Managing the supply chain management - marketing interface
Special issue call for papers from Business Process Management Journal
Maria Caridi (Politecnico di Milano, Department of Management, Economics and Industrial Engineering, Carl H. Lindner College of Business, University of Cincinnati); Lucio Lamberti (Politecnico di Milano, Department of Management, Economics and Industrial Engineering); Margherita Pero (Politecnico di Milano, Department of Management, Economics and Industrial Engineering)
Aim and scope
The ability to manage the interface between supply chain management and marketing processes (SCM-M interface) has profound implications for both the processes.
From a marketing perspective, being able to collaborate with the supply chain increases the ability of gathering shared distribution-side and supply-side intelligence (e.g. Vargo et al. 2010; Esper et al. 2010; Gummesson 2008), thus increasing the ability to adopt market- and customer-oriented practices (e.g., Day 1995). From a supply chain management perspective, increasing collaboration with marketing process is vital to allow matching demand and supply, thus satisfying customers while increasing efficiency (Campo et al. 2000; Emmelheinz et al. 1991; Fitzsimons 2000; Gruen and Corsten 2007).
In todays’ competitive scenario, where customers are increasingly demanding for an active role in innovation, customized approaches are dominant, thus making demand increasingly volatile, being able to manage SCM-M interface becomes more and more important. The companies that are failing to adopt a comprehensive set of tools for managing the SCM-M interface, despite they might be able to create differential advantages in one but not both of the domains, are not able to exploit the benefits of the integration (Esper et al., 2010).
It is hence clear that the SCM-M interface is becoming a critical success factor for organizations in many industries, and that business processes managing such interface require a deeper analysis and understanding, together with models and methods to foster future research.
Notwithstanding, literature is falling short in proving managers theoretical approaches, tools and best practices for such an integration (Pero and Lamberti, 2013). Therefore, our aim for this special issue is to provide a coherent collection of papers from researchers, academics, as well as practitioners that provide significant new insights into how to manage the interface between supply chain management and marketing processes.
The special issue seeks international submissions featuring conceptual papers, case-based or empirical papers presenting new insights into the following topics (but not limited to them):
• Organizational issues in managing SCM-M interface
• Cultural issues and management style differences management in SCM and Marketing
• SCM-Marketing teams management
• Implications for SCM of participative innovation involving the customer
• Best practices of SCM-M interface
• Involving clients and suppliers in product development
• Technology supporting SCM-M interface management
• The impact of big data on SCM-M interface
• Submission Deadline (Full Paper): 31 May 2017
• Notification of Acceptance/Revisions (Full Paper): 30 June 2017
• Final paper production deadline: 15 October 2017
• Publication Date: expected by 2018
Any specific instructions for submissions
All submitted papers are expected to fully comply with BPMJ standards(found here) and are subject to regular double-blind review procedures. Papers should be 4,000 to 7,000 words in length and should not have been published previously nor be currently under consideration for publication elsewhere in any other format (print or electronic). Submissions to Business Process Management Journal are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at http://mc.manuscriptcentral.com/bpmj. Full Author Guidelines, including creating an account and submitting a paper, can be found here. Please ensure you select the “Managing the supply chain management – marketing interface” special issue option when submitting your paper, otherwise your paper will be considered for a regular issue. Final acceptance of approved papers will be contingent on incorporating reviewers’ feedback to the satisfaction of the Guest Editors. For all additional information, contact the Corresponding Guest Editor, Prof. Lucio Lamberti, Politecnico di Milano, at [email protected].
Campo, K., Gijbrechts, E., and van Nisol, P. (2000). “Towards understanding consumer response to stock-outs”, Journal of Retailing, Vol. 76, No. 2, pp. 219–242.
Emmelheinz, M. A., Stock, J. R., and Emmelheinz, L. W. (1991). “Consumer response to retail stock-outs”. Journal of Retailing, Vol. 67, No. 2, pp. 138–147.
Esper, T.L., Ellinger, A.E., Stank, T.P., and Flint, D.J., Moon, M (2010). “Demand and supply integration: A conceptual framework of value creation through knowledge management”, Journal of the Academy of Marketing Science, Vol. 38, No. 1, pp. 5-18.
Fitzsimons, G. J. (2000). “Consumer response to stockouts”. Journal of Consumer Research, Vol. 27, No. 2, pp. 249–266.
Gruen, T. W., and Corsten, D. (2007). A comprehensive guide to retail out-of- stock reduction in the fast-moving consumer goods industry. Grocery Manufacturers Association, Food Marketing Institute, and National Association of Chain Drug Stores, Washington, DC.
Gummesson, E. (2008). “Extending the service-dominant logic: From customer centricity to balanced centricity” Journal of the Academy of Marketing Science, Vol. 36, No. 1, pp. 15–17.
Pero, M., & Lamberti, L. (2013). The supply chain management-marketing interface in product development: an exploratory study. Business Process Management Journal, 19(2), 217-244.