In today’s guest post, Glenn Richey and Beth Davis-Sramek highlight what will guide them in their tenure as the new Co-Editors-in-Chief of the Journal of Business Logistics.
What a pivotal time for those of us engaged in logistics and supply chain research! As the world experiences a global pandemic on a scale that no institution was fully prepared to handle, its effects have reverberated throughout supply chains across all industry sectors. One result should be the development of new research questions that may challenge long-standing theoretical frameworks and relationships. The aftermath of the pandemic also presents another opportunity for the field. As academics in the U.S., we traditionally heard questions along the lines of, “what exactly is a supply chain?” Now, however, we hear things like, “What must be done to fix ‘the’ supply chain?” As this question indicates, we find ourselves in a unique situation to educate a broader population on the economic and humanitarian importance of effective SCM.
As the incoming co-editors of the Journal of Business Logistics, we look forward to embracing these opportunities. We lay out our strategic priorities in an editorial in the last issue (Supply Chain Management and Logistics: An Editorial Approach for a New Era). They include expediting the review process and increasing the number of number of published manuscripts. Importantly, we also recognize that scholarly contributions from our international colleagues are critical in enhancing the reach and reputation of JBL. In the coming weeks, we will update the Editorial Review Board and ask a smaller group of scholars to serve as JBL Senior Editors. Now and in the future, we welcome feedback about how to advance our goals, how to serve our community of scholars, and how to disseminate the implications of our research to a broader set of stakeholders.
Robert Glenn Richey Jr is Chair of the Department of Supply Chain Management at Auburn University. Beth Davis-Sramek is the Gayle Parks Forehand Professor at the Department of Systems and Technology at Auburn University.
This year feels like being pushed into the “online teaching water” to learn to swim. And for many SCM educators and students, the teaching season is just around the corner. In their recent article (Online Learning Can Still Be Social), Mucharraz y Cano & Venuti (2020) talk about ten keys to building a supportive digital community of learners: (1) plan and establish community norms; (2) provide extra emotional support; (3) allocate a space for informal interaction; (4) employ the right tools to organize team activities; (5) take advantage of gamification and nudges; (6) stimulate the senses; (7) consider the crowd; (8) promote peer learning; (9) use humor to reduce tension; and (10) embrace art as a way of learning. What I like about this list is that it acknowledges that properly supporting teachers and learners during this challenging time involves addressing social aspects, not just the choice between Zoom and Teams.
Two of the leading operations & supply chain management journals have just announced their best paper award winners at the Annual Meeting of the Academy of Management. The Journal of Operations Management’s Jack Meredith Best Paper Award 2020 goes to two winning papers: Wiengarten, Fan, Pagell & Lo’s (2019) paper is titled Deviations from Aspirational Target Levels and Environmental and Safety Performance: Implications for Operations Managers Acting Irresponsibly; and Bavafa & Terwiesch’s (2019) paper is titled Work after Work: The Impact of New Service Delivery Models on Work Hours. Journal of Supply Chain Management’s Annual Best Paper Award goes to Kim, Wagner & Colicchia’s (2019) paper The Impact of Supplier Sustainability Risk on Shareholder Value. Two other papers were shortlisted by JSCM: Longoni, Luzzini, Pullman & Habiague (2019): Business for Society is Society’s Business: Tension Management in a Migrant Integration Supply Chain; and Lanier, Wempe & Swink (2019): Supply Chain Power and Real Earnings Management: Stock Market Perceptions, Financial Performance Effects, and Implications for Suppliers. Congratulations to the author teams!
The term “case” is used in two meanings: as case-based empirical research and as a learning tool. Let us have a look at the latter meaning. In an article published by the Decision Sciences Institute, titled Writing a Great Case, Visich, Roethlein, Gravier & Reyes (2020) discuss important issues that need to be considered when writing such a case, which comprises the case and a teaching note. They cover important aspects, such as the initial case development, the actual writing process, tactics for student engagement, the teaching note, and teaching the case. The authors write: “Though writing a great case can be time consuming, we have found that writing a great case can be a highly rewarding experience. The case is a learning tool that we can bring into our classroom to reinforce student knowledge and through class discussion provide them with a forum to support their analysis of the case. Through our own cases we can create an interesting and interactive learning experience for everyone in our classroom.”
Have you ever missed a relevant call for papers (CfP) from one of your favorite SCM journals? It can indeed be quite tedious to regularly track all the different CfPs that are out there. Sunny Hasija from The Ohio State University has now provided a solution for us. His webpage specialtopicforums.com is generated nightly by scraping the websites of some of the leading SCM journals and other related journals for any CfPs. As a result, it contains a list of CfPs from these journals. Some journals might still be missing, but already now this provides a great overview. This website will surely be of great use to the entire SCM community. Well done, Sunny!
The IPCC defines the world’s remaining carbon budget as the cumulative net global anthropogenic CO2 emissions to the time that emissions reach net zero that would result in limiting global warming to a given level, accounting for the impact of other anthropogenic emissions. In other words, it allows us to calculate how much CO2 can still be released to limit global warming to a maximum of 1.5°C and 2°C, respectively. Currently, emissions equivalent to 42 gigatonnes (Gt) of CO2 are released globally every year. The following MCC Carbon Clock shows that time is ticking very fast and that we urgently would need to decarbonize our global supply chains.
Norrman & Jansson’s (2004) case study on Ericsson’s supply chain risk management (SCRM) practices is definitely part of the canon of SCM literature. After 15 years, it was time for an update. Together with Andreas Norrman, I visited Ericsson in Stockholm to investigate their SCRM practices. The results can now be found in our new article, The Development of Supply Chain Risk Management over Time: Revisiting Ericsson. Our article demonstrates how Ericsson’s SCRM practices have developed, indicating that improved functional capabilities are increasingly combined across silos and leveraged by formalized learning processes. Important enablers are IT capabilities, a fine-grained and cross-functional organization, and a focus on monitoring and compliance. Major developments in SCRM are often triggered by incidents, but also by requirements from external stakeholders and new corporate leaders actively focusing on SCRM and related activities. Although our article did not focus on SCM in the era of COVID-19, decision-makers can learn about many practices and tools that might also be useful to cope with the current situation.
Norrman, A. & Wieland, A. (2020). The Development of Supply Chain Risk Management over Time: Revisiting Ericsson. International Journal of Physical Distribution & Logistics Management. https://doi.org/10.1108/IJPDLM-07-2019-0219
The world is currently watching the shocking cases of police violence in the United States. But racism also exists on a smaller, more subtle level. In a recent interview, Terry Esper, a logistics scholar from The Ohio State University, shares his experience with racism and gives us excellent advice.
Many observers are currently talking about how we could go back to normal as quickly as possible. But what is “normality” and is it desirable? Should we really turn to cost reduction and just-in-time processes again? Wasn’t that the reason to put all medical supply eggs in the China basket? Didn’t that make our supply chains extremely vulnerable? We should accept the corona crisis as a warning sign, as an opportunity to fundamentally question the structure of our global supply chains. The corona crisis has fortunately led to effective political measures worldwide. Based on scientific knowledge, political decision-makers seem to be able to anticipate the catastrophic consequences of not taking such measures. These measures certainly hurt, but they are necessary. Unfortunately, effective measures to flatten the curve of the climate and biodiversity crises have so far largely failed to materialize. The corona crisis has shown us that we cannot look at global supply chains in isolation, but can only understand them in a larger context, and we have understood that they require reformation. Hopefully we will be able to transfer this understanding to other crises. Instead of going back to normal, we should anticipate the catastrophic consequences of the old model and reimagine our global supply chains accordingly, thereby having the larger picture in mind. If we can do that, then there is at least something good about the corona crisis, however tragic it is overall. This transformation of our economic system should also guide our academic work in the months to come. Stay healthy!
COVID-19 Update: These are extraordinary times that require all of us to depart from what we had planned! We, the chairs of the 2020 CSCMP European Research Seminar and the whole scientific committee, have decided to move the planned seminar in Barcelona to a virtual space.
We are aware that a virtual conference is not the same as a traditional conference. Some features of a conference can just not be virtualized. However, online formats can also offer new opportunities that will allow us to be experimental, involve new ways of interaction, provide new forms of feedback, and strengthen the ERS community. The more we discussed these opportunities, the more we are excited by them!
The virtual conference will take place at and around the time originally planned: June 18 and 19, 2020 plus probably a few days to also allow for some asynchronous formats. In addition, we will extend the deadlines for submission of full papers, conference papers, research idea proposals, and proposals for discussion forums by two weeks (i.e., until April 8). If you have already submitted, you don’t need to do anything.
We will soon inform you via our webpage about further details, but we can already promise that the virtual ERS will provide several exciting new formats that we are sure you will like!
Please visit: https://www.ers-conference.org/
Carl Marcus Wallenburg (WHU – Otto Beisheim School of Management) & Andreas Wieland (Copenhagen Business School), conference co-chairs