Bridging organization theory and supply chain management: The case of best value supply chains

Abstract Rivalry is increasingly being contested at the supply chain level of analysis. Rather than competing “firm versus firm,” today's organizations are battling “supply chain versus supply chain.” Within this context, best value supply chains are emerging as a means to create competitive advantages and superior performance. While traditional supply chains often focus primarily on one key outcome such as speed or cost, best value supply chains excel along an array of uniquely integrated priorities—cost, quality, speed, and flexibility. We describe how key organizational theories help to distinguish traditional supply chains from best value supply chains. To provide a foundation for future inquiry, we offer theory‐based research questions that are focused on best value supply chains.