Editing Supply chain management (section)

===Management components===
SCM components are the third element of the four-square circulation framework.{{clarify|what is this and what are the other elements|date=March 2021}} The level of integration and management of a business process link is a function of the number and level of components added to the link.<ref name=ellram>Ellram, L. M. and Cooper, M. C., [https://www.emerald.com/insight/content/doi/10.1108/95740939080001276/full/html Supply Chain Management, Partnership, and the Shipper ‐ Third Party Relationship], ''International Journal of Logistics Management'', volume 1, no. 2, 1990</ref><ref>Houlihan, 1985 {{full citation needed|date=February 2019}}</ref> Consequently, adding more management components or increasing the level of each component can increase the level of integration of the business process link.

Literature on [[business process reengineering]],<ref>Macneil ,1975{{full citation needed|date=February 2019}}</ref><ref>Williamson, 1974{{full citation needed|date=February 2019}}</ref><ref>Hewitt, 1994 {{full citation needed|date=February 2019}}</ref> buyer-supplier relationships,<ref>Stevens, 1989{{full citation needed|date=February 2019}}</ref><ref name=ellram /><ref>Houlihan, 1985{{full citation needed|date=February 2019}}</ref> and SCM<ref name=Cooper1997/><ref>Lambert ''et al.'',1996{{full citation needed|date=February 2019}}</ref><ref>Turnbull, 1990 {{full citation needed|date=February 2019}}</ref> suggests various possible components that should receive managerial attention when managing supply relationships. Lambert and Cooper (2000) identified the following components:
* Planning and control
* Work structure
* [[Organizational structure|Organization structure]]
* Product flow facility structure
* Information flow facility structure
* Management methods
* Power and leadership structure
* Risk and reward structure
* Culture and attitude

However, a more careful examination of the existing literature<ref name="ReferenceA"/><ref>Vickery ''et al.'', 2003{{full citation needed|date=February 2019}}</ref><ref>Hemila, 2002{{full citation needed|date=February 2019}}</ref><ref>Christopher, 1998{{full citation needed|date=February 2019}}</ref><ref>Joyce ''et al.'', 1997{{full citation needed|date=February 2019}}</ref><ref>Bowersox and Closs, 1996{{full citation needed|date=February 2019}}</ref><ref>Williamson, 1991{{full citation needed|date=February 2019}}</ref><ref>Courtright ''et al.'', 1989{{full citation needed|date=February 2019}}</ref><ref>Hofstede, 1978{{full citation needed|date=February 2019}}</ref> leads to a more comprehensive understanding of what should be the key critical supply chain components, or "branches" of the previously identified supply chain business processes—that is, what kind of relationship the components may have that are related to suppliers and customers. Bowersox and Closs (1996) state that the emphasis on cooperation represents the synergism leading to the highest level of joint achievement. A primary-level channel participant is a business that is willing to participate in responsibility for inventory ownership or assume other [[financial risk]]s, thus including primary level components.<ref>Bowersox and Closs, 1996 {{full citation needed|date=February 2019}}</ref> A secondary-level participant (specialized) is a business that participates in channel relationships by performing essential services for primary participants, including secondary level components, which support primary participants. Third-level channel participants and components that support primary-level channel participants and are the fundamental branches of secondary-level components may also be included.

Consequently, Lambert and Cooper's framework of supply chain components does not lead to any conclusion about what are the primary- or secondary-level (specialized) supply chain components<ref>see Bowersox and Closs, 1996, p.&nbsp;93 {{full citation needed|date=February 2019}}</ref> —that is, which supply chain components should be viewed as primary or secondary, how these components should be structured in order to achieve a more comprehensive supply chain structure, and how to examine the supply chain as an integrative one.