Supply Chain Management (SCM) has steadily gained importance in recent years. Driven by increasingly fragmented value chains that often span multiple countries and continents, collaboration with customers and suppliers is becoming more significant across almost all industries. The interfaces between companies have been identified as a new source for approaches to cost reduction and lowering capital requirements. However, companies still encounter limitations in implementation. The originally intended goals are often missed, or the introduction of the SCM concept may even fail entirely. Inadequate organizational structures are frequently cited as the cause of such failures. But which organizational structure is the right one? How can SCM be best integrated into existing companies? What role does the individual company play, and what about the entire supply chain? Volker Heidtmann's dissertation approaches this problem with both theoretical rigor and practical relevance. The work first brings together the relevant approaches of SCM and organizational theory into a unified framework. The contents of SCM are systematically prepared and structured from an organizational perspective. A practical model is developed based on behavioral decision theory from the diverse approaches of organizational theory. Thus, the dissertation not only provides a clear overview of the otherwise difficult-to-define research field of SCM organization but also offers a stable framework for further exploration of the topic. For practical application, the comprehensive catalog of possible design variants for SCM tasks is particularly significant. It allows for the extraction of elements for the design of individual SCM organizations.