{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T17:53:15Z","timestamp":1754157195368,"version":"3.41.2"},"reference-count":45,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2009,1,30]],"date-time":"2009-01-30T00:00:00Z","timestamp":1233273600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2009,1,30]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The purpose of this paper is to analyze the relationship between corporate and supply chain strategy, as well as its implementation in a multinational paper producing company. Traditionally paper producing companies have had a strong interest in developing a physical infrastructure for their customer deliveries. However, supply chain thinking is still an unstructured issue in the case company.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>This research work is mainly based on the case company's strategy material and interviews with senior management, is mainly qualitative and is based on a constructive research approach aimed at trying to find a workable and forward looking solution based on the three strategies.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>The core findings concern the individual business division strategies, which jointly comprise the corporate strategy. Some of the business divisions do have a certain amount of supply chain management aims in their strategies. Furthermore, there is no real corporate supply chain strategy.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>The research was conducted at a company with strong presence in Northern Europe, which limits its applicability. Thus, the research results mainly reflect a Northern European business environment and cannot be generalized on a global level.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>The conclusions of the research work include a recommendation for a new management model for the corporate supply chain strategy, which is based on cooperation between the business divisions and logistics organization.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The value of this paper is based on the practical analysis of the case company's business divisions' strategies and interactivity between the logistics organization and the implementation of its strategy.<\/jats:p><\/jats:sec>","DOI":"10.1108\/02635570910926582","type":"journal-article","created":{"date-parts":[[2009,1,24]],"date-time":"2009-01-24T07:01:40Z","timestamp":1232780500000},"page":"34-52","source":"Crossref","is-referenced-by-count":15,"title":["Supply chain strategy in a global paper manufacturing company: a case study"],"prefix":"10.1108","volume":"109","author":[{"given":"Pekka","family":"Koskinen","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2022013020313737800_b1","doi-asserted-by":"crossref","unstructured":"Adams, S.M., Sarkis, J. and Liles, D. 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