Contenu du sommaire : Le supply chain management

Since their implementation, ISO certification and managerial approaches to continuous improvement such as Lean have constantly given rise to interpretations that move them away from their original intent. Highly symbolic, they are therefore subject to complex organizational rhetorical games in companies. On the basis of cases jointly confronted with these two approaches, we propose to return to their founding principles in order to imagine a less conflictual management mode than that often experienced in the field.

In relation with their environment, Supply Chains (SC) have to adapt their processes. However, a lack of flexibility in their processes or information systems (IS) can lead to misfit risks. Studies in Supply Chain Risk Management (SCRM) usually neglect those risks. Using a case study centered on a warehousing process, we will suggest and discuss the introduction of an IS risks category among the existing risk categories (demand, supply, operations and environment).

Action research is a methodology centered on a closer proximity with organizations in order to develop knowledge that will contribute to the resolution of practical problems for managers. This research strategy provides an answer to those who claim that past research efforts on Supply Chain Management have not paid enough attention to the needs of organizations. From three research experiments on healthcare supply chain, this paper provides researchers with practical observations in order to better understand the critical ingredients of Action Research in Supply Chain Management.

In rapidly changing environment, a company's competitiveness remains dependent on its ability to continually develop its resources and skills. The research aim is to address the deployment issue of dynamic capabilities in logistics services industry. To do this, we mobilized a qualitative methodology based on the case of a Moroccan LSP. The results of the empirical investigations have enabled to draw three DC and to trace the process of their deployment.

Supply chain management (SCM) literature has neglected consumer-to-consumer (C2C) supply chains connecting consumers. Our conceptual paper highlights the interest to define them. Relying on typical examples of C2C supply chains, the article identifies four specificities: 1) their orientation considered as perpendicular to classic supply chains; 2) their actors' amateurism; 3) their social embeddedness; and 4) their direct structure. Finally, understanding C2C supply chains contributes to better integrate the logistics role of consumers in supply chains and thus expands SCM spectrum.

The purpose of this article is to deepen the conceptual connections between the fields of Supply Chain Management (SCM) and Critical Management Studies (CMS). We interrogate the current state of SCM through a critical lens, which entails adopting a radical reflexive approach to questioning the underlying ontological and epistemological assumptions in SCM research. In particular, we are interested in the ways in which social and human dimensions have been considered in previous research. In shedding light on the under-socialised conceptualisations of SC and SCM, we show that CMS, in their diversity, provide fruitful avenues to enhance our understanding of SC and SCM phenomena.

Inter-organizational coordinating activities and cooperative practices performed in the run of an experimental category management approach are the focus of this research. Coordination within and across these supply chains is a developmental process always in the making. It unfolds to make ambiguous and uncertain managerial situations more intelligible and to experiment novel possibilities of joint action. Cooperation is resistible and voluntarist: it is neither clan- nor contract-based but relies on an organic solidarity to manage in a creative and dialogical way the inevitable pluralism of views and conflicts.

The article, written in the form of a dialogue, restores the cross-testimony of two experienced practitioners whose careers took place in the world of consumer products. They testify to the evolution of logistics and then to the supply chain management (SCM) but also the role of these functions in the manufacturer-distributors relationships. They evoke the issues associated with the SCM and its strategic character for the supply chain stakeholders.

Based on discussions with Xavier Urbain, one of the French leaders of the logistics provider world, this article presents its vision and throughts. As head of several large logistics provider groups for over thirty years, he has been, and still is, a privileged witness to the major developments of this sector in the international arena. During these interviews focused on supply chain management and related stakes in terms of economic value creation, he pays particular attention to three themes among the potential topics. 1) The supply chain management and the way it is perceived by logistics providers compared to the manufacturers and retailers' traditional vision. 2) The logistics providers integration in their customers supply chains. 3) The opportunity to highlight the keys, past and present, to creating value, but also future challenges and policy priorities in this field.