Sales–Supply Chain Management Collaboration: Performance Effects and Boundary Conditions for International Salespeople.

This article empirically investigates the impact of sales–supply chain management (S-SCM) collaboration on the performance of international salespeople, using survey data from 310 U.S.-based sales professionals selling to 31 countries. The study finds that S-SCM collaboration positively predicts international salesperson performance, with this effect being stronger in countries with higher logistics capacity—defined as the "logistics friendliness" of a country based on infrastructure and customs efficiency—and for salespeople focused on customer acquisition rather than retention. Controlling for other forms of cross-functional collaboration (sales–marketing and sales–R&D), the research highlights the importance of integrating sales and supply chain functions within firms to better manage global supply chain challenges and improve sales outcomes. The findings suggest that firms should strategically foster S-SCM collaboration, especially in high-logistics-capacity countries and for sales roles emphasizing new customer development.