Note: The following text refers to a previous version of the JCR impact factors. A more recent version are the 2017 JCR impact factors (see there).
Few days ago, Thomson Reuters published the 2015 impact factors of well-known management journals as part of their Journal Citation Reports. Two SCM-related journals have an impact factor of 4 or larger: Journal of Supply Chain Management and Journal of Operations Management. Two other journals have an impact factor between 2.5 and 3: Supply Chain Management: An International Journal and Journal of Purchasing & Supply Management. Journals with an impact factor between 2 and 2.5 are: Journal of Business Logistics, Transportation Research Part E, International Journal of Operations & Production Management, International Journal of Physical Distribution & Logistics Management. Journals with an impact factor between 1.5 and 2 are: Manufacturing & Service Operations Management and Production and Operations Management. Among the journals with an impact factor between 1 and 1.5 is: Decision Sciences. Journals with an impact factor below 1 are: International Journal of Logistics: Research & Applications, International Journal of Logistics Management and Interfaces. However, keep in mind that journal rankings have a downside and should not be the dominating criteria for judging the value of our research. Financial Times has recently decided to include M&SOM rather than JSCM on the FT journal list which indicates that their list is not reliable at all to make SCM faculty decisions. Qualitative rankings such as VHB-JOURQUAL can be a good supplement to quantitative impact factors.
Supply chain management has certainly become far more strategic in recent years. But does that mean that companies should have a chief supply chain officer (CSCO)? In their new article, titled The Appointment of Chief Supply Chain Officers to Top Management Teams, Roh, Krause & Swink (2016) aim to answer this question. Based on empirical data, they show that “financial leverage, internationalization, and diversification all predict CSCO appointment to the [top management team]” and that these contingencies also “positively moderate the effect of CSCO presence on firm performance”. Most importantly, appointing a CSCO makes sense when financial leverage, internationalization, and diversification levels are high, but it does not make sense when these levels are low. But companies should be fast now: The authors also reveal that “most of the contingency performance effects manifest only for early adopters of the CSCO role”. I am sure that CSCOs will soon be appointed in many companies.
Roh, J., Krause, R., & Swink, M. (2016). The Appointment of Chief Supply Chain Officers to Top Management Teams: A Contingency Model of Firm-level Antecedents and Consequences. Journal of Operations Management https://doi.org/10.1016/j.jom.2016.05.001