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The heo e ical ounda ions o Supply Chain Managemen :
A c i ical analysis
Théo ies e ondemen s du supply chain managemen :
Une analyse c i ique
D EL GOMRI Rabii
Cen e de Reche che en T anspo e Logis ique.
Ins i u Supé ieu de T anspo e de la Logis ique (ISTL) Ma oc.
Abs ac :
Supply Chain Managemen (SCM) is an in eg a ed and c oss- unc ional app oach o in e -o ganiza ional
managemen . Cu en logis ical ends equi e companies o enhance hei abili y o manage complex
and e ol ing supply ne wo ks. Acco dingly, SCM p o ides a manage ial amewo k o low
coo dina ion h ough complemen a y pa adigms. Fo se e al yea s, he heo e ical app oach unde lying
his mul i-le el managemen model has been na owly con ined o a limi ed numbe o dis inc i e
heo ies. This s udy aims o p o ide a c i ical examina ion o he heo e ical ounda ions unde pinning
he SCM pa adigm by o e ing an upda ed and analy ical pe spec i e. The indings highligh he need
o complemen adi ional explana o y heo ies o SCM wi h new, dynamic, and in eg a i e app oaches.
Keywo ds: Supply Chain Managemen , logis ics, heo e ical ounda ions o SCM, SCM heo y, c i ical
app oach.
Digi al Objec Iden i ie (DOI): h ps://doi.o g/10.5281/zenodo.17335960
In e na ional Jou nal o Economic S udies and Managemen (IJESM)
ISSN 2789-049X
In . J. Econ. S ud. Manag. 5, No.4 (OCTOBER-2025)
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In oduc ion
In oday’s compe i i e landscape, ma ke s a e becoming inc easingly in e na ional, dynamic, and
cus ome -o ien ed. Consume s now demand g ea e a ie y, highe eliabili y, imp o ed quali y, and
supe io se ice. In addi ion o heigh ened compe i ion ac oss mos indus ies, se e al eme ging ends
ha e eshaped consump ion pa e ns and cus ome beha io . Fi s , cus ome expec a ions ha e
signi ican ly inc eased (Rahimi & Kozak, 2017). Mode n consume s a e mo e alue-conscious, demand
as e deli e y, and inco po a e e hical and en i onmen al conside a ions in o hei pu chasing decisions
(Hmioui e al., 2019). They a e also be e in o med, highly connec ed, and possess a deepe
unde s anding o ma ke dynamics and p oduc alue. Fu he mo e, consume s inc easingly expec high-
alue o e ings ailo ed o hei speci ic needs and a wide a ay o op ions.
Simul aneously, o ganiza ional and socie al eali ies a e unde going apid and p o ound ans o ma ions,
esul ing in con inuous and accele a ed socio-economic change. Technological ad ances a e gi ing ise
o p oduc inno a ions and imp o emen s ac oss manu ac u ing p ocesses (Kahn, 2018). The esul ing
compe i i e en i onmen demands low-cos , high-quali y p oduc s wi h a b oad and adap able ange o
ea u es.
These de elopmen s ha e led o signi ican shi s in indus ial and comme cial s a egies (Ben alha e
al., 2019). The cu en con ex equi es i ms o mas e he managemen o mul iple ypes o lows
(Roques, 2015), p omp ing s a egic and manage ial adap a ions. To mee cu en and u u e demands,
o ganiza ions mus b eak down in e nal silos a wo complemen a y le els (Vedel & Kokshagina, 2021).
In e nally, hey mus adop mo e ans e sal and lexible s uc u es. Ex e nally, hey mus cul i a e
c oss- unc ional ela ionships wi h supplie s and cus ome s. This has led o he eme gence o a new
manage ial ision aimed a in eg a ing he collec i e in e es s o all en i ies wi hin he supply chain
(Ge e i, 2019), ma king a shi away om he adi ional pa adigm o agmen ed, indi idual
imp o emen s owa d a mo e coo dina ed and sys emic decision-making model.
Globaliza ion has u he in ensi ied he challenges associa ed wi h ma ke in e na ionaliza ion. Se e al
ac o s con ibu e o his e olu ion, including inno a ion, en i onmen al impe a i es, and he ex ended
li espan o goods and se ices. Mo eo e , in connec ion wi h s a egies o o ganiza ional e ocusing, he
ise o ou sou cing p ac ices equi es con inuous con ol o lows in ol ing mul iple in e connec ed
ac o s wi h di e gen in e es s. This con ex calls o deep and s uc u ed e lec ion on he go e nance
o ma e ial and in o ma ional lows (Fabbe-Cos es e al., 2018).
Con empo a y managemen inc easingly depends on o ganiza ions’ abili y o sus ainably minimize
was e while main aining adequa e le els o lexibili y and p oduc i i y (Dua e & C uz-Machado, 2018).
As a esul , companies mus in eg a e low managemen by analyzing
key pa ame e s such as lead imes, in en o y le els, and in o ma ion sys ems wi hin di e en manage ial
pa adigms (Ayadi (2009).
Supply Chain Managemen (SCM) ep esen s a manage ial ision encompassing he coo dina ion o
ma e ial, in o ma ional, and inancial lows o deli e alue o he a ious s akeholde s connec ed o he
ocal i m. I is an in e wined and in e ela ed se o s a egic, inancial, and ope a ional decisions,
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in ol ing ac i i ies ha span om inpu lows o ou pu lows (Geunes & Chang, 2008; Eg e , 2013).
SCM embodies a manage ial amewo k o in e -o ganiza ional compe i ion, aiming o o e all
pe o mance op imiza ion ac oss he en i e alue chain (Li olsi, 2009).
The heo e ical e alua ion o SCM's ounda ions has been a ela i ely neglec ed ask by esea che s.
Indeed, many con ibu ions ely on ela i ely basic heo e ical amewo ks o explain he concep ual
unde pinnings o SCM. The mos commonly mobilized heo ies include agency heo y, ansac ion cos
economics, he esou ce-based iew (RBV), and ne wo k heo y.
This aises he ollowing ques ions:
Wha a e he heo e ical ounda ions o Supply Chain Managemen , and how can one in oduce
a c i ical app oach o hei e alua ion?
In his esea ch, we explo e he heo e ical and concep ual ounda ions o Supply Chain Managemen ,
i s o igins, a ious o ms, and objec i es. The adop ed me hodological app oach will in ol e an analysis
o he ounda ions o c i ical heo y and manage ial c i ique. Ul ima ely, bo h adi ional and c i ical
heo e ical amewo ks will be examined h ough he lens o p e ailing manage ial and heo e ical
pe spec i es.
1. Theo e ical F amewo k: Concep ual and Theo e ical Bounda ies o SCM
1.1 Concep s and App oaches in SCM
The concep ual o igins o Supply Chain Managemen (SCM) emain unclea and con es ed (C oom e
al., 2000). I s de elopmen appea s o ha e o igina ed in he domains o physical dis ibu ion and
anspo a ion. Coope e al. (1997) no e ha SCM eme ged a ound 1982 when Kei h and Webbe
highligh ed he ine iciencies o unc ionally siloed o ganiza ions. Since hen, he concep has gained
subs an ial in e es , la gely due o i s abili y o econcile ope a ions ela ed o p ocu emen ,
anspo a ion, and wa ehousing (La Londe & Mas e s, 1994).
Concu en ly, an abundance o s udies and li e a u e e iews has con ibu ed o shaping a common
unde s anding o SCM, cla i ying i s scope, unc ions, and de ining ela ionships (Gibson e al., 2005).
In he ea ly 21s cen u y, SCM expe ienced a signi ican su ge in academic and p ac ical a en ion.
Howe e , a consensus among schola s on i s de ini ion has ye o be eached. Fo ins ance, Bech el and
Jaya am (1997) iden i ied o e 50 di e en in e p e a ions o SCM. Coope e al. (1997) ca ego ized
SCM in o 10 dis inc g oups and iden i ied 13 majo app oaches. Bu gess e al. (2006) p oposed 22
possible de ini ions based on he analysis o o e one hund ed a icles. Finally, S ock and Boye (2009),
in wha Hoa Vo and Bi onneau (2011) desc ibe as a “ ace o escala ion,” consolida ed 166 di e en
app oaches based on an examina ion o 173 po en ial de ini ions o SCM.
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The In e na ional Cen e o Compe i i e Excellence (ICCE) de ines Supply Chain Managemen
(SCM) as “ he in eg a ion o key business p ocesses om end use s h ough o iginal supplie s ha
p o ides p oduc s, se ices, and in o ma ion o cus ome s” (Coope e al., 1997).
The de ini ion p oposed by Men ze e al. (2001) has se ed as a ounda ional e e ence o nume ous
subsequen manage ial s udies. They de ine SCM as “ he sys emic, s a egic coo dina ion o he
adi ional business unc ions and ac ics ac oss hese business unc ions wi hin a pa icula company
and ac oss businesses wi hin he supply chain” (see Figu e 1).
Figu e 1: A Model o Supply Chain Managemen (SCM)
Sou ce : Men ze e al., 2001, p. 19
The e m Supply Chain Managemen (SCM) has been desc ibed by a ious au ho s as a managemen
philosophy, he implemen a ion o a managemen philosophy, o a se o managemen p ocesses.
As a philosophy, SCM ex ends he concep o pa ne ship in o a mul i-o ganiza ional e o o manage
he en i e low o goods. As he implemen a ion o a managemen philosophy, i equi es he
execu ion o a ious logis ical ac i i ies. I in ol es an in e nal manage ial ision complemen ed by
con inuous coo dina ion wi h ex e nal s akeholde s (Beaulieu e al., 2018; To se , 2018). Finally, as a
p ocess, SCM manages ela ionships, in o ma ion, and he low o ma e ials wi h he aim o enhancing
cus ome se ice and c ea ing alue.
Acco dingly, six co e app oaches can be iden i ied, each emphasizing di e en aspec s ound in he
a ious de ini ions o SCM:
(a) The exis ence o a chain ha in eg a es he low o ma e ials and in o ma ion om he o igin o he
p ocess o he inal consume (C oom e al., 2000);
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(b) An "in eg a ed logis ics" app oach, highligh ing he in e connec ion o physical dis ibu ion
p ocesses (Bech el & Jaya am, 1997);
(c) An in eg a ion-based iew ha ede ines he o ganiza ional s uc u e and leads o he o ma ion o
" i ual o ganiza ions";
(d) An emphasis on in o ma ion o unde sco e he c i ical ole o in o ma ion lows;
(e) A ocus on p ocu emen and pu chasing (Tan, 2001).
( ) A ocus on logis ics and anspo a ion (Tan, 2001).
To manage he supply chain e ec i ely and e icien ly, a concep ual amewo k was p oposed by
Lambe and Coope (2000), comp ising h ee in e dependen componen s.
This model can be analyzed h ough i s componen s (Mo ana, 2003). The ela ional s uc u e
comp ises h ee le els o ela ionships: i s , he iden i ica ion o supply chain membe s; second, he
e alua ion o ne wo k-speci ic o ganiza ional dimensions; and inally, he de e mina ion o he
o ganiza ion’s le el o in eg a ion.
The second componen add esses he managemen p ocesses o he supply chain. The e exis s bo h
unila e al and mul ila e al dynamics in how each membe i m engages in supply chain p ocesses
wi hin a cohe en and comp ehensi e amewo k (Hmioui & Ben alha, 2021).
The inal componen encompasses a ious supply chain managemen ac i i ies.
Focusing speci ically on ac i i y coo dina ion, S ad le (2000) concep ualizes SCM as he in eg a ion
o ac i i ies aimed a enhancing compe i i eness and sa is ying demand (see Figu e 3). This ep esen s
an in e media e posi ion be ween o ganiza ional independence and ull e ical in eg a ion (El
Oua dighi, 2008).
Figu e 2: The Supply Chain Managemen House
Sou ce: S ad le (2000, p. 10)
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Thus, he coo dina ion o his 'SCM House' equi es se e al decisions o a ious ypes .
The SCM encompasses se e al cen alized ac i i ies coo dina ed by a single decision-making cen e due
o he o e all na u e o he ope a ional p ocess. I equi es, simul aneously and con inuously, he
managemen o ope a ions wi h pa ne s and he execu ion o se e al logis ical ac i i ies:
• P ocu emen : In ce ain sec o s, ma e ials accoun o nea ly wo- hi ds o he cos s o manu ac u ed
p oduc s.
• P oduc ion: Manu ac u ing and ans o ming inpu s in o ou pu s.
• S o age: Requi es he managemen o space, ans e s, and isks (Szos ak, 2018).
• T anspo a ion: Dis inguishing be ween he anspo a ion o ma e ials, supplies, and inished p oduc s.
• Sales: The inal s age o deli e ing p oduc s and se ices o cus ome s.
1.2. Objec i es and s akes o SCM
Supply Chain inds i s legi imacy in sa is ying he in e es s o se e al pa ne s. The SCM's s akes (Baglin
e al., 2001) a e:
❖ Cos s: SCM aims o op imize an in eg a ed cos encompassing coo dina ion and con ol cos s;
❖ Quali y: This is a p e equisi e o being compe i i e. This quali y is b oken down in o wo
pe spec i es (Hines, 2004): p oduc quali y ( alue le el) and p ocess quali y (p ocess eliabili y).
❖ Lead ime: This is he ime in e al be ween a cus ome 's eques and he deli e y o he p oduc . This
ime includes he supplie 's ope a ions, he company's in e nal asks, and e en coo dina ion asks
be ween chain membe s. I is a c i ical a iable in supply chains because, ega dless o he company's
pe o mance in e ms o quali y o lexibili y, i is bound o disappea i i igno es he lead ime ac o
(Houssaini, 2009);
❖ Flexibili y: Rep esen s he company's abili y o espond quickly and e ec i ely o demand
luc ua ions. I p esen s i sel in wo o ms: olume (quan i a i e a ia ion in demand) and p oduc mix
(quali a i e modi ica ion o he p oduc ion schedule). The e a e ou le els o lexibili y in SCM
(S e enson and Sp ing, 2009): lexibili y ela ed o ex e nal elemen s o he company, lexibili y ela ed
o supply chain design; lexibili y achie ed h ough ela ionships wi hin he supply chain, and lexibili y
gained h ough in o ma ion sha ing;
❖ Deli e y: Deli e y pe o mance depends on i s speed. I is a key compe i i eness c i e ion, especially
o se ices (Muile man e al., 2005), and mus be complemen ed by he egula i y o deli e ies. Real-
ime knowledge o sales s a us could lead o imp o ed supplie ela ionship planning (Fulconis and
Paché, 2011);
❖ Re e se logis ics con ol: This in ol es issues ela ed o p oduc e u ns, ma e ial euse, and
ecycling. Mas e y o e e se logis ics is cu en ly conside ed a means o p ese ing ma ke sha e and
a sou ce o compe i i e ad an age (B ach and B usse , 2014).
Thus, he e is an impo an concep ual ounda ion o SCM. Rega ding he heo e ical aspec , se e al
wo ks iew SCM as a c oss-cu ing model in ol ing he mobiliza ion o mul iple complemen a y
heo e ical con ibu ions."
2. Resea ch Me hodology
C i ical heo y is a ela i ely old school o philosophical hough . I s c ea ion can be aced back o he
adi ion o he Enligh enmen and he Age o Enligh enmen . I s ocus is on analyzing social condi ions,
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c i iquing he use o powe , and changing es ablished adi ions and ins i u ions. Thus, and unlike
adi ional app oaches o social heo y, which aim o explain and unde s and social s a us, c i ical heo y
is mo e o ien ed owa ds he de elopmen o a mo e humane, a ional, and jus socie y. This c i ical
heo y is based on an in e oga i e iew o social phenomena, analyzing no ma i e alues (Habe mas,
1987). Ac o s a e guided by hei own isions in a subjec i e and pa ial app oach. In his sense, social
heo y should no be limi ed o epo ing eali y bu should go beyond he ob ious and subjec i e
judgmen s owa ds a deep unde s anding o es ablished social si ua ions and o ganiza ional eali ies.
Thus, se e al schools and cu en s o hough adop ing a pos -posi i is ision ha e claimed a no ma i e
insu iciency in adi ional app oaches, especially posi i is ones. These c i icisms mainly conce n he
adop ion o explana o y ools om he na u al sciences. Indeed, hese au ho s p esen social and
o ganiza ional eali y as an in insically complex and con agious elemen and conside managemen
sciences as pa icula and speci ic elemen s. Fo his eason, managemen sciences a e seen as ha ing
idiosync a ic and no ma i e dominan s in social mani es a ions. This leads o he ejec ion o a di ec
ansposi ion o ools om he exac sciences and also o a pa icula conside a ion o he ools and
me hods adop ed.
In managemen sciences, c i ical de elopmen s and app oaches ha e p opelled mo e in e p e i e and
con o e sial wo k on social condi ions (Sche e , 2008). These c i ical managemen s udies (C i ical
Managemen S udies) can be da ed alongside he publica ion by Al esson and Willmo (1992). They
encompass esea ch analyzing con adic ions and powe con lic s wi h a p ocess-o ien ed a he han
s uc u al pe spec i e (Chanla , 2013). They encou age he a gumen a i e analysis o o ganiza ional
s uc u es and cul u es and he links be ween hese s uc u es and o ganiza ional con ol mechanisms
(Willmo , 1993). Following his pa h, c i ical au ho s conside o ganiza ions as componen s p oduced
by human pe cep ion, which is why i is impo an o change es ablished s uc u es and no ma i e and
adi ional hinking mechanisms in o de o libe a e hinking and adop an ac ion-o ien ed and
olun a is ic iew o o ganiza ions.
By eso ing o c i ical heo y, ou objec i e is o p o ide a con empo a y heo e ical ounda ion o
SCM, anging om s anda d heo ies o new con empo a y app oaches o SCM.
3. Resul s and Discussion: C i ical Theo e ical Founda ions o SCM
3.1. T adi ional Theo e ical Founda ions o SCM
Fo many yea s, i was assumed ha he ield o SCM lacked su icien heo e ical ounda ions. This led
o a simpli ied concep ualiza ion o supply chains. Indeed, heo y could be use ul in upda ing some o
he complexi y ha cha ac e izes supply chains and SCM (Ben alha, 2022). Wi hou a base o e ec i e
o ganiza ional ela ionships, any e o o manage he low o in o ma ion o ma e ial o inancial lows
h oughou he chain is likely o be ui less (Pohja, 2019). Thus, he e a e undamen ally wo adi ional
ques ions ela ed o he heo e ical ounda ions o SCM: i s , how o s uc u e a supply chain when i is
pe cei ed as a collabo a ion be ween ins i u ions? (Agency heo y and ansac ion cos heo y).
Secondly, wha is needed o manage such a unique s uc u e? (Resou ce heo y and ne wo k
pe spec i e).
3.1.1. Agency Theo y
The agency ela ionship is a con ac linking a pe son ( he p incipal) who engages an agen o pe o m
an ope a ion. I is a o m o delega ion o decision-making powe om he p incipal o he agen .
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In his pe spec i e, he company is a con ac node be ween he p o ide s o p oduc ion ac o s and he
clien s (B un, 2006). Gi en he sepa a ion o owne ship and con ol o economic ac i i ies be ween he
agen and he p incipal, a ious agency p oblems can a ise, such as in o ma ion asymme y, goal
di e gence, di e ences in isk a e sion, unce ain y o ou comes, sel -in e es ed beha io , and bounded
a ionali y. In o ma ion asymme y is likely o al e he con ac ual ela ionship be ween he ac o s and
p omo e he eme gence o oppo unis ic beha io (Boissino , 2010).
Thus, by c ea ing con ac s wi h supply chain pa ne s ha balance ewa ds and penal ies, he po en ial
misalignmen be ween he ac o s can be mi iga ed (Na ayanan and Raman, 2004). S ock (1997) a gues
ha agency heo y can also help manage s unde s and he beha io o supply chains by highligh ing he
ollowing issues:
• The de elopmen o in e - and in a-o ganiza ional ela ionships;
• The main enance o complex ela ionships be ween supplie s and cus ome s;
• The dynamics o isk sha ing, capi al expendi u es, powe , and con lic s be ween in e media ies
in he channels;
• The iden i ica ion o he cos s and bene i s o supply chain in eg a ion.
The li e a u e on SCM using agency heo y has ocused on he exis ence o subs an ial goal con lic s
be ween p incipals and agen s, unce ain y ega ding he igge ing o a isk, o when e alua ing
beha io s is di icul (Eisenha d , 1989). The agency heo y's iew o he ela ionship be ween a aul less
p incipal and an impe ec agen is also deba able. As Pe ow (1986) poin ed ou , agency p oblems
(ad e se selec ion and mo al haza d) a e no limi ed o he agency side o he ela ionship bu also exis
on he p incipal's side. The inc eased complexi y o ex ended ne wo ks o p incipals and agen s is
ano he issue no well a icula ed in classical agency heo y. The 'Hyd a ac o ,' as Adams (1996) called
i , is a ea u e o he mul iple agency ela ionship and has ul ima ely domina ed many en i onmen s and
discussions su ounding SCM. The exis ence o many p incipals and agen s makes balancing
in o ma ion and con olling beha io mo e di icul . The measu emen ools used by agency heo y also
need o be conside ed. The explana o y powe o agency heo y, pa icula ly ega ding he dynamics o
ela ionships, s ill p o ides a consis en ounda ion o unde s anding beha io su ounding con ac ual
ela ionships, whe he implici , legal, o no wi hin he supply chain.
3.1.2. T ansac ion Cos Theo y
Agen s appea o ha e limi ed a ionali y accompanied by decision-making oppo unism. T ansac ion
cos heo y ela es o he ins i u ional a angemen p e e ed by economic agen s as one ha minimizes
ansac ion and p oduc ion cos s (Williamson1994). SCM ela ionships a e hus ep esen ed as a hyb id
go e nance mode be ween ma ke s and hie a chies (Rind leisch and Heide, 1997). I analyzes in a- and
in e -o ganiza ional con en ions, hei associa ed cos s, and he app op ia e go e nance mode. Thus, as
shown by Guillouzo and Thépau (2004), he hyb id o m allows o he es ablishmen o a las ing
pa ne ship wi h speci ic asse s. The aim o his app oach is o minimize unce ain y and cos s. This
explana ion is widely used in decisions ela ed o manu ac u ing o pu chasing in supply chains.
Fu he mo e, his heo y encompasses bo h p io cos s, such as es ablishing he logis ics ne wo k, and
subsequen cos s, such as con ol cos s.
Se e al s udies on logis ics ha e mobilized his heo y. Examples include he ou sou cing o logis ics
ac i i ies (Cla ke, 1995), buye -supplie ela ionships (Mikkola, 2003), and he es uc u ing o supply
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chains (C oom, 2001). I is applicable o analyzing pa ne ships, such as he ela ionship be ween
equipmen supplie s and au omobile manu ac u e s (Ai El Kadi, 2018), ou sou cing decisions based on
se e al cons ain s (Bouch iha and Lade , 2002), o mo e b oadly, be ween logis ics pa ne s handling
a ious ma e ials wi hin a sys emic and global app oach (Williamson, 2008).
3.1.3. Resou ce-Based Theo y
I add esses he compe i i e ad an ages ela ed o a company's possession o he e ogeneous esou ces
and capabili ies. 'Co e compe encies a e collec i e lea ning wi hin he o ganiza ion, pa icula ly he way
o coo dina e a ious p oduc ion skills and in eg a e mul iple echnology lows' (P ahalad and Hamel,
1990). Mos esea ch in SCM has ocused on p ocu emen , Logis ics and supply chain managemen
ope a ions. The p ima y objec i e was o s udy how esou ces can be e ec i ely u ilized o imp o e
supply chain pe o mance (Espe and C ook, 2014).
Mos SCM esea ch ha has emphasized he esou ce concep has ocused on p ocu emen , logis ics,
ope a ions, and o e all supply chain managemen as key pe o mance ac o s. While esou ce-based
heo y ocuses on esou ce alloca ion, i s use in SCM is mo e o ien ed owa ds desc ibing how a
company dis ibu es and combines i s esou ces e ec i ely o achie e supe io o ganiza ional
pe o mance (Hansen e al., 2004). I is he s udy o esou ce alloca ion and deploymen ha is mo e
impo an han a simple summa ion o jux aposi ion o hese esou ces. The way esou ces a e managed
and deployed can c ea e di e en esul s and pe o mance le els o o ganiza ions ha possess
compa able esou ces. Essen ially, in e o ganiza ional ela ionships c ea e lows ha u ilize esou ces
and a e also a po en ial sou ce o g ea e compe i ion. The e ec i e and e icien applica ion o esou ces
o p ocesses, p ocedu es, and capabili ies is jus as impo an as he esou ces hemsel es (Si mon e al.,
2007).
Mo eo e , esou ce heo y pa icula ly exploi s in o ma ional esou ces in supply chain managemen
(Ba a and Oke, 2007). This ela ionship is speci ically o ien ed owa ds he dissemina ion o
in o ma ion be ween di e en pa ne s in he logis ics ne wo k. This is c ucial in he con ex o
in e o ganiza ional and in eg a ed managemen . Thus, i ca ies an implici assump ion in many
decisions ela ed o he supply chain. The global expansion o he company's esou ces equi es he us
and commi men o pa ne s, whose es ablishmen and main enance a e suppo ed by means o
in o ma ion dissemina ion and communica ion.
3.1.4. Ne wo k Pe spec i e
The ne wo k pe spec i e is widely discussed in he con ex o logis ics ne wo k analysis (Paché and
Pa apona is, 2006). Fo many au ho s, i is wi hin he e y de ini ion o SCM ha he ne wo k o
o ganiza ions cons i u ing i is embedded (Ca bone and Meunie , 2006).
The ne wo k is a my hical o m o o ganiza ion (Pesqueux, 2004) ha o e s an al e na i e o adi ional
o ms such as ma ke s o hie a chies. I is hus concei ed as a challenge o he in eg a ed i m (Ba ban
and Chanu , 1989). This s uc u e is cha ac e ized by i s own logic (Powell, 1990) and i s coope a i e
mode o ope a ion.
Ne wo ks a e deba ed in se e al wo ks as ha ing a desc ip i e na u e and ha e mainly been applied in
SCM o map ac i i ies, ac o s, and esou ces wi hin a chain. Se e al esea che s ocus on long- e m us
ela ionships be ween chain membe s. This us o ms he ounda ion o he chain’s agili y and
lexibili y (Sco e al., 2003).A s able ne wo k is cha ac e ized by he exis ence o a 'cen al i m
connec ed ups eam and downs eam o a ca e ully selec ed numbe o pa ne s,' while a dynamic
ne wo k is composed 'o componen s along he alue chain assembled con ac ually, o be a unique
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