This paper presents an integrated conceptual model of supply chain flexibility. It examines flexibility classification schemes and the commonalities of flexibility typologies published in the literature to create a theoretical foundation for analyzing the components of supply chain flexibility. Even though there has been a tremendous amount of research on the topic of flexibility, most of it has been confined to intra‐firm flexibility concerns. As supply chain management goes beyond a firm’s boundaries, the flexibility strategies must also extend beyond the firm. This paper identifies the cross‐enterprise nature of supply chain flexibility and the need to improve flexibility measures across firms. Opportunities are identified for future cross‐functional research that builds on this theoretical foundation and leads to more effective formulation of supply chain strategies.

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Maintains that, although service industries would benefit from research concerning the implementation of just‐in‐time (JIT) techniques, most research has focused on JIT only in manufacturing firms. A review of applied journals and articles, however, revealed JIT concepts migrating to non‐manufacturing environments. These articles describe JIT techniques successfully moving from the factory floor to other environments and suggest a potentially rich research opportunity. Summarizes these articles using Benson′s guidelines for applying JIT in service. Illustrates various JIT applications within each of the JIT categories.

Effective supply chain management requires sharing information between nodes of the chain. In consumer chains, this demand communication often results in a bullwhip effect as demand information becomes distorted back through the chain. Building on the work of Towill et al. and Towill and McCullen, this study evaluates the impact of consumer promotions and wholesale trade deals on the performance of a supply chain. Marketing actions alone are shown to have a significant impact on supply chains.

Inventory management is receiving increased emphasis in a variety of organizations. One important area is inventory that is subject to emergency demand situations. A hospital materials manager, for example, must establish efficient inventory system policies for normal operating conditions that also ensure the hospital's ability to meet emergency demand conditions. A simulation model of a hospital inventory system was developed to determine the relative significance of several common inventory system variations on a hospital's ability to operate successfully under normal and emergency demand conditions. Results of the simulation reveal that review frequency plays a major role in the success of operations under shock demand conditions. The simulation also suggests that generalizing from the results of an inventory system under normal conditions to expected results under shock conditions is inappropriate. Several common assumptions flowing from these generalizations were challenged by the results of the study.