Suchergebnisse

Includes methods and perspectives on global logistics and supply chain management that have emerged from logistics, marketing, management, economics, sociology, personnel, information systems, and international relation. Provides a comprehensive understanding and assessment of the field of global logistics and supply chain management. Describes and critically examines the key perspectives guiding global logistics and supply chain management, taking stock of what we know (and don't know) about them. Identifies emerging developments and delineate their significance to the practice of global logistics and supply chain management. Employs top flight international researchers from both academia and practice to provide a broad range of ideas and applications

The area of distribution has enjoyed a long history of application of computer modelling to the solution of its problems. For more than 30 years, the areas of terminal analysis, routing and scheduling, inventory control, facility location and system design have been subjected to a multitude of modelling solutions. These modelling solutions include a variety of optimisation, heuristic and simulation models. The vast majority of these models, however, have been mainframe‐based. With the advent and popularisation of the microcomputer, considerable latitude exists in building microcomputer‐based, as opposed to mainframe‐based, distribution‐planning models. Since, in many cases, microcomputer‐based models can be more effective for distribution modelling than mainframe models, this application of microcomputers represents a new generation in the maturation of distribution‐planning models. However, guidelines for the use and development of microcomputer‐based models are needed.

Probably one of the earliest applications of computer technology to logistics was in the area of order processing. When the digital computer began to be introduced into business operations in the middle 1950s, applications were primarily restricted to operations which could be readily routinised. Order processing was such an easily routinised area. Originally the order data had to be processed and input at the location of the central computer. By 1974, a study of US firms found that 90 per cent of the respondents had comparable or more sophisticated computerised order processing systems.

PurposeGlobal supply chains are more risky than domestic supply chains due to numerous links interconnecting a wide network of firms. These links are prone to disruptions, bankruptcies, breakdowns, macroeconomic and political changes, and disasters leading to higher risks and making risk management difficult. The purpose of this paper is to explore the phenomenon of risk management and risk management strategies in global supply chains.Design/methodology/approachThis paper is based on an extensive literature review and a qualitative study comprising 14 in‐depth interviews and a focus group meeting with senior supply chain executives.FindingsThe study provides insights into the applicability of six risk management strategies with respect to environmental conditions and the role of three moderators.Research limitations/implicationsThe model is developed in a global manufacturing supply chain context. It should be tested in other contexts and with other methods to provide generalizability. The study takes a much needed step toward building a theory of risk management in global supply chains, which opens important future research directions.Practical implicationsThis research provides direction to managers for choosing risk management strategies based on the global supply chain environment. Moderators have practical implications for global supply chain managers.Originality/valueThe paper addresses an identified gap in the literature for selecting risk management strategies in global supply chains. It employs grounded theory, a methodology appropriate for theory‐building, to explore a phenomenon with an inadequate theoretical base.

The concept of supply chain management (SCM) started in the logistics literature, and logistics has continued to have a significant impact on the concept. This study, however, proposes that the concepts of the marketing concept, a market orientation, relationship marketing, and SCM are not separate. Rather they are inextricably intertwined. The main purpose of this study is to highlight the role of marketing in the implementation of SCM by suggesting cause‐and‐effect relationships. Research propositions are presented and future empirical studies are called for to test the cause‐and‐effect relationships suggested in an integrative model.

One concern for logistics managers is the use of new technology.
Such an example of technology utilization is the use of computers by
managers in logistics. Investigates the nature and extent to which
mainframe and personal computers are used by logistics management, in
contrast to the related business area of marketing. National samples of
logistics and marketing professionals responded to a mail survey
questionnaire to test hypotheses concerning factors related to the
availability of different computer equipment in their organizations and
differences between logistics and marketing professionals′ computer
access and sources for learning to use computers. The results document
widespread availability of sophisticated technology, although the
logistics professionals appear to lead the marketing professionals in
availability of various hardware. Logistics and marketing professionals
also use different methods to learn the use of computers. Further,
corporate size and industry are related to computer access. Discusses
the implications of these findings.

The term deregulation, in reference to the (US) Motor Carrier Act 1980, has been used to represent significant reductions in government economic restrictions and government agency involvement in the operations of the transportation industry. Although the Act was a giant step toward regulatory reform, a good deal of statutory regulation did initially remain in place. For the purposes of this article, the term deregulation will be used with the understanding that the deregulated industry is not completely without regulation.

Suggests that while integration is a term that logistics discusses in an interorganizational context, integration within an interdepartmental integration is not as prevalent. Consequently, a common definition for "integration" is lacking. Literature has provided three characterizations: integration represents interaction or communication activities; integration consists of collaborative activities between departments; and integration is a composite of interdepartmental intraction and interdepartmental collaboration. Adopting the composite view, prescribes that managers and researchers consider integration to be a multidimensional process. Proposes a model is based on this perspective to suggest that different logistics situations will require varying degrees of integration via interaction and collaboration. Managerial implications are discussed for each situation.