Purpose -Although supply chain management is now an established field, the distinction between supply chains and supply networks is relatively immature and requires further investigation. The purpose of this paper is to clarify the distinction between supply chains and supply networks. Design/methodology/approach -Based on a review of the literature and assisted by input from academic experts during a relevant supply chain management workshop, this paper critiques seminal and extant theoretical developments in the field of supply chain management. Findings -The main contribution of this paper is the development of an outline classification of relevant dimensions where the concepts of supply chain and supply network are compared and their distinctive features are highlighted. The paper identifies strategic opportunities emanating from considering both the supply chain and supply network, and the associated levels of engagement with active and inactive members in terms of, inter alia, complexity, members' interdependencies and risk resilience. Originality/value -The paper highlights many theoretical and practical implications following a detailed analysis of an engagement-based portfolio of relationships within complex supply systems. The systematic clarification of these two concepts and their boundaries result in the provision of original insights which will assist the future research agenda of the academic community.

A note on versions:The version presented here may differ from the published version or from the version of record. If you wish to cite this item you are advised to consult the publisher's version. Please see the repository url above for details on accessing the published version and note that access may require a subscription. Design/methodology/approach -Data was collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via Structural Equation Modelling.Findings -Our study highlights the role of intra-and inter-organisational practices, and clearly demonstrates the joint role and impact of BPM and SCC respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.Research limitations/implications -This work could be expanded by adopting a supplementary dyadic or extended supply chain approach, and could also consider contextual factors, which were outside of the scope of our study. Practical implications -The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its supply chain partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.Originality/value -This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at the individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

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Purpose -The purpose of this paper is to explore supply chain collaboration issues in the extended enterprise (EE) to develop a more complete understanding of the nature and effectiveness of collaboration in the transition towards, but also within, the EE paradigm. Design/methodology/approach -The paper presents results from a three-company case study focusing on the civil aerospace industry, with all companies taking part in an EE. The research involved obtaining and systematically analysing a diversity of interview data and company documents to assist in the development of theory, which was subject to a systematic validation process. Findings -The authors propose a taxonomy, which, first, assists in understanding the transition towards the EE and supports a distinction between sets of factors that affect the effectiveness of collaboration, termed the "contractual" and "engaging" factors. Second, it assists in understanding the dynamic, complex nature of the EE paradigm and suggests a further breakdown of the "engaging" factors into "enabling" and "enhancing" sub-sets. Practical implications -The taxonomy assists in comprehending the EE concept and can also help to provide a road map in the transition towards and development within this paradigm. The description of the factors and their interrelationships suggest key areas that managers may wish to consider to enhance the effectiveness of collaboration among participant organisations. Originality/value -This is an empirically-based paper that presents new understanding about the EE paradigm, focussing especially on the effectiveness of collaboration among members, and using a multidisciplinary approach which draws upon strategic, operations and knowledge management fields.