PurposeThe purpose of this paper is to advance supply chain network theory by applying theoretical and empirical developments in complex network literature to the context of supply chains as complex adaptive systems. The authors synthesize these advancements to gain an understanding of the network properties underlying efficient supply chains. To develop a suitable theory of supply chain networks, the authors look to mirror the properties of complex network models with real‐world supply chains.Design/methodology/approachThe authors review complex network literature drawn from multiple disciplines in top scientific journals. From this interdisciplinary review a series of propositions are developed around supply chain complexity and adaptive phenomena.FindingsThis paper proposes that the structure of efficient supply chains follows a “scale‐free” network. This proposal emerges from arguments that the key properties of efficient supply chains are a short characteristic path length, a high clustering coefficient and a power law connectivity distribution.Research limitations/implicationsThe authors' discussion centres on applying advances found in recent complex network literature. Hence, the need is noted to empirically validate the series of propositions developed in this paper in a supply chain context.Practical implicationsIf efficient supply chains resemble a scale‐free network, then managers can derive a number of implications. For example, supply chain resilience is derived by the presence of hub firms. To reduce the vulnerability of supply chains to cascading failures, it is recognized that managers could build in redundancy, undertake a multi‐sourcing strategy or intermediation between hub firms.Originality/valueThis paper advances supply chain network theory. It offers a novel understanding of supply chains as complex adaptive systems and, in particular, that efficient and resilient supply chain systems resemble a scale‐free network. In addition, it provides a series of propositions that allow modelling and empirical research to proceed.

New Zealand’s natural resources are under increasing pressure from competing uses and are, in some areas, approaching limits. Management of our natural resources has been and will continue to be a complex and contentious intergenerational issue. This complexity arises because of the many interrelationships and interdependencies between environmental and social systems involved in natural resource management, as well as the legacy of past decisions. The contentiousness arises, in part, because natural resources are typically finite and shared, where people hold different values regarding their appropriate use.

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