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Both postponement and outsourcing have been identified as important characteristics of modern and competitive supply chains. The implementation of postponement may require extensive (spatial) reconfiguration of the supply chain. Presents findings from interviews with managers of food, electronics, automotive and clothing manufacturers in The Netherlands, Belgium and Germany. Findings reveal that in food supply chains both postponement and outsourcing are applied to a lesser extent than in other industries. Reasons, which refer to the industry‐specific characteristics, are given. Ways for food companies to assure competitiveness are then described on the dimensions of postponement, outsourcing and spatial reconfiguration. A framework is developed to position chains in terms of degree of outsourcing, level of postponement and spatial configuration. The framework can help managers diagnosing and repositioning their organizations, along the dimensions mentioned.

The supply chain concept fundamentally changes the nature of organizations; control is no longer based on direct ownership and control, but rather based on integration across interfaces between functions and companies. This has consequences for the measurement of performance. Traditional measurement approaches may have to be abolished and a supply chain measurement system developed. Traditional performance measures may limit the possibilities to optimize supply chains as management does not “see” supply chain wide areas for improvement. This note raises issues critical to measuring supply chain performance. A new measurement approach should lead the way for supply chain competitiveness and should direct management attention to areas for supply chain optimization. A preliminary framework for measuring unmeasurable performance is developed.

Attracting and educating the right supply chain managers are a critical challenge to the realization of most supply chain objectives irrespective of the state of the economy (shortage of personnel several months ago or increasing lay‐offs currently). This is because of the richness of capabilities required to do the job well. Much of our teaching in logistics and supply chain management focuses on the technical aspects of the role. However, the importance and criticality of the human aspects are becoming increasingly apparent. A new approach to the people dimension is called for. This paper uncovers a set of emotional capabilities, which, if combined with the technical capability that is undoubtedly needed as well, would transform the industry. One emotional capability, the ability to influence, is examined by way of illustrating what we mean by emotional capability. Suggestions are offered for furthering managerial capabilities in supply chain management.

Mass customization is coming to the forefront of international supply chains, contributing to an increasing focus on postponement. Third‐party logistics providers, are targeting postponement applications as an extension of their service portfolios. Findings from a multi‐annual survey (1996‐1999) are presented to generate insights into the supply chain mechanisms service providers can use to develop postponement services. A framework for achieving extension of their activities is then developed.

This paper uses empirical findings, from a survey and a case study, about the three (logistics) elements that constitute a virtually integrated supply chain: chain‐wide application of postponement, extensive involvement of suppliers and distributors, and the integration of the flow of information. A virtually integrated supply chain differs from a traditional supply chain in that the flow of information is no longer a by‐product of the flow of goods but makes an integral contribution to the creation of customer relations, services offered and cross‐functional and cross‐company interfaces. It was found that information communications technologies (ICT) are critical in changing the supply chain format to become more responsive to individual customers, while involving multiple companies and functions. Challenges for the individual functions are formulated based on the findings from the two methods.