Showing papers in "The International Journal of Logistics Management in 1997"
TL;DR: In this paper, a conceptual model that provides guidance for future supply chain decision-making and research is proposed, based on a review of the literature and management practice, it is clear that there is a need for some level of coordination of activities and processes within and between organizations in the supply chain that extends beyond logistics.
Abstract: Practitioners and educators have variously addressed the concept of supply chain management (SCM) as an extension of logistics, the same as logistics, or as an all‐encompassing approach to business integration. Based on a review of the literature and management practice, it is clear that there is a need for some level of coordination of activities and processes within and between organizations in the supply chain that extends beyond logistics. We believe that this is what should be called SCM. This article proposes a conceptual model that provides guidance for future supply chain decision‐making and research.
2,789 citations
TL;DR: In this paper, a conceptual model is provided which helps to identify certain assumptions made in the literature that must be challenged and a research agenda for the future of supply chain management is developed.
Abstract: In order to respond to competitive pressures, managers need to know more about the strategic aspects of supply chain management. This paper addresses this need by critically reviewing the supply chain management literature and by suggesting a research agenda for the future. A conceptual model is provided which helps to identify certain assumptions made in the literature that must be challenged. The model also provides a tool for identifying the major contributions in the literature. Finally, a research agenda is developed.
632 citations
TL;DR: The fashion industry has been beset by the problems of volatile and difficult to predict demand as mentioned in this paper, and it was assumed that the problem lay with inaccurate forecasts and that if only those forecasts could be improved then everything would be fine.
Abstract: The fashion industry has been beset by the problems of volatile and difficult to predict demand. Many companies involved in manufacturing and retailing in fashion markets have seen the profitability severely affected by their inability to match supply with demand. Traditionally, it was assumed that the problem lay with inaccurate forecasts and that if only those forecasts could be improved then everything would be fine. In fact, experience seems to suggest that even though forecasting techniques and methodology have continued to develop in their sophistication, they can never deliver the accuracy required for managing logistics in fast moving markets. The answer, we would suggest, lies not in better forecasts but in reducing the dependency on the forecast. The way to bringing this about, it can be argued, is through lead‐time management.
89 citations
TL;DR: In this paper, the use of pipeline feedback to ensure good control of material flow systems has been developed over the years on a pragmatic basis, which has led to recommendations for good parameter settings which may be used with confidence when applied to a particular generic decision support system (DDS) known as the To-Make model.
Abstract: The use of pipeline feedback to ensure good control of material flow systems has been developed over the years on a pragmatic basis. More recently, the mechanism by which the improved control is achieved has been the subject of theoretical analysis. In turn, this has led to recommendations for good parameter settings which may be used with confidence when applied to a particular generic decision support system (DDS) known as the “to make” model. One consequence of utilizing pipeline feedback is the enhanced damping capability of this system. In our experience, many supply chains may be represented by the coupling together of a series of To‐Make models. In this paper, we show that the use of supply chain feedback within each echelon greatly reduces the order amplification as it proceeds upstream from the market place. Using as an example a model of the Beer Game Supply chain, it is concluded that demand amplification is readily reduced by a factor of 2:1.
72 citations
TL;DR: In this article, the application of benchmarking as an improvement technique is discussed and a methodology for defining supply chain management best practice is explained as well as the marriage between benchmarking and networking to provide an ongoing improvement focus.
Abstract: Benchmarking is an improvement technique that considers how others perform a similar activity, task, process or function. This article details the application of benchmarking as an improvement technique. It provides a background of what to benchmark and the selection of benchmarking partners. A methodology for defining supply chain management best practice is explained as well as the marriage between benchmarking and networking to provide an ongoing improvement focus.
62 citations
TL;DR: In this paper, the authors provide an overview of a reengineering approach to reverse logistics and presents methodologies which may be helpful to management, as well as several examples from the literature as illustrations of issues involved in reengineering the returns channel process.
Abstract: Business process reengineering applied to the returns channel is becoming increasingly important as a result of marketplace requirements for productivity and customer satisfaction. This article provides an overview of a reengineering approach to “reverse logistics” and presents methodologies which may be helpful to management. Several examples from the literature are provided as illustrations of issues involved in reengineering the returns channel process and measuring return to available (RTA). The core processes of the Xerox Business Process Architecture (XBPA) are studied to identify the issues involved with solving the business issue by process rather than with functional strategies. Issues associated with business problem benchmarking as an input to reengineering and the key aspects of managing by process are also presented.
53 citations
TL;DR: In this article, the authors focus on structural changes in the supply chain, the results of which are the reengineering of materials management, physical distribution and sales activities using case studies, and identify five different structural changes which affected the organization of logistics, marketing and Sales activities.
Abstract: Logistics is changing from a focus on cost reduction and service improvement at the firm level to an emphasis on supply chain restructuring and organizing to increase overall efficiency and effectiveness. In this article, we focus on structural changes in the supply chain, the results of which are the reengineering of materials management, physical distribution and sales activities. Using case studies, we identified five different structural changes which affected the organization of logistics, marketing and sales activities. By using modern information technology, it was possible to centralize physical and administrative activities and, at the same time, maintain a decentralized sales organization. Total distribution costs were reduced by 30‐50 per cent and customer service was significantly improved.
52 citations
TL;DR: In this article, the authors report on a study of the use of SCM techniques in medium-to-small manufacturing (MTSM) firms, and find that the organizational structure of MTSM firms has both helped and hindered the implementation of the SCM.
Abstract: Discussions of supply chain management (SCM) techniques have focused on large manufacturers and retailers. Smaller firms are part of a larger supply chain(s), and also experience market uncertainties and difficulties in maintaining efficient material and information flow. This paper reports on a study of the use of SCM techniques in medium‐to‐small manufacturing (MTSM) firms. The study consisted of interviews with executives, and a mail questionnaire asking participants to indicate the extent of their firm's use of specific techniques identified in the literature as contributing to the success of SCM. The study found that the use of SCM techniques vary in extent and between industries, and that the organizational structure of MTSM firms has both helped and hindered the implementation of SCM. Greater education about the benefits, costs, and techniques of SCM is required at all levels of organization.
51 citations
TL;DR: A conceptual framework for developing new distribution structures is described and an adjusted kuehn‐Hamburger model is suggested to minimize transport and location costs and a Grid model is used as an alternative approach in case of missing data.
Abstract: This paper describes a conceptual framework for developing new distribution structures. In real life decision‐making, optimal regions to locate a distribution center take into account both quantitative and qualitative factors. An adjusted kuehn‐Hamburger model is suggested to minimize transport and location costs and a Grid model is used as an alternative approach in case of missing data. The outcome is refined on quantitative and qualitative criteria by application of the Electre method. This framework is applied to a major telecom company's European distribution.
41 citations
TL;DR: The sources and consequences of schedule instability at an automotive assembler producing two models on the same assembly track are described in this paper, and the relative impact on human resources is explored by investigating constructs of the two production systems according to people who worked in the processes.
Abstract: The sources and consequences of schedule instability at an automotive assembler producing two models on the same assembly track are described. One model was produced under conditions of relatively lengthy stable schedules, the other under more unstable schedule conditions. The two logistics processes were compared, and measures of schedule uncertainty identified. The relative impact on human resources was explored by investigating constructs of the two production systems according to people who worked in the processes. Relative quality and productivity of the two systems were evaluated. It was concluded that there were advantages in both of these measures for the more stable production system, and that the supply chain and core manufacturing process were relatively lean. But the less stable production system provided greater responsiveness to the market and greater discretion to people working in the process.
23 citations
TL;DR: A survey on supply chain management was developed and data were collected from both suppliers and buyers at three levels of the supply chain this paper, and statistical significance in difference of means for both groups is analyzed and drivers and trends emerging from those samples are shown.
Abstract: In recent years, the food industry has evolved dramatically showing Argentina's real capacity for food production. A survey on supply chain management was developed and data were collected from both suppliers and buyers at three levels of the supply chain. Statistical significance in difference of means for both groups is analyzed and drivers and trends emerging from those samples are shown.
TL;DR: In this article, the authors draw attention to the how of logistics management or logistics as part of the learning organization and how to implement new systems designs in an increasingly turbulent and complex world requires unprecedented skills of change management.
Abstract: This article draws attention to the how of logistics management or logistics as part of the learning organization. The logistics discipline has advanced over the years, but these advances have been mainly on the what side, what could be done rather than how it is done. In a world of increasing opportunities, the restraining factor is increasingly how. New product and market strategies depend upon supply chain redesign to be effective. Components and production skills can be purchased, as can transportation. But implementing new systems designs in an increasingly turbulent and complex world requires unprecedented skills of change management.
TL;DR: In this paper, the authors explored the issue of whether the extra services and commitment to key accounts are warranted based upon a survey of buyers within the personal products industry and found that buyers for key accounts indicated significantly higher levels of customer satisfaction and customer loyalty in relation to distribution service.
Abstract: In recent years, many retail industries have come to be dominated by a few extremely large competitors. For example, Wal‐Mart, Kmart, and Target prevail in the discount competitive set. Such customers are referred to as key accounts and are “treated differently” by selling firms. The accounts are given special treatment to keep them happy. The current research explores the issue of whether the extra services and commitment to key accounts are warranted. Based upon a survey of buyers within the personal products industry, the answer appears to be affirmative. Buyers for key accounts indicated significantly higher levels of customer satisfaction and customer loyalty in relation to distribution service than did the buyer respondents at all other accounts. The key account respondents apparently both recognize and value the extra efforts expended to service their accounts.
TL;DR: In this paper, the authors present constraints to integration and paths to solutions in MERCOSUR and serve as a reflection about the realities of MERCOMOSUR, and present a four month study was conducted, analyzing the relevant geo-economic data and the logistics elements which will constitute the necessary infrastructure to assure the distribution of goods and information.
Abstract: The logistics challenges and opportunities within MERCOSUR are beyond and above political and commercial integration. A four month study was conducted, analyzing the MERCOSUR relevant geo‐economic data and the logistics elements which will constitute the necessary infrastructure to assure the distribution of goods and information. The authors present constraints to integration and paths to solutions. The article serves as a reflection about the realities of MERCOSUR.
TL;DR: In this paper, an overview of how CSX Corporation utilizes the Lambert/Emmelhainz/Gardner Partnership Model, which was presented in the last issue of this journal, in conjunction with its strategic account management program.
Abstract: In an environment characterized by scarce resources, increased competition, higher customer expectations, and faster rates of change, executives are turning to partnerships to strengthen supply chain integration and provide sustainable competitive advantage. Partnerships can be an effective means to improve a business relationship and the resultant levels of business between the partners; however, the creation and management of a partnership should be considered part of an overall account management process. This is particularly true in the case of strategic account management. A strategic account is defined as an account (customer) that is critical to the long‐term success of your business. This article will focus on providing an overview of how CSX Corporation (CSX) utilizes the Lambert/Emmelhainz/Gardner Partnership Model, which was presented in the last issue of this journal, in conjunction with its strategic account management program. The primary emphasis will be on the initial steps of CSX's account management process which are required prerequisites to use the Partnership Model. In addition, a specific model application will be reviewed.
TL;DR: For example, the authors found that managers with little experience in Mexico had lower estimates of NAFTA's potential benefits, the barriers to trade in Mexico, and the potential positive impact on their firm's performance.
Abstract: Canadian and United states managers identified NAFTA‐related benefits and threats. These factors were related to the managers' overall perceptions of the effect of NAFTA on firm performance. Results indicated that NAFTA's perceived benefits include increased access to the Mexican market and to other Latin American markets, improved customs procedures, and increased effectiveness and efficiency in logistics. However, managers were concerned about inefficiencies in logistics and customs procedures, currency fluctuations, and differences in culture and business practices. Managers with little experience in Mexico had lower estimates of NAFTA's potential benefits, the barriers to trade in Mexico, and NAFTA's potential positive impact on their firm's performance. They also believed that NAFTA's primary influence on firm performance arises from the increased access to Latin American markets, while barriers in Mexico were discounted. The view of experienced managers was balanced: NAFTA's benefits were weighed against Mexico's drawbacks. Access to the Mexican market was important, but not as important as logistics‐related benefits.