Scope: To assist understanding of the supply chain management (SCM) and supply chain strategy (SCS) and to promote performing implementation for succeeding a value creating process, dynamic competitive advantage and sustainability. Methodology: First, a brief historical survey of the emergence of logistics discipline and its advance to SCM and SCS, following changes in actual business conditions and the New Information Technology. Second, a literature review on the SCM and the development of the SCS. Third, engagement more particularly with the issue of terminology concerning the concepts of SCM and SCS and the most relevant ones, such as systems, strategies, systemic and strategic thinking, etc. Fourth, examining more specifically the long dominance of the conventional positive deduction approach and hypothesis testing, against induction, abduction, and constructive participatory action approach, modern mixed methods and knowledge management. Fifth, direct analysis at network level upon the interdisciplinary character of the SCM and SCS and a holistic approach based on a value creation process of integrated planning (cost/benefit analysis, a feasibility study, a business plan), stressing the critical role of collective action, alliances, strategy to performing goals implementation, coordination, information net, formation of a feedback process. Sixth, preliminary results of a survey concerning the logistics services providers (3PL) in the Attica area, Greece, with focus on the segmental logistics services outsourcing and the need for integrated value SCS. Seventh, basic conclusions of the study for supporting the formation of SCM and application of performing SCS, for restoration of equal chances to the SMEs along with infrastructure and incentives policies. Main outcomes: Better understanding of the advancements in SCM and SCS and improvement of the research validity in strategic thinking for the planning process and performing goals implementation. Expected benefits in reducing the risks of failure and achieving sustainability through improving capabilities from restoring SCS role in performance. Presentation of the preliminary results concerning the use of SCS by companies in the Attica area, Greece. Originality: No claim of own ideas, but utilizing synthetic collective action, know-how and experience, for mobilization of all available resources, improving capabilities and successful facing the contemporary challenge of adjustment to the new landscape of corporation environment. Attributing special importance to the critical role of SCS for a value creating supply chain process and to foundation of a collective think-tank for technical assistance to design, planning and performing implementation in support of SMEs to achieve equal chances as safe-valve to competitiveness and sustainability. Expectation of drawing actual experience from a responsible collective after sales service consultancy initiative (recent Italian Universities partnership).
