Graduate School of Business


Doctor of Business Administration (DBA)


Gene Sullivan


Business Strategy, Customer Relationship Management, Decoupling Point, Operations Management, Project Management, Supply Chain Management


Business | Business Administration, Management, and Operations | Business Analytics | Business and Corporate Communications | Entrepreneurial and Small Business Operations | Operations and Supply Chain Management | Sales and Merchandising


This study investigates, understands, and describes the value of engaging a project manager to support a customer-driven project that creates a random supply chain demand event. Specifically such an event would require the temporary re-positioning of the decoupling point between the supply push and demand pull within the supply chain. In response to the challenges of this type of event, this study will focus on two specific project manager roles. First, the project manager would act as an extension of a customer-driven project and serve as a conduit for the voice of the customer (VOC) into the supply chain. Secondly, the project manager would employ his skills and manage the temporary relocation of the decoupling point. The focused engagement of the project manager in these roles provides the firm with a process that is responsive to its customers and creates a competitive advantage as well as meeting the strategic needs of the customer. The methodology for this research study is a qualitative research approach, using a qualitative method, hermeneutic phenomenological design, and interviews as the research instrument. From a biblical perspective this study demonstrates the principals that support the profession of project management can find a foundation in the biblical principles.