0019-8501/00/$–see front matter PII S0019-8501(99)00113-3 Industrial Marketing Management 29, 65–83 (2000) © 2000 Elsevier Science Inc. All rights reserved. 655 Avenue of the Americas, New York, NY 10010 Issues in Supply Chain Management Douglas M. Lambert Martha C. Cooper Successful supply chain management requires cross-func- tional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this in- tegration. We present a framework for supply chain management as well as questions for how it might be implemented and ques- tions for future research. Case studies conducted at several com- panies and involving multiple members of supply chains are used to illustrate the concepts described. © 2000 Elsevier Sci- ence Inc. All rights reserved. INTRODUCTION One of the most significant paradigm shifts of modern business management is that individual businesses no longer compete as solely autonomous entities, but rather as supply chains. Business management has entered the era of internetwork competition. Instead of brand versus brand or store versus store, it is now suppliers—brand— store versus suppliers—brand—store, or supply chain versus supply chain. In this emerging competitive envi- ronment, the ultimate success of the single business will depend on management’s ability to integrate the com- pany’s intricate network of business relationships [1–3]. Increasingly, the management of multiple relationships across the supply chain is being referred to as supply chain management (SCM). Strictly speaking, the supply chain is not a chain of businesses with one-to-one, busi- ness-to-business relationships, but a network of multiple businesses and relationships. SCM offers the opportunity to capture the synergy of intra- and intercompany inte- gration and management. In that sense, SCM deals with total business process excellence and represents a new way of managing the business and relationships with other members of the supply chain. Thus far, there has been relatively little guidance from academia, which in general has been following, rather than leading, business practice [4–6]. There is a need for building theory and developing normative tools and meth- ods for successful SCM practice. The exploratory empiri- cal findings reported here are part of a research effort to develop a normative model to guide future research. Ex- ecutives can use the model to capture the potential of successful SCM. Address correspondence to Dr. D. Lambert, Department of Marketing Logistics, The Ohio State University, 506 Fisher Hall, 2100 Neil Avenue, Columbus, OH 43210-1399. E-mail: lambert.119@osu.edu