Emerald

Công bố khoa học tiêu biểu

* Dữ liệu chỉ mang tính chất tham khảo

Sắp xếp:  
The Impact of Outsourcing on Inbound Logistics Flows
Emerald - Tập 12 Số 1 - Trang 21-35 - 2001
GöranSvensson

This research explores the linkage between firms' outsourcing activities and the occurrence of supply chain disruptions. It is based upon a two‐phase process utilizing methodological triangulation. Phase one applies qualitative methods that explore the overall environment of outsourcing and disruptions in supply chains in the automotive industry based upon a case study of a Swedish car manufacturer. Phase two applies quantitative methods to test the findings from phase one in a wider context in the automotive industry. The results indicate that there is a significant association between the outsourcing of internal activities and the occurrence of disruptions in firms' inbound logistics flows from subcontractors.

Efficiency versus value maximisation in co‐manufacturing relationships
Emerald - Tập 21 Số 2 - Trang 309-330 - 2010
Lynette J.Ryals, Andrew S.Humphries
Purpose

This paper examines two co‐manufacturing relationships, which were efficient with the aim of understanding why they were not value maximising.

Design/methodology/approach

The paper utilises a methodology designed by Wilding and Humphries and based on Williamson's organisation failure framework. Using a case study approach, it is applied in a new context to provide insights into the dynamics within two co‐manufacturing relationships in the food‐manufacturing industry.

Findings

The relationships are judged as operationally efficient by both sides but frustrations and conflicts have emerged over time, leading to a real danger of relationship breakdown. These problems are caused by failure to involve co‐manufacturing partners in strategy discussions, shortcomings in relationship management, and lack of recognition of partners' developing capabilities.

Research limitations/implications

The paper challenges the transaction cost economics (TCE) focus on efficiency in the context of co‐manufacturing relationships and advocates a relational perspective to value maximisation.

Practical implications

The findings indicate that an undue focus on operational efficiency in the management of close, long‐duration co‐manufacturing relationships may result in a reduction in innovation and a failure to maximise value.

Originality/value

The paper provides empirical support for arguments in favour of dynamic efficiency, rather than the static efficiency implied by TCE. These findings are of great importance to companies engaged in strategically important co‐manufacturing relationships, as they demonstrate how “negative spiral behaviours” can develop.

Logistics: Perspectives for the 1990s
Emerald - - 1990
Bernard J.LaLonde, James M.Masters

The decade of the 1980s has been witness to a long period of stable, sustained economic growth in the American economy, with moderate inflation, favourable interest rates, and steady growth in GNP. The decade has been remarkably free of the economic turmoil that marred the 1970s ‐ double digit inflation, double digit prime interest rates, the energy crisis. Nevertheless, the last nine years have brought with them profound changes in the national economy and in the global marketplace which will radically alter the way a modern enterprise does business. Some of the most significant changes will occur in the firm's logistics processes and practices. These changes will present challenges, and opportunities, to every firm in every industry. The Fortune 500 of the year 1999 will consist of those companies who understand the challenges and seize the opportunity which they represent ‐ the opportunity to fashion a logistics system which is tuned to the realities of the future.

Outsourcing Logistics Management Activities
Emerald - - 1996
Dick A.van Damme, Marinus J.Ploos van Amstel

In most developed economies the costs of logistics management are steadily growing and account for an increasing proportion of the gross national product. Logistics costs have become an important part of the added value of products and logistics management is increasingly regarded as an important weapon in the international competitive struggle, in particular by large market‐oriented companies. The emphasis in marketing strategies is shifting from product and price to promotion and place. Rapidly changing customer demands have an increasing effect on company policies. Reduction of product life cycles and assortment expansion will lead to faster development and delivery of new products and to smaller‐sized and more frequently placed delivery orders. Advancing technology will cause production to require more focus. Customers are becoming more demanding and manufacturers have to react faster to changing demand on the part of both private consumers and industrial customers. This requires enormous flexibility, which will be increasingly aimed at conquering and securing sales potential in the liberalized European market. Successful companies will focus on core activities. Activities other than core activities, but serving them, will have to be outsourced.

New Service Opportunities in the E‐grocery Business
Emerald - - 2000
JohannaSmåros, JanHolmström, VesaKämäräinen

Currently, efforts in the e‐grocery business focus on improving the purchase transaction and physical distribution of goods. However, simply improving ordering and fulfillment does not make e‐grocery shopping a viable competitor to the current supermarket business model. To become a profitable growth business, the e‐grocers have to offer their customers more value. It is not enough to offer customers a range of physical products. A range of new meaningful services is also needed. This article investigates how such new, breakthrough services can be developed. A framework for systematically examining customer demand and identifying corresponding services is presented. The importance of the e‐grocer being able to offer the right mix of services to meet the customers' individual and changing needs is demonstrated. Concrete examples of both new services and a service mix are described.

Reducing the Need to Forecast
Emerald - - 1995
MaynardRafuse

Virtually every substantial business devotes a good deal of effort to forecasting demand. There are of course sound reasons for this. Companies require long term projections for capacity planning, for product development and for other strategic purposes. Medium term data are needed for tactical planning for financial, marketing and personnel. The value of short term forecasts, essentially used for production planning, is more problematical. This activity does not add any apparent tangible value and, moreover, is almost inevitably doomed to failure. Attempts to improve forecasts, a very common activity, often merely serve as tactics to divert management's attention from far more critical problems in a product's value system. An alternative approach is to develop value systems in which production forecasts are no longer needed.

Using Value Reengineering to Implement Breakthrough Solutions for Customers
Emerald - Tập 10 Số 2 - Trang 1-12 - 1999
JanHolmström, William E.Hoover, EeroEloranta, AnttiVasara

It is evident from examples such as Dell that successful shapers of the supply chain really do change the game, but how can your company do it? Value reengineering is a new approach for how a company can systematically implement breakthrough solutions for its customers. The key is finding the right value offering point in the customer:s demand chain. A company can then carve‐out a new business model that offers better value to the customer in a way that also helps lower costs.

Unlocking the Supply Chain to Build Competitive Advantage
Emerald - Tập 11 Số 2 - Trang 1-8 - 2000
BrianWalker, DavidBovet, JosephMartha

Customer demands on manufacturers and retailers are increasing relentlessly. Spurred by the Internet's “click it and get it” value proposition, a growing number of consumers and business buyers want customized products, convenient ordering, and rapid fulfillment. Delivering against these rising expectations is not easy, however. This is especially true for traditional or incumbent companies that have additional cultural obstacles to overcome. Companies have mastered the challenges of speed, convenience, and reliability and are gaining competitive advantage.

Disintegration and Re‐Integration: Logistics of the Twenty‐First Century
Emerald - - 1993
Bernard J.La Londe, Richard F.Powers

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.

A unified model of supply chain agility: the work‐design perspective
Emerald - Tập 19 Số 3 - Trang 408-435 - 2008
XunLi, ChenChung, Thomas J.Goldsby, Clyde W.Holsapple
Purpose

The purpose of this paper is to provide a theoretical model of supply chain agility and, based on that, develop a research framework for investigating linkages between supply chain agility and firm competitiveness.

Design/methodology/approach

The conceptual model of supply chain agility introduced here is based on an inter‐disciplinary literature review, which concentrates on peer‐reviewed journal papers on agility published within the period 1990‐2007. Among a total of 583 papers, representative studies are chosen and analyzed to identify key elements of supply chain agility, and to point out issues that have yet to be addressed.

Findings

He was found that even though there has been considerable research on the topic of agility, in general, there is relatively little examination of agility in the supply chain context. These few studies are not unified in their conceptualizations of agility and tend to adopt fairly limited views of supply chain dimensionality. This situation suggests that there is a need for a theory‐driven, unified model of agility in supply chains.

Originality/value

This paper fulfills an identified need for a comprehensive conceptual model of supply chain agility. Built from a work‐design perspective, this new conceptualization of supply chain agility offers a theoretical platform for guiding future research and practice concerned with achieving supply chain agility.

Tổng số: 98   
  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 10