Supply chain integration: a review of enablers, dimensions and performance Anurodhsingh Khanuja and Rajesh Kumar Jain Institute of Management, Nirma University, Ahmedabad, India Abstract Purpose – The conceptualization of integration is built on intra- and inter-organizational relationship to manage the entire supply chain. Despite the growing number of research studies, there is a lack of consensus in current literature to define and conceptualize supply chain integration (SCI) and its drivers. The purpose of this paper is to provide comprehensive views on SCI, thereby contributing to existing literature by providing taxonomy to drivers and sources, dimensions and outcome of SCI. Design/methodology/approach – The systematic approach to literature review has been adopted to carry out this research. The study cites 154 articles, out of which 110 articles have been thoroughly reviewed, covering drivers and sources of SCI, SCI dimensions and SCI outcome. Findings – For the conceptualization of SCI dimensions, two major themes have been identified: first, internal integration, customer integration and supplier integration; second, information sharing, process coordination and strategic alliance. The authors also found that desire to improve and environmental factors prompt organizations to integrate with their partners to realize the desired outcome. Additionally, the paper identifies that integration plays a significant role in enhancing performance; nevertheless, maturity of integration may have a direct relationship with performance, and the same has been suggested as propositions for further study. Research limitations/implications – This paper has taken the systematic perspective to review existing studies and projected propositions, which is entirely based on collective views that may require empirical support. Originality/value – The paper is a unique contribution that reviews the research articles on SCI systematically. The paper also provides a distinct perspective and food for thought to practitioners, as the proposed framework may serve as a reference point to assess current SCI practices in the organizations. Keywords Supply chain performance, Supply chain integration, Systematic literature review, Sources and drivers Paper type Literature review 1. Introduction Supply chain management (SCM) has been contemplated as an effective strategy for organizations that streamlines internal and external activities to improve performance and competitiveness. Nowadays, organizations are competing on the supply chain for providing quick delivery, innovative and diverse range of products, and services to satisfy customer needs and create value for them. Thus, SCM has become a prevalent topic of research for academicians, practitioners and organizations to make it responsive and innovative (Alam et al., 2014; Beheshti et al., 2014; Ayoub et al., 2017). As globalization and development of information technology (IT) have changed relationship structure and brought the organizations closer; supply chain has emerged as a competitive weapon that causes organizations to have collaboration and integration with external partners (Stevens, 1989; Mentzer et al., 2001). Stevens and Johnson (2016) defined supply chain integration (SCI) as “alignment, linkages and coordination of processes, people, information, knowledge, strategies, and communication across the supply chain amongst all points of contact and making the efficient and effective movement of materials, information, money and knowledge as needed by the customer.” It has also been defined as a set of two or more organizations directly involved for coordination of upstream and downstream activities from source to the customer (Chen et al., 2007; Flynn et al., 2010). Benchmarking: An International Journal Vol. 27 No. 1, 2020 pp. 264-301 © Emerald Publishing Limited 1463-5771 DOI 10.1108/BIJ-07-2018-0217 Received 26 July 2018 Revised 5 November 2018 Accepted 8 December 2018 The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1463-5771.htm 264 BIJ 27,1