Despite the popularity of the term Supply Chain Management, both in academia and practice,
there remains considerable confusion as to its meaning. Some authors define SCM in operational terms
involving the flow of materials and products, some view it as a management philosophy, and some
view it in terms of a management process (Tyndall et al. 1998). Authors have even conceptualized
SCM differently within the same article: as a form of integrated system between vertical integration
2 MENTZER, DeWITT, KEEBLER, MIN, NIX, SMITH, AND ZACHARIA
and separate identities on one hand, and as a management philosophy on the other hand (Cooper and
Ellram 1993).
Such ambiguity suggests a need to examine the phenomena of SCM more closely in order to
clearly define the term and concept, to identify those factors that contribute to effective SCM, and
to suggest how the adoption of a SCM approach can affect corporate strategy and performance. The
purpose of this paper is to examine the existing research in an effort to understand the concept of “supply
chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized,
and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to
establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified,
and the boundaries of SCM in terms of business functions and organizations are proposed. A
conceptual model and definition of SCM are then presented that indicate the nature, antecedents, and
consequences of the phenomena. The model is accompanied by a series of managerial and research
implications.