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Authors of a selected Journal of Business Logistics (JBL) article explain the real-world implications of their academic research. The Journal of Business Logistics (JBL ), published by the Council of Supply Chain Management Professionals (CSCMP), is recognized as one of the world's leading academic supply chain journals. But sometimes it may be hard for practitioners to see how the research presented in its pages applies to what they do on a day-to-day basis. To help bridge that gap, CSCMP's Supply Chain Quarterly challenges the authors of selected JBL articles to explain the real-world applications of their academic work. THE ARTICLE 'Reconceptualizing Intuition in Supply Chain Management' by Craig R.

Carter and Lutz Kaufmann of Arizona State University and Claudia M. Wagner of WHU—Otto Beisheim School of Management. This article received CSCMP's Bernard J. La Londe Best Paper Award for the most valuable paper published in the Journal of Business Logistics in 2018.

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THE UPSHOT As managers, it can be tempting to believe that all of our decisions are fact-based and rational. But this is not always the case, especially when we have to operate in uncertain and time-constrained environments. For example, in pressured situations like negotiations with suppliers, supply chain managers might not have the luxury of putting the process on pause and running what-if analyses.

In these circumstances, managers often make decisions based on a 'hunch' or 'gut feel.' In spite of this reality, there is limited research on the role intuition plays in supply chain management. In fact, there is not even a clear, consistent definition of intuition. Instead, different studies define intuition in different ways, some equating it to 'experience-based' decision making, some addressing the emotional aspect of intuition, while others focus on the automatic-processing dimension. In this paper, researchers from Arizona State University and WHU—Otto Beisheim School of Management develop a more comprehensive definition of intuition that unites all three of these dimensions. They write, 'we tentatively define intuition as a three-dimensional information retrieval process in which the decision maker establishes 1) connections between the current and past situations, 2) positive and negative gut feelings are evoked, 3) and a decision is made rapidly, automatically, and without much awareness.'

This definition was based on a review of previous researchon intuition that appeared in management, supply chain management, and psychology journals as well as in-depth interviews with supply chain experts. The researchers used that definition to create a measurement tool for intuition that could be applied to the supplier selection process (and possibly adaptedto other supply chain management contexts as well). The measurement tool consists of a 12-question survey that measures theamount and kind of intuition used in a decision. Survey takers are asked to rate how strongly they agree with statements such as, 'I made a connection between the situation at hand and similar situations in the past and decided accordingly,' and 'Several suppliers fulfilled the needed requirements, so I based my final decision on my gut feeling.' The article's corresponding author, Craig Carter explained to Supply Chain Quarterly Executive Editor Susan K. Lacefield what he and the rest of the research team discovered about intuition and how companies can apply their findings. Q: What was the impetus for this research?

So, there were two broad reasons why we were interested in looking at intuition: one professional and one personal. On the professional level, my coauthor Lutz Kaufmann and I have been delving into behavioral supply chain management since 2007. Behavioral supply chain management basically involves studying the human decision making done by supply chain managers that is subject to potential heuristics (or practical methods that are not guaranteed to be optimal). There is a preponderance of research based on the idea that in economic situations, decision makers will act rationally. However, we know that this is not how decision makers actually work in the real world. This article is the latest in a series looking at supply chain decision making in the real world, which started with a paper about biases in making logistics decisions and ways to overcome them. More specifically on a personal level, one day I decided to go backcountry skiing at one of my favorite places in the Sierra Mountains in California.