Ever-increasing competition and globalization has made it harder for individual firms to satisfy the needs of their demandmg customers. Firms therefore look for ways to coordinate the flows of raw materials and finished goods efficiently and have become closely interdependent with supply chain partners (Bowersox, Mentzer and Speh 1995). Reflecting this business trend, relational paradigm shifts include transactional to relational and dyadic to multiple interfirm (network) (Grönroos 1994; Mentzer et al. 2001; Vargo and Lusch 2004). Supply chain management (SCM) represents such a new paradigm, in which firms take a systems approach to managing a supply chain as a single entity rather than a set of fragments (Min and Mentzer 2004), with the ultimate goal of synchronizmg supply chain activities across partners to create more customer value than competing supply chains can (Christopher 1992; Mentzer et al. 2001).
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