Emerald
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Suggests that much of the competitive dilemma experienced by US and European firms in recent years is a result of a persistent failure to manage the firm as a cohesive value‐added system. The complexity of the interactions among the firm′s value‐added abilities underlies this challenge of integrating the firm′s value‐added activities. Presents a paradigm of the firm that provides both a rationale and a starting point for the integration of the firm′s value‐added materials management activities. Suggests a framework, the essence of which is that customer value is added by the functional areas only when consistency exists among decisions made in each of four major decision areas. Addresses information and measurement issues as facilitators which link the decisions areas and bridge the gaps among the functional areas.
Discusses “recurrent approaches” to determining when to despatch a consolidated load. Unlike a “non‐recurrent approach” (which sets a target time or weight prior to accumulating orders and despatches when the target is reached), recurrent approaches re‐evaluate the shipment‐release decision several times within an order accumulation cycle. Presents two probabilistic recurrent models, one assuming private transportation and the other common carriage. Compares the performance of these models with the nonrecurrent rules of despatching the “economic shipment weight” or, in the case of common carriage, the minimum volume weight. Concludes that with both forms of transportation, the decision heuristic outperforms despatching the economic shipment weight when that weight is close to vehicle capacity. Shows that, with common carriage, the use of the more sophisticated model does not yield better cost results than the minimum volume weight despatch rule. Discusses the reasons for, and implications of, these results.
Aims to conceptualize flexible logistics programs and information connectivity as two important aspects of logistics flexibility and to examine the role of information connectivity in making flexible logistics programs successful.
A hierarchical regression model is used to test the research hypotheses.
The results suggest that flexible logistics programs are strongly related to all performance dimensions, and that information connectivity fully mediates the relationship between flexible logistics programs and asset productivity and partially mediates the relationship between flexible logistics programs and delivery competence.
Future theoretical research can develop a detailed conceptualization of logistics flexibility. In this paper, the constructs are developed utilizing an exploratory factor analysis approach. Future research utilizing confirmatory factor analysis approach will allow a better validation of the performance constructs. The paper also considers that studies that link flexible logistics program, information connectivity and performance in a structural equations modeling framework will further enrich one's understanding. In this framework, flexible logistics programs can be considered as a latent variable comprising several individual resource level flexibility measures.
This research highlights the need for organizational structure, role dependencies and a proactive preparedness in terms of managerial policies. The concept of special programs for accommodating changing customer requirements exemplifies the importance for a firm to be aware of shifting demand characteristics and the ability to tailor service delivery accordingly.
An examination of the research questions sheds some light on logistics flexibility as a critical component of logistics capability. With this study logistics flexibility is characterized in terms of flexible logistics programs and information connectivity and hypotheses are tested that link these aspects with performance. It is believed that this enhances and enriches the existing logistics literature and presents avenues for further investigation. Meanwhile, testing the link presents managerial insights for prudent decision making. An investigation of the role of information connectivity provides directions for firms to align their information system strategies with their flexibility‐oriented planning decisions.
This paper claims that the parking policy is one of the most obvious tools for reducing traffic congestion, pollutant emissions and conflicts between transportation network users. The purpose of this paper is to propose and implement a strategy, via a simulation tool, for the sharing of parking places between light cars and vans for goods delivery.
Temporal and spatial dynamic booking of on‐street parking places is described by using the multi‐agent paradigm. Main agents concerned by the sharing of parking places, their rules and interactions are implemented. Behavioral models and learning process of cognitive agents based on stated preferences collected beside the network users are designed for capturing multi‐agent interactions.
By coupling a 2D traffic simulation tool and the Copert III methodology, it is possible to simulate the traffic and environmental consequences of several scenarios for different infrastructures, occupancy rate of the places reserved for goods delivery and durations of the delivery process.
Several points are under development: a 3D environment will capture with more realism the behavior of agents in a larger spatial scale and in real time. The behavioral models will be designed by stated preferences obtained from surveys containing questions coupled with pictures of possible scenarios.
Applied in a real context, the sharing of parking places strategy shows benefits for traffic and for the environment. A decision maker can use this strategy for simulating scenarios, in the context of an urban area in particular.
The paper demonstrates how a simulation tool based on strategy of parking place sharing can satisfy constraints of transportation network users.
To 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.
Analysis is conducted using a structural equation model using survey data.
Results 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.
Additional 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.
Buyers should pay attention to selecting the right suppliers and developing the infrastructure that will enable successful buyer‐supplier relationships.
The paper provides empirical evidence of the impact of cultivating buyer‐supplier relationships on relationship success, and how this directly impacts business performance.
This paper reports on research into continuous improvement and learning in logistics. It is generally acknowledged that in today's dynamic and turbulent environment, firms have to develop capabilities that allow them to be very flexible and agile, and at the same time, be able to incorporate new (product and process) technologies that enable them to develop and exploit better practices in supply chains. This flexibility and agility calls for companies to increase their effectiveness, exploit synergies, and learn throughout all areas of their operations. This research extends a model developed by Australian and European researchers who examined learning in the product innovation process. The research developed a model of continuous innovation in the product development process and a methodology for mapping learning behaviours (termed the CIMA methodology) that was the starting point for this project. This paper focuses on ten case studies of Australian and Singaporean companies operating distribution centres.
The aim of this research is to reveal the security‐related outsourcing strategies of the public sector and the military and the relevant logistics outcomes by examining buying tactics.
A tentative model was devised from theoretical literature of how buyers use their negotiating power and relationships to achieve improved service quality and/or unit‐cost reductions. The model was tested using survey data from 149 respondents from the Finnish Defence Forces, and the public sector and industrial firms in Finland via structural equation modelling analysis.
Contrary to the approach of classic economics, where negotiating power correlates with direct costs, the findings indicate that negotiating power and relationships do not affect direct costs in the public sector and military contexts, but rather that negotiating power and relationships correlate with an improved service level, which consequently decreases the indirect logistics costs.
By focusing on improvement in services in terms of their logistics service purchasing, the buyers reveal that their outsourcing strategy involves vertical outsourcing. The data are collected from one country, which may cause bias. Further studies would be required to test this research proposal in other countries.
To obtain cost reductions, buyers of logistics services could learn from the public sector and the military on how to use negotiating power and relationships to obtain better service instead of short‐term cost reductions, as better service correlates with reduced costs in the long run.
This study is important to practitioners as well as academics since there is little quantitative research available regarding strategic outsourcing modes and outcomes of adopting different modes.
Namit and Chen recently created two algorithms to solve the <Q,r> inventory model for gamma lead‐time demand without using tabulated values. However, other less complicated solutions that do not require the use of tabulated values are currently available. This note demonstrated the relative simplicity of those solutions and discussed some practical considerations.
The purpose of this paper is to examine the relationships between specific supply chain practices and organizational performance and whether this relationship is moderated by the role that a company assumes in its respective supply chain.
This paper uses regression analysis and the relative weights method to analyze a set of survey data from respondents within the non‐academic, North American membership of the Institute of Supply Management.
The results show that the supply chain role for a company makes a difference in terms of the specific supply chain practices that lead to better performance. Further, there is a clear indication that the relative importance of a specific practice varies across the supply chain roles thereby indicating that a general link between practice and performance may be erroneous without considering the specific context of the company concerned.
Supply chain practices are complex constructs. While this study shows the effect of broadly‐accepted supply chain practices on performance, not all possible practices are covered in the study. Additional practices not considered may have an effect on company performance and future research may improve upon the findings by extending the analysis to include an expanded segmentation of supply chain role.
The results of the study serve as a practical guideline for managers that not all practices would be effective for all companies. Managers must look at the role‐specific context of their organization in the supply chain before deciding which practices are likely to be appropriate.
This paper expands the current body of research in the supply chain area by examining the supply chain roles of manufacturer, distributor, retailer and service provider. This is a much broader construct than the more common dyadic treatment of a supply chain consisting only of a customer and supplier, and adds a new contextual dimension to supply chain research. In addition, service provider as a supply chain role has been hardly researched before.
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