ABSTRACT

This chapter captures a range of phenomena in a joint approach which ultimately leads to the enrichment of the theoretical basis so far applied in integrated chain management. It uses interpretive management as a means to explore and reduce supply chain complexity. The chapter discusses supply chain complexity and its conceptualisation. It explains how the interpretive use of the three examples helps actors in the textile chain reduce complexity and make the chain manageable. The three complexity dimensions 'programme', 'product' and 'process' describe only the 'inner' complexity of the supply chain. These variables must continuously be adapted to external complexity drivers: the continuous change of consumer behaviour, competitor reaction, stakeholder demands and technological change. This clearly illustrates the meaning of complexity management in the supply chain. The three identified symbol systems of fashion, cost management and environmental standards will be used to illustrate the importance of interpretive supply chain management.