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In spite of growing research interest in cyber security, inter-firm based cyber risk studies are rare. Therefore, this study aims to investigate cyber risk management in supply chain contexts.

Adapting a systematic literature review process, papers from interdisciplinary areas published between 1990 and 2017 were selected. Different typologies, developed for conducting descriptive and thematic analysis, were established using data mining techniques to conduct a comprehensive, replicable and transparent review.

The review identifies multiple future research directions for cyber security/resilience in supply chains. A conceptual model is developed, which indicates a strong link between information technology, organisational and supply chain security systems. The human/behavioural elements within cyber security risk are found to be critical; however, behavioural risks have attracted less attention because of a perceived bias towards technical (data, application and network) risks. There is a need for raising risk awareness, standardised policies, collaborative strategies and empirical models for creating supply chain cyber-resilience.

Different types of cyber risks and their points of penetration, propagation levels, consequences and mitigation measures are identified. The conceptual model developed in this study drives an agenda for future research on supply chain cyber security/resilience.

A multi-perspective, systematic study provides a holistic guide for practitioners in understanding cyber-physical systems. The cyber risk challenges and the mitigation strategies identified support supply chain managers in making informed decisions.

To the best of the authors’ knowledge, this is the first systematic literature review on managing cyber risks in supply chains. The review defines supply chain cyber risk and develops a conceptual model for supply chain cyber security systems and an agenda for future studies.

A definition recently proposed by the Institute of Logistics states that: “Logistics is the time‐related positioning of resources”. Experience indicates that major benefits can be derived by focusing on the effective management of the key resources of the business. The key to success involves understanding what constitutes best practice in management of these resources with respect to time and how this can be applied, given the unique characteristics of a particular business. By viewing logistics as a time‐based strategy many benefits can be obtained. Presents an overview of the strategic issues based on experience with partner companies at the Warwick Manufacturing Group, University of Warwick. Discusses the tools and measures used for re‐engineering the supply chain through the use of time, and gives a brief example demonstrating the success of this approach.

This paper aims to explore how purchasing could respond to disruptive technologies by examining the assumptions underlying purchasing strategic alignment and purchasing maturity through a contingency lens.

This study uses a systematic review across purchasing maturity and purchasing strategic alignment literature. This is supplemented with exploratory case studies to include practitioners’ views.

This research demonstrates that neither purchasing maturity nor purchasing strategic alignment are suitable approaches to respond to disruptive technologies. Purchasing maturity does not allow purchasing managers to select relevant practices. It also shows no consideration of any contingencies, which practitioners highlight as important for the selection of practices. Purchasing strategic alignment includes the company strategy as a contingency but does not provide any practices to choose from. It does not include any other contextual contingencies considered important by practitioners. The findings indicate that linking the two research streams may provide a more suitable approach to responding to disruptive technologies.

This research demonstrates the requirement to develop a new approach to responding to disruptive technologies, by linking purchasing maturity and purchasing strategic alignment to contextual contingencies. This is a currently unexplored approach in academic literature, which refutes the generally accepted premise that higher maturity unilaterally supports a better positioning towards technological disruption. This research also highlights a requirement for practitioners to shift their approach to “best practices”.

This is the first research to systematically review the relationships between purchasing maturity and purchasing strategic alignment. It adds to contingency theory by suggesting that purchasing maturity models can support the achievement of strategic alignment. Also, future research directions are suggested to explore these relationships.

Since the late 1950's it has been recognized that the systems used internally within supply chains can lead to oscillations in demand and inventory as orders pass through the system. The uncertainty generated can result in late deliveries, order cancellations and an increased reliance on inventory to buffer these effects. Despite the best efforts of organizations to stabilize the dynamics generated, industry still experiences a high degree of uncertainty. The failure to significantly reduce uncertainty through traditional approaches may in part be explained by chaos theory. This paper defines deterministic chaos and demonstrates that supply chains can display some of the key characteristics of chaotic systems, namely: chaos exhibits sensitivity to initial conditions; it has Islands of Stability; generates patterns; invalidates the reductionist view; and, undermines computer accuracy. The implications for the management and design of supply chains are discussed.

Explains that globalization and new manufacturing technologies have been generating a new kind of product competition based on the ability of the producer to offer the most suitable product for each individual market. In this new environment, the relationship between short‐term logistical decisions taken within manufacturing and business performance becomes increasingly strong. This relationship can also be complex, owing to the large number of variables and trade‐offs within the decision process. Manufacturing managers must be aware of the strategic consequences of their daily short‐term decisions but they also need proper management tools to support this decision process. Discusses the concept of short‐term strategic management and how this can be used to guide the development of manufacturing management tools for mass customized industries. Argues that manufacturing management systems can act as a link between short‐term decisions and the business strategy objectives.

Within the supply chain the need for much closer, long‐term relationships is increasing due to supplier rationalisation and globalisation and more information about these interactions is required. The research specifically tested the well‐accepted Williamson's economic organisations failure framework as a theoretical model through which long‐term collaborative relationships can be viewed.

An exploratory research project was designed and carried out on a self‐selected census of 54 monopolistic relationships representing £575.8 m annual spend on equipment and associated services within the UK defence procurement organisation (a 10 per cent sample). Its aims were to understand the relationship dynamics within long‐term, sustained monopolies and to determine if generic success factors could be found to assist managers to break out of the essentially negative situation. A triangulated data capture approach was employed using both quantitative and qualitative methods from both the industry and MoD sides of each relationship and the research instruments concentrated on the five dimensions of the theoretical model with questions grounded in the literature.

The study demonstrated that the theoretical model could provide powerful insights into the research subject and especially revealed the important part played by co‐operation, co‐ordination and collaboration (C³ behaviour) in reducing the inherently negative effects of close proximity and limited choice relationships.

The research has used a narrow view through a specific theoretical model lens to achieve a broad understanding of business relationships within a single, albeit large, organisation.

Managers can reduce sources of frustration that generate negative behaviours by taking joint actions. Central to achieving this is C³ behaviour where setting synchronised objectives, pursuing joint approaches to service and product delivery, lowering costs and risks and promoting measures to support the growth of trust appear to be the best ways of halting negative behaviour spirals.

The prime contribution of this exploratory research is the exposure of relationship dynamics within a large sample of long‐term, collaborative supply chain business dyads using an integrated application of Williamson's organisations failure framework.

Theoretical models of collaboration assume that intra‐organizational relationships are more collaborative that inter‐organizational ones. This paper seeks to question the validity of this assumption by comparing the levels of collaboration in two cases that comprise both types of relationship.

Two case studies in the UK food industry were conducted, in each two relationships were analyzed: one inter‐ and one intra‐organizational. Data were collected through a questionnaire followed by semi‐structured interviews.

This exploratory research indicates that in both case studies intra‐organizational relationships have lower levels of collaboration than inter‐organizational ones. This appears to contradict the commonly held assumption that intra‐organizational relationships involve closer collaborations than inter‐organizational ones.

Case study approaches have reliability and generalisability limitations, however, the paper was given in‐depth access to four relationships (two per case), which provide a basis for further research. The use of multiple informants and two methods of data collection helped to increase reliability and efforts were made to reduce bias in responses by ensuring confidentiality and engaging with participating companies in an impartial way.

A better appreciation of collaboration in inter‐ and intra‐ organizational relationships will result in managers making better decisions about how their organization relates internally and externally. This could have implications for decisions on make‐buy, alliances, and acquisitions.

The paper shows that it is possible to have relationships with customers and suppliers that are more collaborative than those between departments within a single organization. This finding appears to challenge traditional assumptions and provides a new perspective of the management of supply chain relationships.

Since the late 1950s it has been recognised that the systems used internally within supply chains can lead to oscillations in demand and inventory as orders pass through the system. The uncertainty generated by these oscillations can result in late deliveries, order cancellations and an increased reliance on inventory to buffer these effects. Despite the best efforts of organisations to stabilise the dynamics generated, industry still experiences a high degree of uncertainty from this source. The “supply chain complexity triangle” describes the interaction of deterministic chaos, parallel interactions and demand amplification. It provides a framework for understanding the generation of uncertainty within supply chains. The implications for supply chain strategy and manufacturing logistics are discussed.

Business‐to‐business, supply chain relationships within sustained monopolies, such as those within UK defence procurement, have received scant attention by management researchers. This paper describes the results from a substantial, exploratory research project that used Williamson’s organisations failure framework as a theoretical model. Surprisingly, it revealed that many issues surrounding supply chain management implementation were similar to those found in “normal” markets and that it played an important part in reducing the inherently negative effects of monopolistic relationships. The research sheds new and useful light on the dynamics of this unusual busin