Experiential knowledge can be acquired only through experience (Chen et al., 2009)
and experiential learning is one of the most effective methods of organization learning
(Gregorio and Kassicieh, 2005) for developing tacit knowledge needed by a firm in
order to perform appropriate activities in supply chains. The experience a firm gained
from transaction with one supply chain partner can translate into knowledge that may
be used to resolve problems or select alternative options that relate to transactions with
other supply chain partners. We highlight the important roles of human capital in SCM
practices and provide not only a future research direction for scholars but also practice
guidelines for managers. Managers should value its human capital and knowledge
management (Liu, 1998) in their organization and incorporate those behavior concerns
into their SCM strategy formulation process