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Volume 43, Issue 1
Published: January 2022
A research agenda to reflect reality: On being responsive
Robert Glenn Richey Jr. and Beth Davis-Sramek
Food for thought: Recalls and outcomes
Kaitlin D. Wowak, Christopher W. Craighead, David J. Ketchen, Jr., and Brian L. Connelly
Hybrid last mile delivery fleets with crowdsourcing: A systems view of managing the cost-service trade-off
Vincent E. Castillo, John E. Bell, Diane A. Mollenkopf, and Theodore P. Stank
A responsiveness view of logistics and supply chain management
Robert Glenn Richey, Anthony S. Roath, Frank G. Adams, and Andreas Wieland
Supply disruptions and protection motivation: Why some managers act proactively (and others don’t)
Christoph Bode, John R. Macdonald, and Maximilian Merath
Supply chain plasticity during a global disruption: Effects of CEO and supply chain networks on operational repurposing
Ellie C. Falcone, Brian S. Fugate, and David D. Dobrzykowski
Utilizing blockchain technology for supply chain transparency: a resource orchestration perspective
David Marius Gligor, Beth Davis-Sramek, Albert Tan, Alex Vitale, Ivan Russo, Ismail Golgeci, and Xiang Wan
Volume 42, Issue 4
Published: October 2021
Volume 42, Issue 3
Published July 2021
Volume 42, Issue 2
Published June 2021
Volume 42, Issue 1
Published March 2021
Historical volumes until the year 2000 are available digitally. For any later issues, please contact the Journal of Business Logistics at [email protected] .
CSCMP continues to be a champion for bridging academic rigor and practical relevance. Where else can the global community of scholars convene with the supply chain community to be informed and influenced by those who make the seemingly impossible happen every day? The Journal of Business Logistics is the epitome of this melding of the minds. CSCMP and JBL have long been vital sources for good ideas, inspiration, and support for my research and teaching endeavors.
- Tom Goldsby, James A. Haslam II Chair of Logistics
Haslam College of Business at the University of Tennessee
Call for Papers: Special Topic Forums
Agile, Adaptive, and Aligned (AAA) Supply Chains for Enhanced Responsiveness: Implications for Theory and Practice
A decades-long focus on logistics and supply chain (LSCM) optimization with goals of minimizing costs, reducing inventories, and driving up asset utilization has diminished the ability of some supply chains (SC) to respond to dynamic market changes. The impact of recent global disturbances even triggered the collapse of some SCs. This underscores that many companies do not have a SC strategy that supports a rapidly changing global environment, and this can leave them unprepared to respond to disruptions from global emergencies (Kovács & Tatham 2009).
Is it possible that the long-lasting effects of the COVID-19 pandemic are forcing more companies to develop strategies for a globally responsive SC? Even more broadly, are companies beginning to understand the significance of the “AAA” (i.e., agile, aligned, and adaptable) SC? (Cohen & Kouvelis 2021; Lee 2021). Are management teams willing to pivot their thinking from short-term cost minimization to a longer-term emphasis on building SC capabilities that can rapidly respond to market dynamism?
This STF calls for research that will document when, why, and how companies shift their SCs to become more responsive through a reconceptualization AAA capabilities: agility (Gligor and Holcomb 2013), adaptability (Wieland and Durach, 2021), and alignment (Novak et al., 2021). Other responsiveness dimensions such as flexibility, improvisation, and resilience (Iyengar et al. 2021; Pettit et al. 2019; Richey et al. 2022) could also be examined. These capabilities – taken together or deployed in isolation - can enhance LSCM responsiveness. The guest editors seek theoretical and empirical contributions that provide innovative frameworks, conceptualizations, and practical solutions addressing a variety of important issues at the managerial, organizational, community, societal and/or planetary levels.
For more information, click here.
Proposal deadline: June 1, 2022
The goal of this special issue is to provide integrative reviews of supply chain management (SCM) research and to guide its future development. The guest editors invite authors to submit a proposal (not a full paper) that outlines a plan for creating a high-impact scholarly review of an important research stream. In this context, the term ‘research stream’ refers to a body of work (a) that is focused on a specific topic; or (b) that applies a particular theory across different topics. Quantitative reviews such as meta-analyses are outside the scope of the special issue, as are bibliometric studies and reviews of the application of research methods.
Proposals should be double-spaced with no less than one-inch margins and twelve-point font. Proposals should be no more than seven pages of text. References (single-spaced with a space between entries), tables, and appendices do not count against this page limit; authors can include up to ten pages of such materials in addition to the seven pages of text. Proposals that exceed these limits will not receive consideration. Any given author is limited to participating in one proposal. The guest editors will not be able to pre-screen ideas or rough drafts, but authors are encouraged to seek feedback from trusted colleagues prior to submission.
For more information, click here.
Proposal Submission Window: August 1 – September 1, 2022
Disruptive-Techs and the (Real) Value Creation to Firms and Supply Chains in Today’s Industry: A Proactive Perspective
Global supply chains (SCs) are exposed to intertwined, simultaneous, and prolonged disruptions (ISPD) (Falcone et al., 2021; Queiroz et al., 2020) including but not limited to pandemic outbreaks, climate change, Brexit, financial crises, and war. These and other extreme events cause negative impacts in the short, middle, and long term and may call for the accelerated adoption of digital technologies (van Hoek, 2021). The interdependence of global SCs amplifies negative effects from one crisis to another, contributing to the long-term impact of disruptions. For instance, the onset of COVID-19 combined with Brexit expanded UK shortages in supermarkets products, labor, raw materials, etc. Using disruptive technologies (disruptive-techs) can play a decisive role in not only supporting the operations of the firms and their SCs (Dolgui & Ivanov, 2020), but also in value creation. In this view, it is best practice to take proactive actions (Knemeyer et al., 2009) in managing the firms' technology resources through the SCs. Bode et al. (2021) highlighted the prominence of proactive actions of managers to improve SC responsiveness in the wake of disruption, but it isn’t clear how managers can or are using disruptive-techs to support the operations of their firms and SCs, and, at the same time, add value (Richey et al., 2021). We thus call attention to the need for researchers to make tangible contributions to – what, why, where and how – disruptive-techs may or may not create value for the firms and SCs. For more information, click here .
The Journal of Business Logistics 2020 Awards
Bernard LaLonde Best Paper Award
Winner: Travis Tokar, Brent D. Williams, and Brian S. Fugate. “I Heart Logsitics—Just Don’t Ask Me to Pay For It: Online Shopper Behavior in Response to a Delivery Carrier Upgrade and Subsequent Shipping Charge Increase. ” Journal of Business Logistics 41, no. 3 (2020): 182-205.
Highly Commended: Manuel Wehrle, Sabrina Lechler, Heiko von der Gracht, and Evi Hartmann. “Digitalization and its Impact on the Future Role of SCM Executives in Talent Management – An International Cross-Industry Delphi Study.” Journal of Business Logistics 41, no. 4 (2020): 356-383.
Highly Commended: Henrik Franke and Kai Foerstl. “Goals, Conflict, Politics, and Performance of Cross-Functional Sourcing Teams—Results from a Social Team Experiment .” Journal of Business Logistics 41, no. 1 (2020): 6-30.
Associate Editor Awards:
Christian Durach, Professor and Chair of Supply Chain and Operations Management, ESCP Business School
Andreas Wieland, Associate Professor of Supply Chain Risk Management, Copenhagen Business School
Jason Miller, Associate Professor, Broad College of Business, Michigan State University
Best Reviewer Awards:
Deepak Iyengar, Associate Professor of Logistics & Supply Chain Management, Parker College of Business, Georgia Southern University
John Saldanha, Sears Chair in Global Supply Chain Management and Associate Professor, John Chambers College of Business and Economics, West Virginia University
Rafay Ishfaq, W. Allen Reed Associate Professor, Harbert College of Business, Auburn University
Katie Wowak, Associate Professor, Mendoza College of Business, University of Notre Dame
Interested authors can submit their paper to the Journal of Business Logistics online, through Wiley's ScholarOne Manuscripts system.