As a customer facing interface, customer-centric marketing orientation has gained prominence among
academicians and practitioners, however, the success of a business transaction equally hinges on back office
function, i.e., Supply Chain Management (SCM). Several businesses operated these functions as two different
silos which ultimately hindered their overall business performance. This calls for an integrative thinking which
combines the two (marketing and SCM) to constitute a synergistic concept, i.e., Demand Chain Management
(DCM). Several researches so far conceptualized and empirically examined the issues related to marketing and
SCM separately, and DCM, however, still remained a fancy idea to play with. Hence, in this paper, the authors
explore the conceptual foundations of DCM in general. The paper elucidates the key concepts associated with
demand chain management, followed by real-time cases of two apparel retailers, i.e., Shoppers Stop and Zara.
The cases discuss the success stories of the two retailers, made possible by the effective execution of DCM.
The study comprises the use of both interpretive paradigm and constructivist epistemolo