Navigating the supply chain life cycle: a roadmap for growth and transitional strategies across the stages of organizational evolution

Purpose This paper aims to understand how managers confront challenges associated with building and implementing supply chain capabilities in nascent firms and how supply chain competitive priorities, structure and processes evolve as a firm matures. Design/methodology/approach For this study, this paper used a grounded theory approach to develop a theoretical understanding of supply chain competitive priorities, structure and process linkages. This paper interviewed 29 managers from 15 firms across multiple geographic locations and used a constant comparison process to develop theoretical categories, dimensions and propositions for future research. Findings The findings, contrary to predictions of congruence theory, suggest that supply chain competitive priorities, structure and methods are more aligned with firm strategy during periods of instability and less aligned during periods of stability. This unexpected discovery significantly contributes to the field, sparking further interest and debate. Furthermore, the findings suggest that, while a firm’s strategic priorities shift toward efficiency and compliance in the latter stages of organizational development as predicted by organizational life cycle theory, supply chain competitive priorities focus on customer service and quality throughout the maturation process, creating a strategic rift. Originality/value From a theoretical standpoint, the findings in this study provide much clarity on how organizations successfully transition supply chain structures to support organizational growth and maturity. As such, this study moves beyond staged development models and builds a theoretical pathway to understand successful transitions between stages. These implications of this research guide managers in aligning their supply chain strategies with their firm’s overall strategy.