secondary-level components may also be included. Consequently, Lambert and Cooper's framework of supply chain components does not lead to any conclusion about what are the primary- or secondary-level (specialized) supply chain components —that is, which supply chain components should be viewed as primary or secondary, how these components should be structured in order to achieve a more comprehensive supply chain structure, and how to examine the supply chain as an integrative one. Power in supply chain management Andrew Cox, Joe Sanderson and Glyn Watson argue that the power resources of buyers and suppliers should be analyzed in order to understand how a supply chain relationship operates. In some cases, a purchasing firm may exercise more power over its suppliers, in other cases, suppliers may have more power; yet again there will be cases where buyers and suppliers may be interdependent or may have no real power over each other. Cox, Sanderson and Watson have written extensively on the operation of power regimes within a supply chain context. Other studies of power in supply chain relationships have looked at drivers impacting on the potential integration of supply chains. A study by Michael Maloni and W. C. Benton in 1998 looked at whether potential asymmetries in inter-firm power within a supply chain could prevent the implementation of effective supply chain execution. Maloni and Benton note that until their research, "little power research" had been presented in the supply chain literature. Using French and Raven's typology of the sources of power in the context of the automotive industry, they aimed to analyse the effects of distinct power strategies on relationships between buyers and sellers, and upon supply chain performance and satisfaction. Their findings showed that: expert and referent power sources lent themselves to "significant positive effects" on supply chain relationships; reward power had a somewhat beneficial impact coercive and legal/legitimate power bases, which they describe as "completely mediated power strategies", led to "significant negative relationships". They concluded that "prudent use of power" can be beneficial for both the power source and the power target. Reverse supply chain Reverse logistics is the process of managing the return of goods and may be considered as an aspect of "aftermarket customer services". Any time money is taken from a company's warranty reserve or service logistics budget, one can speak of a reverse logistics operation. Reverse logistics also includes the process of managing the return of goods