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Despite being a fundamental concept, the field of supply chain management (SCM) exhibits a significant lack of consensus regarding the definition of supply chain flows (SCFLOWS). Additionally, there has been an over-reliance on three flows – material, information and finance – while various other flows crucial to SCM performance have been overlooked. Hence, the purpose of this study is twofold: (1) to explore the multi-dimensional nature of SCFLOWS and (2) to identify additional flows beyond the commonly acknowledged ones that are vital for SCM performance.,This study employs various qualitative methods as part of the abduction process. The methods include in-depth interviews with logistics professionals, a Delphi study involving SCM scholars and a focus group comprising airline industry practitioners.,Seven SCFLOWS dimensions are identified and presented as SCFLOWS framework. Also, two additional flows, i.e. human and capital equipment, are proposed as vital to SCM performance.,This is the first study to introduce SCFLOWS framework to achieve consensus in the field. By introducing two additional flows, it proposes extending the SCFLOWS boundary to include various flows overlooked previously but pertinent to SCM performance. The SCFLOWS framework serves as a systematic guide to validate additional flows and represents an important step towards building SCM theory.
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The COVID-19 vaccine supply chain faced unprecedented disruption from information disorder (collectively, misinformation, disinformation, and malinformation (MDM)). While prior research has examined the societal and health consequences of information disorder, little is known about how it disrupts supply chain management (SCM) or how supply chain actors respond. Guided by organizational information processing theory (OIPT) and stakeholder theory (ST), this study employs an embedded qualitative case study of the U.S. COVID-19 vaccine supply chain. We find that crisis-induced MDM functioned as an exogenous shock that heightened uncertainty and equivocality, overwhelming information-processing capacity, and fragmenting stakeholder responsibility. Downstream actors (i.e., pharmacies and clinicians) were disproportionately burdened in their efforts to combat MDM, relying largely on reactive tactics. Additionally, SC actors prioritized correcting false claims while deferring attribution of intent. This led to the conflation of misinformation and disinformation and the underdiagnosis of malinformation. By integrating OIPT and ST, we develop a framework that explains how information-processing misfit and shifting stakeholder salience jointly produce operational disruption and uneven accountability. Our findings extend SCM theory by conceptualizing MDM as a systemic supply chain risk and offer actionable guidance to improve resilience and trust. © 2026 The Author(s). Journal of Business Logistics published by Wiley Periodicals LLC.
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