bluuebunny/crossref_metadata_2025 huggingface dataset:
Grocery Industry Collaboration in the Wake of ECR
Authors: Frankel Robert , Goldsby Thomas J. , Whipple Judith M.
Published: June 2007

Efficient Consumer Response (ECR) is an industry‐wide initiative that is commonly believed to have fallen far short of its promised efficiencies and value. Many believe that unrealistic expectations among grocery industry participants are primarily at fault for this shortcoming. The level of internal and external change required to make desired outcomes a reality have been underestimated and poorly understood by prospective participants. While change has been slower than desired, many firms have collaborated effectively and achieved significant results through coordinated supply chain activities. This research uses case studies to illustrate successful collaboration in the grocery supply chain and explores the success factors inherent in such efforts.
The Returns Management Process
Authors: Rogers Dale S. , Lambert Douglas M. , Croxton Keely L. , García‐Dastugue Sebastián J.
Published: June 2007

Returns management is the supply chain management process by which activities associated with returns, reverse logistics, gatekeeping, and avoidance are managed within the firm and across key members of the supply chain. The correct implementation of this process enables management not only to manage the reverse product flow efficiently, but to identify opportunities to reduce unwanted returns and to control reusable assets such as containers. In this paper, we describe how the returns management process can be implemented within a firm and across the supply chain. The process is described in terms of its sub‐processes and associated activities, and the interfaces with corporate functions, other supply chain management processes and other firms. Examples of successful implementation are provided.
Effective Lean Logistics Strategy for the Auto Industry
Authors: Jim Wu Yen‐Chun
Published: June 2007

Lean logistics refers to the superior ability to design and administer systems to control movement and geographical positioning of raw materials, work‐in‐process, and finished inventories at the lowest cost. This study takes a novel view by comparing the practices used by automotive suppliers in the United States to serve Japanese companies vs. those used to serve U.S. companies. This study, taking the supplier's perspective, investigates the strategies that today's automotive parts suppliers take to improve their logistics operations by associating their internal manufacturing practices and customer's external distribution system.
Implementing Collaboration Process Networks
Authors: Holmström Jan , Främling Kary , Tuomi Jukka , Kärkkäinen Mikko , Ala‐Risku Timo
Published: June 2007

The promise of process integration between organizations too often is unfulfilled and new approaches are needed. Distributed control is a new and exciting opportunity to build more effective process networks for a wide range of applications in logistics and product development. A solution based on distributed control around the consumers of services in process networks is proposed. In logistics, it is the physical delivery that becomes the focus for distributed control when you approach the service environment from the consumer perspective. In collaborative design and manufacturing, it is the product model that becomes the focus of control. A consumer perspective provides key guidelines that help manufacturers and service providers identify the design of process networks that most efficiently add value in different industries and for different applications.
The Demand Management Process
Authors: Croxton Keely L. , Lambert Douglas M. , García‐Dastugue Sebastián J. , Rogers Dale S.
Published: June 2007

Demand management is the supply chain management process that balances the customers' requirements with the capabilities of the supply chain. With the right process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this paper, we describe the demand management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes and firms; and provide examples of successful implementation.
Integrated Logistics Management in the Grocery Supply Chain
Authors: Mejías‐Sacaluga Ana , Carlos Prado‐Prado J.
Published: June 2007

This work aims to highlight the importance of adequately defining relationships between firms in a supply chain management (SCM) framework as the basis for its integrated functioning. An empirical study is used to analyze the state of manufacturer‐retailer relationships and the implications of these on efficient functioning of the grocery supply chain in Spain with Efficient Consumer Response (ECR) as a backdrop. Using personal interviews with logistics managers in 48 manufacturers and retailers in Spain, the study focuses on the order fulfillment or demand satisfaction logistics process, and evaluates the willingness for collaboration among the enterprises using best practices and information and communication technologies (ICT's) associated with ECR.
ISO and ABC: Complements or Competitors?
Authors: Larson Paul D. , Kerr Stephen G.
Published: June 2007

ISO 9000 and Activity‐Based Costing (ABC) are two useful tools for logisticians. Both of these tools can support efforts to improve customer service and/or reduce total costs. Using survey and case study methods, we investigate whether these two techniques are implemented together as complements, are kept separate, or are considered competitors for scarce resources (money, time and talent). The survey revealed that relatively few firms are using both ISO and ABC. Moreover, respondents from firms in which either ISO or ABC were implemented reported higher performance levels than those firms where both were used. Results of the case study suggest that practicing logisticians view ISO 9000 and ABC as separate initiatives. While the quality systems group led the charge to ISO registration, finance and accounting implemented the ABC model. The case firm did little to exploit potentially complementary aspects of the two tools. Indeed, there is evidence that ABC and ISO 9000 actually competed for managerial attention.
Engineering the Seamless Supply Chain
Authors: Childerhouse Paul , Towill Denis R.
Published: June 2007

Successful re‐engineering programs to improve supply chain performance possess three important attributes: a vision which clearly identifies future goals; a framework with clearly defined stages forming a route map; and, a toolkit which provides a means for enhancing the individual processes within the chain. In this paper the vision is the seamless. supply chain, and we outline an appropriate established framework, and supporting toolkit. The core of our approach is smooth material flow enabled by a proven set of simplicity rules. This ensures total integration of vision, framework, and toolkit. A case study illustrates the application of the methodology showing the bottom‐line performance improvement resulting from a supply chain process re‐engineering program.
Entry‐Level Logistics Management Hiring Issues
Authors: Gibson Brian J. , Lorin Cook Robert
Published: June 2007

Successful job placement of logistics graduates is highly beneficial to organizations offering logistics positions as well as to university logistics programs. A critical aspect of successful job placement involves understanding the preferences and perceptions of both students and employers regarding logistics positions. In this paper, we report the results of surveys of U.S. undergraduate logistics student and employer preferences and perceptions regarding logistics positions. The research results provide employers and logistics educators with information that can be used to improve job placement success.
Internal and External Logistics Information Technology Integration
Authors: Closs David J. , Savitskie Katrina
Published: June 2007

While it is widely believed that information technology is a major differentiator of logistics performance, there has been limited research that empirically tests or characterizes this relationship. The current research investigates the relationship between logistics information technology (LIT) and logistics service performance. The objective of this research is to develop a framework for managers to understand logistics information technology applications and to justify LIT expenditures. The results offer direction for characterizing logistics information technology. The research describes how internal logistics information integration and customer integration can influence customer service performance. These results begin to dimensionalize logistics information technology and the impact it has on strategy and performance.
Evaluating the Applicability of Merge‐in‐transit
Authors: Ala‐Risku Timo , Kärkkäinen Mikko , Holmström Jan
Published: June 2007

The physical distribution of goods is one of the key success factors in fast moving markets. Many companies are involved in the search for efficient distribution alternatives, as the lead times for customer order fulfillment need to be shortened while the costs and risks of warehousing need to be minimized. Merge‐in‐transit is a distribution model where several shipments originating at different dispatching locations are consolidated into one customer delivery, without inventories at the consolidation points. This removes the need for distribution warehouses in the supply chain, and allows the customers to receive complete deliveries for their orders. However, no guidelines are available for logistics managers on how to evaluate the applicability of merge‐in‐transit operations for their particular business situation. This paper presents a systematic procedure for the evaluation of merge‐in‐transit distribution in a specific supply chain of a company. The procedure is based on recent research on activity‐based costing models in distribution operations. Additionally, the paper clearly defines merge‐in‐transit and makes a distinction between it and cross‐docking with which it is often confused.
Evaluating the Supply Chain Role of Logistics Service Providers
Authors: Bolumole Yemisi A.
Published: June 2007

The shift from traditional and functional third‐party logistics to comprehensive supply‐chain relationships has significant implications for the role of third‐party logistics service providers (3pls). Extending previous research in which four factors were found to influence 3pls' supply chain function, this paper contains an assessment of the varying role(s) 3pls can play in the supply chain. The factors include: the strategic orientation of the outsourcing organization; its perception of 3pls' roles within the logistics strategy; the nature of the resultant client‐3pl relationship; and, the extent to which logistics is outsourced. The supply chain impact of these factors are evaluated based on the findings from case study research. Each different 3pl role (conceptual and empirical) is examined and implications for practical implementation are provided.
Third party logistics: a literature review and research agenda
Authors: Selviaridis Konstantinos , Spring Martin
Published: June 2007

Purpose

To provide a taxonomy of third party logistics (3PL) research and, based on that, to develop a research agenda for this field of study.

Design/methodology/approach

The proposed 3PL research classification framework is based on a comprehensive literature review, which concentrates on peer‐reviewed journal papers published within the period 1990‐2005. A total of 114 academic sources have been retrieved and analysed in terms of research purpose and nature, method employed, theoretical approach and level of analysis.

Findings

The review reveals that 3PL research is empirical‐descriptive in nature and that it generally lacks a theoretical foundation. Survey research is the dominant method employed, reflecting the positivist research tradition within logistics. It identifies certain knowledge gaps and develops five propositions for future research. It suggests that focus should be directed towards more normative, theory‐driven and qualitative method‐based studies. It also argues that further empirical research in relation to 3PL design/implementation and fourth party logistics services is needed.

Originality/value

This paper fulfils an identified need for a comprehensive classification framework of 3PL studies. It essentially provides both academics and practitioners with a conceptual map of existing 3PL research and also points out opportunities for future research.
Logistics Performance in Europe: The Challenge of 1992
Authors: Cooper James , Browne Michael , Peters Melvyn
Published: June 2007

The market for logistics services in Europe is undergoing unprecedented change. Not only is it being affected by world‐ scale developments, such as the globalization of manufacturing industry and the genesis of internationalisation in retailing, but there are major impacts within Europe itself. Numbered amongst these are; the effects of 1992 and the Single European Market on logistics users (e.g. manufacturers and retailers); deregulation of international road haulage within the European Community (EC) deregulation of domestic road haulage within many EC countries: increased specialisation of service for road freight companies; and the adoption of logistics concepts to give a unified view of the flow of goods from input sources to the delivery of final products to customers. To speak of a coming revolution in European logistics would not be overstating the case.
Organizational Support for Just‐in‐Time Implementation
Authors: Giunipero Larry C. , Law Wai K.
Published: June 2007

A Just‐in‐Time system crosses functional lines and therefore requires support throughout the organisation. A survey of one‐hundred firms actively pursuing JIT implementation found relatively high commitment from top and middle level management. Lack of functional support, especially from engineering, finance, and marketing has been reported as barriers in JIT implementation. The non‐commitment of functional groups has been related to their failure to understand JIT. This study found the size of the firm, the type of productive system, and the type of business did not exhibit strong influence over management and functional group commitment levels for JIT implementation.
Enterprise Logistics: The Right Tool for the Job
Authors: Wolfe Jeryl R.
Published: June 2007

With ever‐increasing profit and competitive pressures, manufacturers are looking toward the logistics process as a source of competitive advantage. A number of methodologies and information systems have evolved as ‘tools’ to aid in the exploitation of the potential of logistics. Many manufacturers have benefited significantly from the application of logistics tools. For others, primarily those which manufacture product to stock, the application of existing tools has produced less than expected results, and in some cases obscured opportunities. This discussion focuses on a relatively new methodology, Enterprise Logistics, and how it addresses the substantial opportunities for enhanced profitability and improved customer service which are oriented toward make‐to‐stock style manufacturers.
Enhancing Supply Chain Efficiency ‐ The Strategic Lead Time Approach
Authors: Horscroft Peter , Braithwaite Alan
Published: June 2007

Accepted logistics theory states that short lead times are consistent with high accuracy of customer service and low levels of inventory. Yet global or theatre based manufacturing strategies are lengthening lead times, extending supply chains and increasing risk of both excessive inventory and poor customer service. Logistics strategies to manage the conflicting interests of manufacturing and marketing and distribution have proved difficult to evolve. Strategic Lead Time Management is a computer modelling approach designed to identify and maximize the value added: cost added ratio in supply chain design. It is based on simulating the relationship between organisational process and procedure and the flow of inventory through the supply chain. This paper describes the approach and the results that can be achieved.
Achieving Competitiveness Through Logistics
Authors: Persson Göran
Published: June 2007

Logistics management has always been concerned with lead‐times. In particular, the order‐to‐delivery cycle has been seen as a major element in the customer service process. However, companies are now increasingly coming to recognise that the way in which ‘time’ is managed throughout the logistics system ‐ from procurement of materials through to the receipt of payment for goods sold ‐ is a key determinant of competitive advantage. Not only is work‐in‐progress and inventory reduced through a shortening of total logistics lead‐time, but responsiveness and flexibility to market place requirements is dramatically enhanced.
The Effect of New Information Technology on the Practice of Traffic Management
Authors: Masters James M. , La Londe Bernard J. , Williams Lisa R.
Published: June 2007

The decade of the 1980s brought significant change to the traffic management function. Freed from the strictures of transportation regulation, traffic managers were able to form strategic alliances and effective partnering relationships with carriers. Advances in information technology permitted faster and more accurate transfer of critical information throughout the logistics system. According to a national survey of over 200 traffic managers, logistics executives, and carrier executives, transportation deregulation and new information technology have been the primary drivers of change in the traffic function over the past ten years. While deregulation was the primary driver of change during the 1980s, changes in the 1990s will be technology‐driven. New management skills and talents will be required. Organizational changes will occur as firms react and adapt to the opportunities presented to them. This paper explores the influence that new information technology will continue to have on the evolving practice of corporate traffic management in the years ahead.
Managing the Global Pipeline
Authors: Braithwaite Alan , Christopher Martin
Published: June 2007

‘Time has ceased, “space” has vanished. We now live in a global village…a simultaneous happening’.Marshall McLuhan, The Medium is the Massage, Bantam Books, USA, 1967
A Methodology For Logistics Strategy Planning
Authors: Rushton Alan , Saw Richard
Published: June 2007

Logistics strategy planning has often been undertaken either as a qualitative overview or as a self‐contained mathematical exercise, considering facility location, facility size and mode of transport. Here, the importance of evaluating the logistics alternatives in parallel with all other business considerations is developed as a standard approach. The role of computerized models for optimization and simulation is shown to be still an important part of the process. The use of the approach is illustrated by a case study considering the logistics of sourcing, manufacture, storage and supply of bulk chemical products throughout the whole of Europe. The alignment of logistics strategy with the business objectives is stressed as a key factor for success.
Symbiotic Logistics
Authors: Mitchell Mark Andrew , LeMay Stephen A. , Arnold Danny R. , Turner Gregory B.
Published: June 2007

The increased utilization and popularity of logistics partnerships dictates the necessity of a robust and soundly constructed theoretical foundation for examining these alliances. Towards achieving this goal, this paper proposes and develops the symbiotic logistics concept. Symbiotic logistics relationships occur when two or more organizations develop a synergistic relationship(s) within their logistics systems in order to enhance each firm's ability to serve the demands of their ultimate customer. Provided the needs of the ultimate customers are fulfilled, symbiotic logistics relationships remain a win‐win proposition for the participants. The underlying factors behind the development of these relationships are explored. The potential impediments to the successful implementation of symbiotic logistics relationships are examined as well as recommendations for resolving these difficulties.
The Impact of Formalization on Warehousing Firms
Authors: Daugherty Patricia J. , Stank Theodore P. , Rogers Dale S.
Published: June 2007

Many of today's most successful companies have decided to focus on their core business and purchase other functional needs from outside vendors. Time and resource constraints make utilization of public or contract warehousing providers an attractive option. Because of their specialized expertise, external warehousing firms are often able to deliver services in a more cost‐effective and efficient manner. The researchers examined differential capabilities among warehousing service providers based upon the degree of formalized internal processes developed. Formalization was shown to impact: 1) the average number of services provided; 2) the average number of computer applications used in providing services to customers; and 3) the average number of installed technologies within the respondent firms. More highly formalized firms are positioned to be able to “offer more”.
Material Flow in Electronic Product Based Supply Chains
Authors: Berry Danny , Towill Denis R.
Published: June 2007

A review of electronics product based supply chains is presented. This naturally leads to the development of a “reference framework” for electronic products supply chains. It is used as a foundation for the analysis of a typical supply chain for a personal computer. Attention is focused on the published dynamic behavior associated with the electronic components echelon. The shortage/surplus behavior characteristic of the echelon and exemplified by the “bookings‐to‐billings” ratio is explained using a causal loop model. A pragmatic approach to the reduction in on‐costs achieved by redesign is presented and illustrated by comparing the relative merits of a number of suggested improvement strategies. Many of the features highlighted are applicable to the majority of electronic product supply chains; particularly the prominent role of multinational companies and the global nature of material supply. The establishment of much improved buyer‐supplier relationships is seen as an essential component in achieving improved supply chain design and operations.
The Relationship Between Supply Chain Management and Keiretsu
Authors: Ellram Lisa M. , Cooper Martha C.
Published: June 2007

The Supply Chain Management (SCM) concept has received much attention as a method for achieving improved customer service, better inventory management, and better overall channel management. Keiretsu, a type of Japanese business network shares many of the goals of SCM, yet is implemented much differently. This paper explores the similarities and differences between SCM and Keiretsu approaches. It also discusses broad changes that are required to make SCM a more viable competitive alternative among western firms.
Integrated Materials Management: The Value Chain Redefined
Authors: Hines Peter
Published: June 2007

The paper presents a new explanatory methodology designed to capture the role of Integrated Materials Management in the world's leading manufacturing companies. This methodology is explained via the Integrated Materials Value Pipeline drawing on the earlier Porter Value Chain/System. This new Pipeline describes the primary and secondary processes required in a leading edge company adopting a consumer led pull system rather than a traditional push system. In order to add some reality to the Integrated Materials Value Pipeline, the scope of this essentially micro model is broadened by taking into account the multitude of Materials Pipelines that exist in a typical supplier network. This macro model has been called the Ten Force Partnership Model. This second model is employed to help explain how the best companies can achieve wider supplier network development. In order to demonstrate that the Partnership Model can be applied outside Japan a brief case study of its (partial) application to a Welsh example is presented.
Disintegration and Re‐Integration: Logistics of the Twenty‐First Century
Authors: La Londe Bernard J. , Powers Richard F.
Published: June 2007

The traditional hierarchical model of command and control that served through the U.S. Industrial Revolution has undergone significant change in the past decade. Part of the changes have been prompted by global alliances of business partners. Other changes are the result of new enabling information technology that dramatically alters the role of information in the corporation. Still other changes are the result of new cycle‐time‐to‐market metrics on the part of buyer and seller. The re‐integration of the channel will present significant, new challenges and opportunities to the corporate logistics function. The logistics function of the firm will provide the ideal “boundary spanning” role to re‐integrate and position the firm for global competitiveness in the 21st century. However, new skill, new knowledge bases, new technology and new performance metrics will be required to meet the objective.
Changing Logistical Patterns and Policies in Northern Europe
Authors: Ojala Lauri
Published: June 2007

For individual transport customers in Europe, the trend is towards smaller shipment sizes and higher frequencies. At the same time, a considerable reshaping of the transport industry through mergers, acquisitions and alliances, particularly in road freight and freight forwarding industries has taken place. These changes, together with construction of new road and rail arteries, large multimodal load centers in freight transport and an ever‐increasing importance of information technology are changing the pattern of European freight transport. These issues, together with a brief look at transport policy development and implementation, and standpoints in the ongoing European Community (EC) membership negotiations are addressed in this article from a North European point of view.
Commercially Available Software for Integrated Logistics Management
Authors: Stenger Alan J. , Dunn Steven C. , Young Richard R.
Published: June 2007

The importance and utilization of information systems in the achievement of integrated service response and supply chain logistics has been shown by several recent studies. Practitioners need to have an understanding of the existance and capability of commercially available software options for integrated logistics management. For educators it is imperative that knowledge about the functioning of current software is taught in a manner that gives students an appreciation of the available techniques and software, along with the realization of the difficulty of implementation. This article provides practitioners and educators with an empirical assessment of the available logistics software as it applies to integrated hierarchical planning.
Exploring the Effect of LTL Pricing Discounts in the LTL Versus Multiple‐Stop TL Carrier Selection Decision
Authors: Pooley John
Published: June 2007

This paper explores the carrier selection problem of choosing either a less‐than‐truckload (LTL) or a multiple‐stop truckload (TL) motor carrier to deliver products. Specifically the paper presents a methodology for analyzing the cost implications of different carrier selection decisions. Shippers and carriers can use this methodology to analyze how changes in input variables could affect a shipper's carrier selection decision. To illustrate the methodology, the paper reports the results of a case study showing how changes in one variable, an LTL carrier's price, influence carrier selection. This selection shows how a cost minimizing shipper assigns shipments to each carrier, LTL or multiple‐stop TL, at different LTL pricing discounts. Results from this study indicate a direct relationship between LTL pricing discount and LTL shipment volume in the context of multiple‐stop TL competition. While results from this application only directly apply to the shipper in the study, this application does show how shippers and carriers can use the methodology to make/study decisions in the LTL versus multiple‐stop TL problem.
Supplier Partnerships in Manufacturing Versus Non‐Manufacturing Firms
Authors: Ellram Lisa M. , Krause Daniel R.
Published: June 2007

While the concept of partnerships has received much attention in the literature, the focus has primarily been on the manufacturing firm. This paper explores the similarities and differences in partnerships from the perspectives of manufacturing and non‐manufacturing firms. Findings indicate that non‐manufacturing firms have had longer relationships with their partners than manufacturing firms. In addition, non‐manufacturing firms considered a reduction of procurement and administrative costs, in addition to price and reliability, as important reasons to enter partnerships, while manufacturing firms emphasized the price, quality, and delivery of products.
A Methodology for the Strategic Management of International Manufacturing and Sourcing
Authors: Sweeney Michael T.
Published: June 2007

Little previous research has been carried out on the issues to be considered when choosing between manufacturing at home, offshore or sourcing from an offshore third party supplier. As a consequence, few concepts or frameworks have been developed to help determine how the manufacturing and sourcing resources of a business should be configured to create or sustain a competitive advantage. The offshore production or sourcing of manufactured products is usually organized to lower costs. However, such a strategic move can constrain an organization's capability to satisfy other critical market needs. Many manufacturing companies must now adopt strategies that deliver both a time‐based and a price competitive advantage. There is therefore a need to develop strategic management frameworks for determining how the use of both international production and sourcing resources can enable the adoption of both least cost and differentiation competitive strategies. This was the objective of the study detailed in this paper.
Establishing a Framework for Effective Materials Logistics Management
Authors: Naim Mohamed M. , Towill Denis R.
Published: June 2007

The “Law of Industrial Dynamics” is a well‐known phenomenon which leads to significant swings in demand as orders are passed down along a supply chain. Large fluctuations in demand result for the manufacturer leading to policies which counteract the objectives of materials logistics management which are to reduce inventories while maintaining strategic stocks, improve product quality, minimize the total cost of operations and procurement, ensure service levels to customers and minimize variance in material flow. A number of strategies have been advocated and applied which may be summarized as integrating the supply chain and adopting lean manufacturing techniques. Such strategies encompass three main factors, classified as technological (which may include adopting electronic data interchange), organizational (such as moving towards focused plants) and attitudinal (such as the adoption of Partnership Sourcing as a strategy). This paper provides a framework in which systems dynamics modeling, analysis and simulation aids in the decision making process to establish how best to achieve the materials logistics management objectives. Firstly, during the modeling and analysis phase, the supply chain champion is provided with insight as to the effectiveness of the current supply chain design to damp down order fluctuations. Secondly, on the basis of continuous improvement, simulation then allows him to re‐engineer the supply chain by asking “what if?” questions and assessing the relative benefits of various strategies against the financial and attitudinal costs of implementation.
Logistics: The Key to Success for the Australian Food Industry's Push into Asia
Authors: Henderson Terry
Published: June 2007

Australia is in the fortunate position of having high quality food products available for the increasingly wealthy Asian economy. Given its relatively small economic size, the key success factor of Australian food manufacturers will be the ability to ship food into Australia at an economic cost, and in doing so, maintain the quality of the product. The Australian Government, food producers and logistics service providers all have an important role to play in ensuring that the Australian economy does not lose the perceived opportunities that exist.
Implications of the Restructured Logistics Systems in South Korea — How to Succeed
Authors: Kim Gyn C. , Tallon William J.
Published: June 2007

The tremendous economic changes occurring in Korea have created trends of high quality products, mass consumption, an emergence of the younger generation, and competition among firms. This competition also includes foreign firms in the Korean distribution system. To respond to these diversifying consumer behaviors, the Korean government has opened its market to foreign firms and restructured its distribution system. As the Korean distribution system changes, it raises questions for foreign firms; how to penetrate the restructured distribution system and how to succeed in the Korean market.
An Assessment of Air cargo Service Costs and Capacity for Electronic Manufacturers in Scotland
Authors: Forster Mike , Peters Melvyn
Published: June 2007

The quality of international transport services available in peripheral regions of the UK could be a source of competitive disadvantage, particularly for manufacturers of high value products with extensive international sourcing and distribution networks. This paper aims to determine if electronics manufacturers based in Scotland are disadvantaged in their access and use of air cargo services and assesses how they minimize the effects of peripheral location. The models developed indicate that electronics manufacturers in Scotland are at a disadvantage in access to services but not in the cost of services. Operating practices within companies can, however, negate or minimize the service disadvantage, and the importance of the disadvantage varies between companies.
Managing Variety in Automotive Logistics With the Rule of Three
Authors: Cooper James , Griffiths John
Published: June 2007

In this paper, the management of variety in automobile manufacturing is broadened from simply considering the choice of models, options and parts to include strategic issues in sourcing and logistics systems. Some of the major cost elements associated with varietal increase are identified, leading into a discussion of how logistics system redesign can reduce or, indeed, eliminate the unwanted impacts of varietal increase. In this context, a “Rule of Three” is developed to assist in the effective management of variety in automotive logistics and elsewhere.
The Logistics Transformation of British Retailing: Concepts and Questions
Authors: Sparks Leigh
Published: June 2007

British retailers have been at the forefront of logistical changes. By taking control of distribution channels they have transformed their operations. Much of the process by which this has been achieved is well covered in the literature. This paper looks at the macro issues involved and the under‐pinning concepts in logistical transformation in retailing, and attempts to synthesize and provide an overview of the literature. The paper concludes by raising a series of questions about the future.
The North American Free Trade Agreement: Strategic Implications for Logistics Management
Authors: Waller David G. , Emmelhainz Margaret A.
Published: June 2007

The passage of NAFTA created both opportunities and challenges for logistics managers. NAFTA not only created a trading block with over 350 million potential consumers, it also allowed, for the first time, fully integrated and rationalized logistics management throughout North America. In recognition of the significant logistics impact of NAFTA, the Council of Logistics Management sponsored a study performed by Andersen Consulting and the University of North Florida. Based upon that study, this article provides a framework for reevaluating and changing logistics strategies in order to take full advantage of the opportunities presented by NAFTA. The complete study will be available from the Council of Logistics Management in Fall 1995.
Service Priorities in International Logistics
Authors: Semeijn Jake
Published: June 2007

The paper first reviews the increased internationalization of corporate logistics, existing carrier selection literature, and previous shipper‐carrier comparison studies. Then the results of a study involving 305 international shipper respondents and 27 global carrier respondents are presented. Both groups were surveyed about the importance to international shippers of a wide range of logistics service attributes. It appears that the service priorities of international shippers are consistent with the findings of previous (U.S. domestic) carrier selection studies. Reliability and transit time rank first, while cost follows in third place. The priority ratings of global carrier managers match those of the shippers, with one important difference: carrier managers significantly underrated the importance and ranking of transit time. Two other significant differences in ratings were also found. Carriers underrated the importance of carrier considerations, and overrated the importance of distribution services. These results are discussed and implications for carrier management are formulated.
Logistics Strategy Planning: Modeling and Decision Support Techniques for the 1990s
Authors: Guedes Paulo , Saw Richard J. , Waller Alan G.
Published: June 2007

Modeling and decision support for Logistics Strategy Planning has evolved considerably from the 1960s to the 1990s. Today, Logistics Strategy Modeling is supported by a variety of techniques and computer systems. How each technique can be applied to logistics strategy studies is discussed and a new integrated modeling framework is proposed.
The authors have been involved in the development of STRATOVISION, a Decision Support and Modeling System for Logistics Strategy Planning (known in Coopers & Lybrand as LSS‐Vision). Geographic information, object‐oriented philosophy and advanced visual interactive modeling capabilities allow the user to represent a strategic scenario and interact in an intuitive and friendly way. The system includes “what‐if” simulation, heuristics, optimization algorithms and analytic models, which provide visual feedback and interaction to analyst and decision maker.
A Conceptual Framework For Assessing Strategic Packaging Decisions
Authors: Lockamy Archie
Published: June 2007

Over the past decade, increased logistics costs, improved packaging technology, and enhanced environmental regulations have caused logistics managers to reevaluate their packaging decisions. The impact of packaging decisions on logistics costs illustrates the need for strategic thinking in the assessment of packaging options. In addition, the combination of more demanding technological and environmental requirements by customers and governmental legislation suggests that packaging decisions must be viewed strategically within the logistics planning process. This paper examines the relationship between strategic packaging elements and the competitive edges on which firms can compete in the marketplace. The effects of packaging associated costs, advances in packaging technology, and the environmental movement are explored to highlight their strategic impact. Finally, a conceptual framework for assessing strategic packaging decisions in relation to a firm's competitive edges is presented.
Redesigning Logistics to Improve Performance
Authors: Juga Jari
Published: June 2007

This paper discusses the basic concepts and themes of the emerging process approach to management and organization. Case study evidence is then presented to examine how these themes could be applied to changing logistics organizations. The case company, a branded consumer products manufacturer in Finland, redesigned its logistics to improve performance in terms of production efficiency and the ability to satisfy differing customer requirements. It is concluded that the new approach has considerable strength in describing the transformation. It also opens up fruitful issues for further research on changing logistics organization.
Reengineering Order Fulfillment
Authors: Waller Matthew A. , Woolsey Dennis , Seaker Robert
Published: June 2007

Business process reengineering applied to the order fulfillment process is becoming very popular. This research provides an overview of reengineering order fulfillment and presents some methodologies which may be helpful to managers. Several examples from the literature are provided as illustrations of issues involved in reengineering order fulfillment. Critical success factors are described including organizational structure, information technology architecture, and performance measurement. Three computer manufacturers are studied to identify the impetus for reengineering order fulfillment, opportunities and problems. Issues associated with benchmarking order fulfillment as an input to reengineering are also presented.
A Reexamination of the Effects of Just‐In‐Time on Inbound Logistics
Authors: Tracey Michael , Leng Tan Chong , Vonderembse Mark , Bardi Edward J.
Published: June 2007

Just‐In‐Time (JIT) manufacturing remains an important issue and research efforts are beginning to examine its impact on other business functions. This paper proposes a theoretical model that relates the extent of JIT implementation to changes in inbound logistics practices and outcomes. Exploratory factor analysis was applied to responses from a large‐scale survey. Six underlying constructs were identified and retained, and eleven hypotheses concerning the causal relationships between these constructs were tested using LISREL. Analysis indicates that JIT: (1) improves supplier operations, (2) enhances transportation operations with respect to inbound carriers, (3) reduces the level and improves the management of inventories, (4) does not cause overall inbound logistics costs to increase, and (5) increases the quality and performance of inbound logistics.
Supply Chain Management in the National Health Service
Authors: Fernie John , Rees Clive
Published: June 2007

Much of the research in the UK on logistics and distribution management has focused upon the manufacturing sector, in particular the automobile industry, and the retail sector, notably the grocery sector. The purpose of this paper is to report on the status of research currently being carried out by the authors into supply chain management in a public sector organization, the National Health Service (NHS). The main focus of the research is to evaluate the performance of the Supplies Services from the perspective of three main groups: the NHS Supplies Managers ‐ the providers of the service, Trust Hospital Chief Executives ‐ the purchasers of the service and companies supplying goods to the NHS.
An Investigation of the Impact of Schedule Stability on Supplier Responsiveness
Authors: Harrison Alan
Published: June 2007

The impact of schedule stability on supplier responsiveness is investigated by comparing schedule and calloff quantities for two automotive assemblers who both use the same supplier. Components for the two assemblers are manufactured by the supplier in cells which are focused by customer. The world class assembler (a Japanese transplant) operated a stable, long‐term schedule policy whereas the non‐world class assembler (a Western mass producer) operated a schedule policy which is relatively highly uncertain. It is argued that the strategy of the world class assembler is likely to out‐perform the non‐world class assembler in the quest for lean distribution (build to customer order within short time cycles).
Alliance Formation Motives: A Comparison of International Perspectives
Authors: Frankel Robert , Schmitz Whipple Judith
Published: June 2007

Establishing and maintaining successful alliances is an increasingly attractive, yet difficult strategic option for most firms in today's business environment. One component of the alliance process that has recently received considerable attention concerns the motivations of a firm and its potential partner to establish an alliance. This paper examines and compares alliance motives at three channel levels (manufacturer, distributor and logistical service supplier) and across three geographic trading regions (North America, Europe and the Pacific Basin). The managerial implications of the results are discussed with particular regard to developing and sustaining successful cooperative supply chain relationships.
Supply Chain Management: More Than a New Name for Logistics
Authors: Cooper Martha C. , Lambert Douglas M. , Pagh Janus D.
Published: June 2007

Practitioners and educators have variously addressed the concept of supply chain management (SCM) as an extension of logistics, the same as logistics, or as an all‐encompassing approach to business integration. Based on a review of the literature and management practice, it is clear that there is a need for some level of coordination of activities and processes within and between organizations in the supply chain that extends beyond logistics. We believe that this is what should be called SCM. This article proposes a conceptual model that provides guidance for future supply chain decision‐making and research.
Supply Chain Management: A Strategic Perspective
Authors: Bechtel Christian , Jayaram Jayanth
Published: June 2007

In order to respond to competitive pressures, managers need to know more about the strategic aspects of supply chain management. This paper addresses this need by critically reviewing the supply chain management literature and by suggesting a research agenda for the future. A conceptual model is provided which helps to identify certain assumptions made in the literature that must be challenged. The model also provides a tool for identifying the major contributions in the literature. Finally, a research agenda is developed.
The Role of Partnerships in Strategic Account Management
Authors: Newbourne Paul T.
Published: June 2007

In an environment characterized by scarce resources, increased competition, higher customer expectations, and faster rates of change, executives are turning to partnerships to strengthen supply chain integration and provide sustainable competitive advantage. Partnerships can be an effective means to improve a business relationship and the resultant levels of business between the partners; however, the creation and management of a partnership should be considered part of an overall account management process. This is particularly true in the case of strategic account management. A strategic account is defined as an account (customer) that is critical to the long‐term success of your business. This article will focus on providing an overview of how CSX Corporation (CSX) utilizes the Lambert/Emmelhainz/Gardner Partnership Model, which was presented in the last issue of this journal, in conjunction with its strategic account management program. The primary emphasis will be on the initial steps of CSX's account management process which are required prerequisites to use the Partnership Model. In addition, a specific model application will be reviewed.