Managing the supply chain using in-store supplier employed merchandisers

Purpose: To investigate the development of the demand chain alignment competence and the role of product life cycle (PLC) management for the competence building process. Design/methodology/approach - Presents an overview of the literature on demand chain alignment competence, and on the PLC and demand/supply chain strategies, putting forward associated propositions. Explores the propositions through a case study of a global tobacco company, which focused on the role of PLC management for demand chain alignment, and the development of an integrated demand chain strategy for effective PLC management, incorporating customer strategy, linking customer strategy to supply chain strategy, and applying the aligned process to PLC management. Findings: Offers no clear evidence of the demand chain alignment competence being a source of competitive advantage, but confirms that PLC management is not only supported by demand chain alignment, but can trigger the development of the competence; and that the PLC does not sufficiently represent the marketing dimension within the demand chain alignment competence. Research limitations/implications: Acknowledges the need for further research into the causal links between the concepts of demand chain alignment, PLC management, customer and supply chain strategy. Originality/value: Fills research gaps identified in the emerging demand chain management approach, investigating the development of the demand chain alignment competence and the role of PLC management for the competence building process