Vid diskussioner om hur dagens ekonomiska kriser och lönsamhetsproblem ska lösas så kommer ofta orden kreativitet, innovation och entreprenörskap upp. Det är ord som ofta förknippas med uppstart och tillväxt av små till medelstora ägarstyrda företag, men även stora företag kan vara innovativa.

Begreppet Demand Chain Management (DCM) används i varierande betydelser. Ibland som en utvidgning av SCM-begreppet, ibland som en ersättning, ibland som ett komplement och ibland som synonymt med SCM.

The concepts of Supply Chain Management (SCM) and Demand Chain Management (DCM) are among the new and debated topics concerning logistics in the literature. The question considered in this paper is: \Are these concepts needed or will they just add to the confusion?" Lasting business concepts have always evolved in close interaction between business and academia. Di erent approaches start out in business and they are then, more or less simultaneously, aligned, integrated, systemised and structured in academia. In this way a terminology (or language) is provided that helps in further di usion of the concepts. There is a lack of consensus on the de nition of the concept of SCM. This may be one of the major reasons for the difficulty in advancing the science and measuring the results of implementation in business. Relationships in SCM span from rather loose coalitions to highly structured virtual network integrations. DCM is a highly organised chain in which the key is mutual interdependence and partnership. The purpose is to create a distinctive competence for the chain as a whole that helps to identify and satisfy customer needs and wishes. The classical research concerning vertical marketing systems is very helpful in systemising the rather unstructured discussions in current SCM research. The trend lies in increasing competition between channels rather than between companies, which in turn leads to the creation of channels with a high degree of partnership and mutual interdependence between members. These types of channels are known as organised vertical marketing systems in the classic marketing channel research. The behaviour in these types of channels, as well as the formal and informal structures, roles in the network, power and dependence relations, etc. are well covered topics in the literature. The concept of vertical marketing systems lies behind the de nition of demand chains and demand chain management proposed in this paper. A demand chain may be de ned as an integrated and aligned chain built on partnership and mutual interdependence aiming at the creation of a unique competence to identify and satisfy customer perceived value, while demand chain management may be de ned as the e ort to create, retain and continuously develop a dynamically aligned demand chain.

Most current supply chain models were developed during a period of relative stability. Today, the environment is discontinuous, volatile and unpredictable. This requires a major rethinking and revitalisation of existing supply chain models. Supply chains are much more than warehouses, transportation and technology, they are people powered and have to be treated as social and political as well as economic and technical systems. The most difficult yet challenging and rewarding factor is the change of mindset from approaches based on the old industrial paradigm to the new knowledge oriented paradigm. From “one size fits all” to customisation and buyer behaviour oriented segmentation based on structural flexibility. The new approach requires a change of processes and management systems, but most of all, a change of mindset, organisation structure and behaviour. This may create internal resistance that has to be overcome to reach the desired future state. This future state is highly dependent on cooperation and consensus with external companies, and the next step is therefore to extend the alignment approach to the chosen partners in the demand chain. The development towards channel rather than company competition requires an interorganisational approach to channel design. Internal alignment and cooperation is necessary but not sufficient, which means that an agile and dynamically aligned demand chain has to be created. All this is well known and documented in both research and theory. However, the challenge is to implement these theories, models and behaviour in practice. This paper presents one practical approach to implementation of the theories put forth by Ericsson [Ericsson D, 2011, Demand chain management — The evolution, ORiON, 27(1), pp. 45–81.].