bluuebunny/crossref_metadata_2025_split huggingface dataset:
Supervisory coaching in a logistics context
Authors: Ellinger Alexander E. , Ellinger Andrea D. , Keller Scott B. 
Published: January 2007

PurposeTo examine warehouse worker development associated with managerial coaching in the logistics industry.Design/methodology/approachExamine the efficacy of this developmental approach in a logistics context, a survey method was used to provide an overview of supervisors' coaching behavior at 18 distribution centers in the United States. Warehouse workers answered questions about their interactions with their supervisors and their own job satisfaction while supervisors answered questions pertaining to the job‐related performance of warehouse workers for whom they were directly responsible.FindingsThe study findings indicate that warehouse workers at these distribution centers encounter low levels of supervisory coaching behavior. However, despite these low levels, significant positive associations were found between supervisory coaching behavior, warehouse worker job satisfaction and supervisors' perceptions of their subordinates' job‐related performance.Research limitations/implicationsThe findings are based on the perceptions of respondents at the specific distribution centers in our study and therefore should not be interpreted as being generalizable. However, we hope that they will stimulate further empirical research on the growth, development and retention of front‐line logistics workers – an important, but relatively under‐researched, area of supply chain management.Practical implicationsThe logistics industry is becoming progressively more service‐oriented and technologically‐driven and greater front‐line worker competence in these areas will be required for many firms to survive.Originality/valueAs the greatest aggregation of labor in the supply chain is in distribution center operations, our findings may encourage logistics organizations to evaluate the feasibility of adopting more people‐oriented supervisory approaches like coaching that focus on personnel development and the provision of more intrinsically‐rewarding work environments.
Is the glass half full or half empty?
Authors: Knemeyer A. Michael , Murphy Paul R. 
Published: January 2007

PurposeThis paper provides a comparison of users and providers of third‐party logistics (3PL) services with respect to relationship marketing elements, such as trust and communication, as well as relationship marketing outcomes, such as retention and recovery.Design/methodology/approachConstructs for the relationship marketing elements and outcomes were derived from the extant literature and modified to reflect the nature of 3PL arrangements. The relevant data were collected from separate, but consistent, mail surveys that were sent to users of 3PL services as well as providers of 3PL services.FindingsThe results indicate statistically significant differences between 3PL users and providers across eight of nine relationship marketing elements, with the lone non‐significant comparison involving the communication construct. There are also statistically significant differences between 3PL users and providers for each of the four relationship marketing outcomes.Research limitationsAlthough the present study utilized previously validated relationship marketing elements and outcomes, future research could examine other relationship marketing elements and outcomes. Future research could also investigate relationship marketing issues through dyads/matched pairs of 3PL users and providers.Originality/valueThis manuscript examines 3PL with respect to theories and/or frameworks that comes from outside the logistics discipline, an approach advocated by Stock. Moreover, the paper adds to Moore's 3PL/relationship marketing research by investigating relationship elements and outcomes. The current paper adds to the rather limited literature that incorporates both 3PL user and provider perspectives.
An organisation‐level framework for the NZ food industry – its development and application
Authors: Dorling Kim , Scott John , Deakins Eric 
Published: January 2007

PurposeTo identify the key determinants of successful vendor managed inventory (VMI) and strategic supply chain relationships in the New Zealand (NZ) food industry.Design/methodology/approachThe research primarily used action research, supported by a literature review, triangulation and case studies from other industries and countries.FindingsEight key factors impacting the success of organisation‐level VMI and strategic supply chain relationships were identified. These were integrated into a framework that provides a model for practitioners to follow when establishing VMI and strategic supply chain relationships in the NZ food industry.Research limitations/implicationsThis research was conducted using action research in the NZ food industry. As a result, these research findings may need to be modified and further adapted before applying to less concentrated food industries in other countries.Practical implicationsPractical guidelines are provided for practitioners who wish to improve their organisation's supply chain activities through VMI and strategic supply chain relationships.Originality/valueThe key outcome was a working model that identifies the key determinants of successful VMI and strategic supply chain relationships in the NZ food industry, at an organisation‐level. A secondary outcome was the contribution to knowledge from an action research perspective.
3PL practices: an Indian perspective
Authors: Sahay B.S. , Mohan Ramneesh 
Published: January 2007

PurposeTo carry out a comprehensive survey on 3PL practices in India and to establish the impact of usage of third party logistics services on business results.Design/methodology/approachBegins by analysing the studies carried out on 3PL practices and establishing a research framework. The input variables to the research framework depict the organization‐specific characteristics, such as the extent of usage of 3PL services, the reasons for outsourcing and the impact of the usage of 3PL services. The output function of future usage of 3PL services is influenced by the three input variables. Data collected through survey questionnaire on the input and output variables are used to establish impact of usage of 3PL services on business performance through statistical analysis.FindingsThe usage of 3PL services reveals positive and significant impact on business performance though 3PL practices are still at a nascent stage in India. Additionally, results clearly indicate that significant increase in outsourcing has been planned across all activities of the logistics function in the next 2‐5 years.Research limitations/implicationsFurther research work should focus on managing 3PL relationships; selection and contract management of 3PL service providers for building collaborative supply chain partnerships; and identifying critical success factors for 3PL implementation and establishing performance measures for long‐term 3PL relationships.Practical implicationsDetailed study to motivate supply chain managers to outsource and use 3PL services to focus on the core business, drive logistics cost reduction, and improve supply chain efficiency. These indicators should also help the 3PL service providers plan the depth and scope of their service offerings to user organizations in India.Originality/valueThe paper contributes to the current 3PL and supply chain practices and the emerging trends in 3PL services for achieving improved business results and supply chain efficiencies.
A multi‐objective 3PL allocation problem for fish distribution
Authors: Kumar Manoj , Vrat Prem , Shankar Ravi 
Published: January 2007

PurposeThe primary objective of this paper is to show how mathematical modeling can be used for solving a third party logistics (3PL) allocation problem.Design/methodology/approachThe solution approach consists of finding a compromise solution for the six different strategies, defined in the paper by using lexicographic goal programming involving three objectives under some realistic constraints related to capacities of the markets.FindingsThis study investigates the usefulness and efficacy of the proposed method for a 3PL allocation problem for a case example of a typical fish supply network. The decision‐makers can evaluate the alternative solutions with respect to a set of decision criteria. The result indicates substantial improvement by reducing the number of 3PL service providers and reallocating them to the case fish markets.Practical implicationsThe work provides a useful decision model for practicing managers, policy makers and researchers of this area.Originality/valueThis model would help a decision maker to resolve the issues related to selection of 3PL under a set of conflicting multi‐objective criteria.
RFID: from concept to implementation
Authors: Spekman Robert E. , Sweeney Patrick J. 
Published: January 2007

PurposeThe purpose of this paper is to present a comprehensive overview of radio frequency identification (RFID) technology. The goal is to provide insights regarding the implementation and use of RFID by focusing on its advantages and its problems.Design/methodology/approachThe paper discusses, what RFID is, how its parts fit; what role management plays in its implementation, and where the pitfalls are.FindingsRFID is discussed as the latest technology to help manage the logistics and inventory problems faced by all companies. Not only has RFID been shown to provide benefits for the firm in its internal operations; its greatest contribution lies in its ability to improve information and materials flows throughout the entire supply chain. With RFID technology visibility in materials flow (from raw material to finished goods) among all supply chain members is improved and the accuracy of the information shared is greatly enhanced. Equally important is the role played by RFID in the development of more collaborative relations among supply chain members.Practical implicationsFor practicing managers the paper offers suggestions for improving the probability of a successful RFID implementation. The paper discusses implications ranging from dealing with the physics of the aligning the equipment, to validity and reliability testing, to integrating a complete RFID system inside the firm, to developing the requisite metrics, mindset, and managerial systems to link all members of the supply chain.Originality/valueThe paper combines practice and theory to demonstrate the potential benefits of RFID and provides insight into how to manage the problems that plague the rapid adoption of this new technology.
Buyer‐supplier relationships
Authors: Kannan Vijay R. , Choon Tan Keah 
Published: January 2007

PurposeTo analyze the impact of supplier selection and buyer‐supplier engagement on the performance benefits attributable to buyer‐supplier relationships, and the effect of these benefits on broader measures of buyer performance.Design/methodology/approachAnalysis is conducted using a structural equation model using survey data.FindingsResults demonstrate the positive influence of engagement and supplier selection on relationship performance. They also demonstrate that the success of the relationship directly and positively affects buyer performance.Research limitations/implicationsAdditional analysis is required to examine whether the results hold for specific industry or purchase scenarios, and to identify other dimensions of the constructs of interest.Practical implicationsBuyers should pay attention to selecting the right suppliers and developing the infrastructure that will enable successful buyer‐supplier relationships.Originality/valueThe paper provides empirical evidence of the impact of cultivating buyer‐supplier relationships on relationship success, and how this directly impacts business performance.
Drivers and obstacles of outsourcing practices in China
Authors: Hung Lau Kwok , Zhang Jianmei 
Published: January 2007

PurposeTo explore the key factors that motivate organizations in China to outsource and the obstacles these companies are facing in comparison with the situation in Western developed countries.Design/methodology/approachA case study approach was adopted with primary data collected through in‐depth interviews with six companies in China and secondary data aggregated from company reports and documents. Research findings were analyzed within and across all case studies to identify key drivers and obstacles of outsourcing.FindingsEconomic factor is a strong motivation for outsourcing in China, of which cost reduction, cost saving, and capital investment reduction are the main concerns. Strategic considerations, such as the use of outsourcing to accelerate re‐engineering benefits, to focus on core competence, to increase flexibility, and to facilitate market penetration, are identified. Environmental factors like information technology (IT) development and capability of supplier can influence organizations' decisions to outsource. Meanwhile, companies in China have encountered obstacles and problems in the outsourcing process. They include the lack of capable service providers, loss of control, poor transportation and IT infrastructure, presence of local protection regulations, and lack of overall post‐outsourcing measurement.Originality/valueThis paper presents a systematic exploration of the drivers and the obstacles of outsourcing in China and provides a framework that may guide business organizations to make better outsourcing decisions. It may assist organizations to clearly define their expectations, develop strategic outsourcing plans, and make appropriate decisions to achieve outsourcing objectives.
Strategic postures of third‐party logistics providers in mainland China
Authors: Wang Qiang , Zantow Kenneth , Lai Fujun , Wang Xiaodong 
Published: January 2007

PurposeTo examine the strategic posture of third‐party logistics (3PLs) providers in mainland China.Design/methodology/approachA sample survey, obtained by mail, of 3PLs firms in mainland China. Key informant data are used to operationalize Porter's competitive strategy and provides a framework to identify logistics strategies pursued by 3PLs providers. Various aspects of 3PLs providers are compared by different strategy types.FindingsIdentified four logistics strategies pursued by 3PLs providers in mainland China. Differentiation strategy outperforms cost leadership strategy. Companies pursuing cost leadership are shifting towards differentiation strategy to cope with the intense competition faced in mainland China's immense logistics markets.Research limitations/implicationsBias may exist due to the mail survey. In‐depth studies on strategy formulation of 3PLs providers could be carried out to examine what factors influence the strategy formulation and explore the strategy evolution path.Practical implicationsThis study is a very insightful source of information about 3PLs in mainland China for logistics managers, investors and policy‐makers. It provides guidance for 3PLs executives to formulate logistics strategy, adjust business objectives and prioritize operations, and for logistics users to select appropriate logistics providers. There are also suggestions for government to improve the business environment for the logistics industry. The study provides a basis for research on logistics management in mainland China.Originality/valueThis study is a pioneer and comprehensive study of mainland China's 3PLs providers. To the best of our knowledge, this is the first study to examine 3PLs providers in mainland China.
B2B e‐marketplaces: a typology by functionality
Authors: Petersen Kenneth J. , Ogden Jeffrey A. , Carter Phillip L. 
Published: January 2007

PurposeThe purpose of this article is to develop a typology of e‐marketplace functionality and then link the typology to the associated value creation potential of differing types of e‐marketplaces.Design/methodology/approachIn‐depth interviews with the executives of 50 e‐marketplaces, a web/mail‐based survey of another 350 e‐marketplaces and interviews with several e‐marketplace customers were conducted.FindingsB2B e‐marketplaces offer a variety of different value propositions. Leading e‐marketplaces have a well‐developed strategy for reaching a particular segment of the buying community, based on service needs. Developing e‐marketplaces do not demonstrate the same focus. On one hand, only a few e‐marketplaces had developed the same winning constellations of services, while on the other hand, most were planning a roll‐out of a wide variety of services that would carry them far beyond a focused strategy. The success of this approach seems problematic.Practical implicationsThe prudent customer of an e‐marketplace should weigh their requirements against the functionality found across the broad set of e‐marketplaces as well as against the constellations of functionality (and value creation potential) developed in this research. Only after a careful assessment of needs, can companies make rational decisions about how to effectively use e‐marketplaces.Originality/valueThis research employs a strong research method to create a unique typology of e‐marketplace functionality. This research also links the typology of e‐marketplace functionality to its value creating potential.
Consumer response to stock‐out in the online supply chain
Authors: Dadzie Kofi Q. , Winston Evelyn 
Published: January 2007

PurposeConsumer response to merchandise shortage in the online supply chain outlet is an interesting and important issue for e‐vendors because of the high risk associated with the online environment. The purpose of this study is to examine the effects of the online environment on consumer out‐of‐stock behaviors. In addition, it aims to examine the relative impact of non‐web site situational factors on consumer out‐of‐stock behavior.Design/methodology/approachThe study proposed an expectation confirmation‐disconfirmation framework based on the utility maximization principle in consumer research. This framework was validated with data from online shopping transactions gathered in two field studies.FindingsThe occurrence of a stock‐out had a pervasive negative impact on consumers' assessment of their online transactional experience and repurchase intentions. Furthermore, item substitution behavior was positively linked with merchandise information content, vividness of web site content, and service speed and a few situational factors. Overall, it was found that consumers' reaction to the “shock” effect of a stock‐out was best explained by an expectation confirmation‐disconfirmation model rather than a performance‐only or expectation‐only model.Research limitations/implicationsWhile the focus on the total expectation confirmation‐disconfirmation process limited the scope of the study to a single stock‐out event, future research should examine multiple stock‐out events to further validate the proposed framework.Practical implicationsManagers can take advantage of the positive linkage between web site design features and item substitution behavior by tracking the online consumers' expectation confirmation‐disconfirmation evaluative process and its effect on how consumers respond to high priced versus low priced items during a stock‐out event. Design features for low priced items such as CDs and books require product specific information to reduce item switching or exit from the e‐supply chain during a stock‐out event.Originality/valueScholars need a systematic framework for examining consumer response to a stock‐out that is applicable in the e‐commerce context because of the effects of abundant information access, low switching cost and the high service expectations of online customers.
Functional/dysfunctional supply chain exchanges
Authors: Davis‐Sramek Beth , Fugate Brian S. , Omar Ayman 
Published: January 2007

PurposeThe purpose of this paper is to propose a means‐end value chain framework to understand two supply chain party's values by presenting a value‐matching framework.Design/methodology/approachUsing means end theory, qualitative data from third party logistics (3PL) providers and manufacturers were used to construct means end value hierarchies to demonstrate how values between buyers and sellers can be mismatched.FindingsIn comparing the responses from the 3PLs and manufacturers, examples were found of exchange‐specific value matches and exchange‐specific value mismatches. The analysis showed that the 3PL managers interviewed were seeking to provide the value of being “market‐driven” (refers to a reactive business logic, which favors incremental adjustments to changes in the business environment), while the manufacturers desired their 3PLs to be “market‐driving” (refers to innovative business logic by providing break‐through ideas, practices and processes).Research limitations/implicationsThis research focuses more attention on an important objective of the marketing concept often overlooked in the business‐to‐business relationship literature: fulfilling the local firm's needs. This paper extends the use of the MEVHM and expands its applicability beyond understanding the focal firm's values to all exchange parties, including suppliers, third parties and cooperative alignments with competitors. Additionally, this paper contributes to the literature by suggesting that exchange values are a type of value important in achieving functional exchanges, and the concept of “value matching”.Practical implicationsApplying the MEVHM to both the focal firm and their supply chain exchange party provides a decision analysis tool for the management of exchanges. Additionally, this paper's model can be a guiding mechanism for managers to assist in the exchange party search and selection process.Originality/valueThe literature and the qualitative study suggest that the MEVHM could be a useful tool in understanding supply chain partners. However, this should be performed while fulfilling the firm's need (e.g. at a profit). In order for a focal firm to fulfill these needs from a particular exchange, it must understand the value it desires from that exchange. Not only is the MEVHM applicable to gain understanding of the exchange party's values of a particular exchange, but it is also an appropriate tool to gain understanding of the focal firm's exchange values.