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1. Introduction
As the modern business environment becomes almost borderless, we are witnessing the advent of cutting-edge supply chain strategies. As a consequence, the strategic view of managing supply chains has assumed paramount importance, especially since such a complex environment has effectively shifted the focus of competition from a firm-versus-firm paradigm to a supply chain-versus-supply chain paradigm ([37] Li et al. , 2006; [63] Tan et al. , 2002). Today, firms view supply chain management as a strategic tool to increase their competitive advantage. This strategic view is encapsulated in the concept of the "supply chain strategy". Supply chain strategy is defined as a set of approaches utilized to integrate suppliers, manufacturing, warehouses, and stores so that merchandise is produced and distributed at the right quantities, to the right location, at the right time, in order to minimize system-wide costs while satisfying service level requirements ([59] Simchi-Levi et al. , 2008). Supply chain spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. A key objective of supply chain strategy is to enhance the focal firm's supply chain responsiveness with respect to its customers ([22] Hines, 2004; [43] Melnyk et al. , 2010).
However, we observe that not all firms can appropriate responsiveness from their supply chain strategies. For example, many PC manufacturers such as Compaq and Gateway have been known to fail at on-time product delivery to customers because they failed to respond quickly to delayed shipments of computer components from suppliers in Taiwan ([34] Lee, 2002). What is required to bridge the gap between supply chain strategy and the supply chain's responsiveness to customers? Supply chain goals and plans are successfully accomplished by employing appropriate activities that support the overarching strategy. One way to do this is through development of certain "supply chain practices" that accomplish certain objectives, such as, strategic collaboration with suppliers ([7] Chen and Paulraj, 2004; [37] Li et al. , 2006). These practices are routines that the firm can draw upon as resources to facilitate execution of its supply chain strategy. Thus, when a focal firm decides to plan and formulate a specific supply chain strategy, it should also develop and consider the practices appropriate to that...