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The purpose of this paper is to discuss the roles of a supply chain management (SCM) department. To achieve that, this study empirically examines the relationship between internal supply chain structure and operational performance, using survey data collected from 108 Japanese manufacturers.

Based on a literature review of not only organizational theory but also other fields such as marketing, logistics management, operations management and SCM, this study focused on two structural properties, formalization and centralization and divided operational performance to firm-centric efficiency and customer-centric responsiveness. To examine the analytical model using these dimensions, this study conducted a structural equation modeling.

The correlation between centralization of operational tasks and centralization of strategic tasks, the impacts of centralization of both tasks on formalization and the effect of formalization on responsiveness performance were demonstrated. In addition, the reasons for formalization not positively influencing efficiency performance were explored through follow-up interviews.

Manufacturers need to formalize, as much as possible, a wide range of SCM tasks to realize operational excellence. To establish such formalized working methods, it is effective to centralize the authorities of both operational and strategic tasks in a particular department. In addition, inefficiency due to strict logistics service levels is a problem that all players involved in the supply chain of various industries should work together to solve.

The theoretical contribution of this study is that the authors established an empirical process that redefined the constructs of formalization and centralization, developed these measures and examined the impacts of these structural properties on operational performance.

The purpose of this paper is to provide some empirical evidence of the relationship between strategy and structure/processes in supply chains on the basis of the results of an exploratory analysis using survey data from Japanese manufacturers.

This study explores the differences of structure/processes among the four supply chain strategies, that is, efficient, responsive, efficient/responsive, and traditional. Specifically, this study conducts a one-way analysis of variance of the structure/process variables by supply chain strategies.

As the results of exploratory analysis including follow-up interviews with survey respondents, this study found many differences between traditional and efficient/responsive firms on process variables. With regard to structure variables, the existence of a supply chain management department, which is a variable of internal structure, in responsive and efficient/responsive firms is statistically more likely than in efficient firms. In addition, this study found significant differences between efficient and responsive firms, and traditional firms on some variables of external structure.

The results of this study explain why efficient/responsive firms can achieve high level of customer service and low operating cost, which is demonstrated by Qi et al. (2009). In addition, this study statistically ensures the validity of Stavrulaki and Davis’s (2010) proposition that firms with agile strategy tend to conduct opportunistic collaboration or have collaborative barriers with their suppliers because of their flexible supply base.

This is the first empirical study that explores the relationship among management elements in supply chains including not only strategy but also structure and processes. Through this study, it is implied that the strategy-structure-processes-performance paradigm adopted in this study is useful for exploring the patterns of other management elements that fit in with supply chain strategies.

The purpose of this paper is to extract some implications for managing the transition process of demand forecasting.

Using case study methodology, this paper describes a case of the transition from a judgmental to an integrative method in demand forecasting at Kao Corporation in Japan and extracts useful implications from the case.

Even if the forecaster and user are not the same, it is found that firms can realize an integrative method of using judgment as input to model building through effective transition management of demand forecasting.

The results of this paper are from a case study. To examine the validity and effectiveness, future research needs to continue case studies and search for cross‐case patterns.

In the transition process of demand forecasting, it is very useful for firms that the forecaster demonstrates the benefits of new forecasting methods through experiential initiatives, solves various problems with the user at the beginning of the transition process, and creates opportunities so that the user experientially acquires the technical knowledge of the forecaster.

Through describing a case of the transition process of demand forecasting in detail, this paper finds useful means for managing the transition process of demand forecasting.

The purpose of this paper is to empirically examine the impact of internal and external collaborative forecasting and planning on logistics and production performance.

To measure the degree of collaborative forecasting and planning, the concept of collaboration is categorized into three dimensions: sharing resources, collaborative process operation, and collaborative process improvement. Based on these dimensions, a survey of Japanese manufacturers was conducted and the analytical model is proposed to examine using structural equation modeling.

There are positive relationships between internal and external collaborative forecasting and planning. Upstream and downstream collaborative forecasting and planning are also positively related. Internal collaborative forecasting and planning has a positive effect on relative logistics and production performance. External collaborative forecasting and planning does not have a significant effect on relative logistics and production performance.

This study does not clarify how firms can achieve the improvement of forecasting and planning process. Future research should investigate the mechanism of process improvement in supply chain.

Not only sharing resources and collaborative process operation but also collaborative process improvement play a crucial role in gaining sustainable competitive advantage in logistics and production.

This study focuses on the forecasting and planning process in supply chain and proposes new dimensions measuring the degree of collaborative forecasting and planning. By focusing on the process and using the dimensions, the relationship between supply chain collaboration and performance are discussed concretely.