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Bernard J. La Londe

Bio: Bernard J. La Londe is an academic researcher from Ohio State University. The author has contributed to research in topics: Distribution management system & Information technology. The author has an hindex of 10, co-authored 28 publications receiving 999 citations. Previous affiliations of Bernard J. La Londe include Max M. Fisher College of Business.

Papers
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Journal ArticleDOI
TL;DR: In this article, the authors look at corporate logistics strategy, particularly with regard to the USA, and discuss strategy referring to a general concept of operations guiding all activities towards an ultimate goal.
Abstract: Looks, in depth, at corporate logistics strategy, particularly with regard to the USA. Discusses strategy referring to a general concept of operations guiding all activities towards an ultimate goal – global rather than local. Itemizes some major American firms and their attitudes and considers their policies and results. Shows supply chain management and cycle time compression to be complementing logistics strategies for progressive US firms.

422 citations

Journal ArticleDOI
TL;DR: In this article, the authors present eight central propositions on logistics outsourcing with special emphasis on warehousing, and present empirical evidence that there are significant differences across industries in their use of outsourcing, and suggest a new level of consideration for outsourcing as an element of logistics strategy.
Abstract: As business firms and even public sector operations opt to run leaner operating systems, the question of outsourcing becomes an increasingly popular topic for discussion. There are substantial differences between countries and between industries on what is considered “best practice” in outsourcing. There is ample evidence that some of these views on outsourcing are changing and will continue to change during the 1990s. This paper offers eight central propositions on logistics outsourcing with special emphasis on warehousing. The paper briefly reviews selected foundation literature in the area and then shapes the eight propositions. Findings are reviewed from an empirical study of U.S. firms. Among the findings are that there are significant differences across industries in their use of outsourcing. Each of the propositions are examined in turn, the evidence reviewed and conclusions and implications presented. The thrust of the findings suggest a new level of consideration for outsourcing as an element of logistics strategy.

61 citations

Journal ArticleDOI
TL;DR: The traditional hierarchical model of command and control that served through the U.S. Industrial Revolution has undergone significant change in the past decade as discussed by the authors, which is the result of new enabling information technology that dramatically alters the role of information in the corporation.
Abstract: 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.

59 citations


Cited by
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Journal ArticleDOI
TL;DR: A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking as discussed by the authors, which is the case with the term "supply chain management".
Abstract: A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

4,451 citations

Journal ArticleDOI
TL;DR: In this article, the two key flows in such relationships are material and informa- tion flows in the supply chain integration process, and the two main flows in these relationships are information flow and material flow.

1,052 citations

Journal ArticleDOI
TL;DR: In this article, the authors present and use a framework for the categorisation of literature linked to supply chain management, based on the analysis of a large number of publications (books, journal articles, and conference papers) using a Procite database from which the literature has been classi"ed according to two criteria.

1,037 citations

Journal ArticleDOI
TL;DR: The literature base and development of supply chain management from two separate paths that eventually merged into the modern era of a holistic and strategic approach to operations, materials and logistics management is reviewed in this article.

965 citations

Journal ArticleDOI
TL;DR: In this article, the authors surveyed senior managers in various industries to study the prevalent supply chain management and supplier evaluation practices and related these practices to a smaller set of constructs and related the constructs to firm performance.
Abstract: Many leading firms in the USA have adopted an integrated strategic approach to purchasing and logistics management known as supply chain management. As the twenty‐first century begins, supply chain management has become a significant strategic tool for firms striving to improve quality, customer service and competitive success. This article surveyed senior managers in various industries to study the prevalent supply chain management and supplier evaluation practices. The study reduced these practices to a smaller set of constructs and related the constructs to firm performance. The results show that many constructs were correlated with firm performance and that some constructs were found to adversely affect performance.

882 citations