PurposeThe objective of this paper is to conceptualise supply chain resilience (SCRES) and to identify and explore empirically its relationship with the related concepts of supply chain vulnerability (SCV) and supply chain risk management (SCRM).Design/methodology/approachFrom a review of the literature the conceptual domain of SCRES is defined and the proposed relationships with SCRM and SCV are derived. Data from a longitudinal case study with three supply chains are presented to explore the relationship between the concepts in the context of the global financial crisis.FindingsThe empirical data provide support for a positive impact of supply chain risk (SCR) effect and knowledge management on SCRES and from SCRES on SCV. SCR effect and knowledge management seem to enhance the SCRES by improving the flexibility, visibility, velocity and collaboration capabilities of the supply chain. Thereby, they decrease the SCV in a disruptive risk event. The positive effects manifest themselves in upstream supplier networks of supply chains as well as in distribution channels to the customers.Research limitations/implicationsThe recession caused by the financial crisis has illustrated the importance of SCRES in today's interdependent global economy vividly. However, the concept is still in its infancy and has not received the same attention as its counterparts SCRM and SCV. The study confirms the benefit of resilient supply chains and outlines future research needs.Practical implicationsThe paper identifies which supply chain capabilities can support the containment of disruptions and how these capabilities can be supported by effective SCRM.Originality/valueTo date, there has been no empirical study which has investigated supply chain resilience in a disruptive global event.

In recent years the issue of supply chain risk has been pushed to the fore, initially by fears related to possible disruptions from the much publicised 'millennium bug'. Y2K passed seemingly without incident, though the widespread disruptions caused by fuel protests and then Foot and Mouth Disease in the UK, and by terrorist attacks on the USA have underlined the vulnerability of modern supply chains. Despite increasing awareness among practitioners, the concepts of supply chain vulnerability and its managerial counterpart supply chain risk management are still in their infancy. This paper seeks to identify an agenda for future research and to that end the authors go on to clarify the concept of supply chain risk management and to provide a working definition. The existing literature on supply chain vulnerability and risk management is reviewed and compared with findings from exploratory interviews undertaken to discover practitioners' perceptions of supply chain risk and current supply chain risk management strategies.

This paper endorses demand chain management as a new business model aimed at creating value in today's marketplace, and combining the strengths of marketing and supply chain competencies. Demand chain design is based on a thorough market understanding and has to be managed in such a way as to effectively meet differing customer needs. Based on a literature review as well as the findings from a co-development workshop and focus group discussions with marketing and supply chain professionals, a conceptual foundation for demand chain management is proposed. Demand chain management involves (1) managing the integration between demand and supply processes; (2) managing the structure between the integrated processes and customer segments and (3) managing the working relationships between marketing and supply chain management. Propositions for the role of marketing within demand chain management and implications for further research in marketing are derived. D

PurposeThis paper seeks to understand business requirements for supply chain risk management (SCRM) from a practitioner perspective.Design/methodology/approachBased on the findings from an exploratory quantitative survey and qualitative focus group discussions with supply chain managers, some issues of SCRM are derived and structured along the three conceptual levels of “philosophy”, “principles” and “processes”.FindingsThe survey showed that 44 per cent of all eight responding companies expect the vulnerability of their supply chains to increase in the next five years. However, the concept of SCRM is still in its infancy.Originality/valueThe paper contributes to our knowledge on SCRM by presenting the business requirements from a practitioner perspective and by deriving a structure for an integrated approach to SCRM which can guide further research.

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Recent discussion about relationship marketing as a new marketing concept is strongly connected with a novel perspective on exchange processes as the core of marketing. Suggestions for changes in terminology – from transactions to relationships – and the enriched understanding provide the basis for developing marketing strategies. Analyses the understanding of transactions and relationships in the context of the conceptual exchange framework developed by Bagozzi in 1975. The reflection helps to locate the distinctive foci of actual relationship marketing proponents. Further illustrates the, until now, neglected research direction of marketing relationships in complex systems or networks. As a first step to closing this gap, and to develop further the scope of relationship marketing, outlines the role of marketing in the creation and design of “value systems”.

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