Findings
| Dimensions | Themes | Analytical description |
|---|---|---|
| What | External Integration Internal Integration | Integration is one of the most established notions in the practice of supply chain management—the extent to which the organization operates as a unified whole both across internal functions and external partners like customers or suppliers |
| Operational Performance Management | Also expected is the salience of actions geared towards managing operational performance, namely attaining corporate targets for supply chain related KPIs–with a particular focus on On-Time-In-Full (OTIF) delivery | |
| Talent Management | Less expected is the focus on human resource management, particularly in what was described as a consistent concern about the safeguarding of talent flows and the development of supply chain personnel | |
| Exception Management Project Management | The findings also reveal that SCOMEs heavily engage in the coordination of organizational adjustments, both in the form of managing exceptions in situations not accommodated by existing structures or processes (e.g. unexpected supply chain disruptions) or in the form of managing change projects (e.g. IT implementation) | |
| Why | Reach corporate-level targets | The mandate for what SCOMEs can do for the organizations is structured by having to meet corporate-level targets |
| Shape expectations | The expectations for what SCOMEs can do for the organizations are structured by actions to shape expectations, that is, both to and from the TMT as a whole | |
| Control end-to-end supply chain | The goal of SCOME activities is to control the end-to-end supply chain, including its various activities that span across departments and business units, and importantly beyond the borders of the organization | |
| Claim role in TMT | The proliferation of SCOMEs is such a recent phenomenon that there hasn”t been enough time for the norms and values of the role to be comprehensively institutionalized in the TMT | |
| How | Making sense of SCOM | The findings point to the relevance of interpretative processes. We observe the emerging category of making sense of SCOM |
| Making sense of KPIs | We also observe the emerging category of making sense of KPIs. These suggest that even for seasoned supply chain professionals there is still an urgency to generate sensible accounts of what SCOM entails and how it is assessed | |
| Making sense of the environment | Naturally, we also uncover that the environment itself, that which is outside of the organization and its supply chain, is an important target for interpretative processes |
| Dimensions | Themes | Analytical description |
|---|---|---|
| What | External Integration | |
| Operational Performance Management | Also expected is the salience of actions geared towards | |
| Talent Management | Less expected is the focus on human resource management, particularly in what was described as a consistent concern about the safeguarding of | |
| Exception Management | The findings also reveal that SCOMEs heavily engage in the coordination of organizational adjustments, both in the form of | |
| Why | Reach corporate-level targets | The mandate for what SCOMEs can do for the organizations is structured by having to meet |
| Shape expectations | The expectations for what SCOMEs can do for the organizations are structured by actions to | |
| Control end-to-end supply chain | The goal of SCOME activities is to | |
| Claim role in TMT | The proliferation of SCOMEs is such a recent phenomenon that there hasn”t been enough time for the norms and values of the | |
| How | Making sense of SCOM | The findings point to the relevance of interpretative processes. We observe the emerging category of |
| Making sense of KPIs | We also observe the emerging category of | |
| Making sense of the environment | Naturally, we also uncover that |