proposition that sustainability training and knowledge support the implementation of sustainability supply chain practices which, in turn, improve sustainability outcomes and operational and EEP.

Two of the most pervasive trends in purchasing management during the 1980s were the increased usage of global sourcing and the development of JIT sourcing. Both practices have become quite popular because of the significant competitive benefits they provide to the firms that successfully implement them. Despite their increasingly widespread adoption, these two sourcing strategies have traditionally been viewed as incompatible; therefore, most firms have not sought to integrate them in their efforts to enhance competitive position. Explores the potential of using logistics to facilitate the concurrent usage of global and JIT sourcing. Combines a conceptual discussion with an empirical study to understand better the opportunities to develop integrated global/JIT materials.

The dynamic nature of today’s global marketplace places a premium on a firm’s ability to anticipate and to respond to customer needs as well as changing competitive pressures. Within this environment, developing a successful manufacturing strategy can be critical to the firm’s long‐term competitive success. This paper looks at the potential for using the product life cycle (PLC) as a strategic anchor in the manufacturing strategy planning process. Results of an empirical study that investigated the fit of 44 manufacturing techniques across the PLC stage are presented. The implementation status and impact of the various manufacturing techniques is also considered.

This study aims to assess the impact of a JIT‐selling strategy on organizational structure by generally replicating the previous work of Germain et al.

In contrast to the sample population of logistics managers surveyed by Germain et al. this research draws on data from manufacturing executives with marketing responsibilities. More importantly, a major limitation of the earlier research, use of a single‐item scale measurement of the JIT‐selling construct, is overcome. A structural equation modeling approach was used to assess the impact of JIT‐selling on the organizational structure dimensions of integration, performance control, specialization, and decentralization.

Germain et al. found that JIT‐selling impacts performance control, specialization, and scheduling decentralization but not integration. While the results of this study support earlier findings that JIT‐selling impacts performance control and specialization, the results alternately find support for a relationship between JIT‐selling and integration and refute the previous finding that JIT‐selling is related to decentralization.

The findings generally support the proposition that adoption of a JIT‐selling strategy will result in changes in organizational structure.

Manufacturing managers working to strengthen relationships with customers through a JIT‐selling approach should prepare for organizational change in terms of increased integration, performance control, and specialization.

JIT strategies are being used to strengthen the operations/marketing interface within the manufacturing sector. Specifically, this study assesses the impact of the JIT‐selling strategy on organizational structure in an effort to verify the work of Germain et al.

Increasing competitive parity in the areas of cost and quality has forced global manufacturers to seek other sources of competitive advantage with new product development rapidly becoming the focal point in the quest for sustained growth and profitability. The essence of today′s new product development strategies is the simultaneous development of the new product and the accompanying manufacturing process such that quality is enhanced, costs reduced, and lead times shortened. The implementation of the integrated product development (IPD) process has come to depend on the use of multi‐functional teams. Today, outside suppliers represent increasingly important members of the new product development team. Supplier involvement promotes better resource utilization, the development and sharing of technological expertise, and network effectiveness. Explores the state of supplier involvement in the IPD process, and compares the practices of US and European firms.

This paper aims to provide the results of a survey of supply chain management (SCM) courses in higher education. This research is unique because it represents the first large-scale study of undergraduate SCM course syllabi taught at universities.

The unit of analysis is an SCM syllabus. Content analysis was performed on each syllabus to identify the actual course coverage including requirements, pedagogy and content emphasis. This aggregated information was used to compare historical research findings in this area, with the current skills identified as important for career success. This data provides the input for a gap analysis between offerings in higher education and those needs identified by practitioners.

Data gathering efforts yielded a sample of 109 undergraduate courses representing 79 schools across North America. The aggregate number of topics covered in undergraduate courses totaled 120. The primary evaluation techniques include exams, projects and homework. Details regarding content and assessment techniques are provided along with a gap analysis between the coverage of supply chain courses and the needs identified by previous academic research.

This study is the first large-scale content analysis of undergraduate SCM course syllabi. The goal is to use this data as a means of continuous improvement in the quality and value of the educational experience on a longitudinal basis. The findings are designed to foster information sharing and provide data for benchmarking efforts in the development of SCM courses and curricula in academia, as well as training, development and recruitment efforts by professionals in the field of SCM.

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

This paper aims to provide the results of a survey of courses dedicated to the field of supply chain management in higher education. This research is unique because it represents the first large-scale study of graduate supply chain management courses taught at universities globally.

Content analysis was performed on each syllabus to identify the actual course content: requirements, pedagogy and content emphasis. This aggregated information was used to compare historical research findings in this area, with the current skills identified as important for career success. This data provides input for a gap analysis between offerings in higher education and those needs identified by practitioners.

Data gathering efforts yielded a sample of 112 graduate courses representing 61 schools across the world. The aggregate number of topics covered in graduate courses totaled 114. The primary evaluation techniques include exams, projects and homework. Details regarding content and assessment techniques are provided along with a gap analysis between the supply chain management course content and the needs identified by APICS Supply Chain Manager Competency Model (2014).

The goal is to use this data as a means of continuous improvement in the quality and value of the educational experience on a longitudinal basis. The findings are designed to foster information sharing and provide data for benchmarking efforts in the development of supply chain management courses and curricula in academia, as well as training, development and recruitment efforts by professionals in the field of supply chain management.

Increasing competitive pressure over the past 20 years has forced many companies to re‐evaluate their value‐added systems. This re‐evaluation has greatly amplified the managerial attention focused on purchasing. Indeed, many firms have begun to emphasize purchasing in their attempts to improve their competitive positions. Two advanced sourcing practices have been particularly important: global and JIT sourcing. This paper: 1) reviews the literature pertaining to these two sourcing practices, 2) considers potential competitive impact, 3) explores issues of compatibility, and 4) presents future research directions.

The development of co‐ordinated global manufacturing is an important approach to enhancing competitiveness. However, global manufacturing strategies provide the greatest competitive advantage when they are appropriately supported through key value‐added logistics and purchasing activities. Examines the relationship between global manufacturing and strategic advantage, emphasizing the need to establish adequate logistics and purchasing support. Presents a conceptual overview of the topic and reports the results of a survey‐based empirical study. Objectives are to examine the state of current logistics and purchasing practice as they relate to supporting the global network, and to evaluate the performance of these key activities as they support global operations.