International Journal of Physical Distribution & Logistics Management
Опубликовано на портале: 03-10-2003John T. Mentzer, Kenneth B. Kahn International Journal of Physical Distribution & Logistics Management. 1996. Vol. 26. No. 8. P. 6-14.
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.
Опубликовано на портале: 03-10-2003Gregory N. Stock, Noel P. Greis, John D. Kasarda International Journal of Physical Distribution & Logistics Management. 1999. Vol. 29. No. 4. P. 224-239.
Presents a framework for explaining the relationship between strategy, structure, and logistics in the context of a changing environment. In response to new competitive pressures, a manufacturing enterprise is emerging in which resources may now be dispersed worldwide. As distances between production facilities and pressures for fast delivery increase, the coordination of these dispersed manufacturing resources becomes a critical activity. Argues that logistics is well-positioned to assume a unique role in bridging strategy and structure in the new manufacturing environment. Develops a new model of the strategy-structure relationship that recognizes the integral role that logistics will play in creating the "fit" necessary to achieve competitive success. The framework suggests that performance will be higher when the firm's strategy and structure are consistent with the strengths inherent in the firm's logistics choices.
Опубликовано на портале: 03-10-2003Sergio Olavarrieta, Alexander E. Ellinger International Journal of Physical Distribution & Logistics Management. 1997. Vol. 27. No. 9. P. 559-587.
Despite calls for more theoretical and strategically oriented work in logistics, the resource-based theory of the firm (RBT), and the related capabilities approach - which represent a dominant stream of research in strategic management over the last decade - have not been prominent in the logistics literature. Provides a critical review of the large literature on the RBT and suggests areas where it can be applied to strategically-oriented logistics research. Describes the resource-based theory of the firm, its major assumptions, and its implications for strategic actions. Also discusses other areas of research where the RBT have been applied. Illustrates how the RBT represents the underlying theoretical support for one of the central propositions of strategic logistics: that a distinctive logistics capability is a source of sustainable competitive advantage and superior performance. Suggests that strategic logistics research may benefit from combining the RBT with organizational learning theory and evolutionary approaches to competition.
Опубликовано на портале: 17-06-2004Stephen A.W. Drew, Peter A.C. Smith International Journal of Physical Distribution & Logistics Management. 1998. Vol. 28. No. 9. P. 666-681.
Major change efforts, such as business process redesign and transformation of the supply chain, can usefully be linked to an organizational learning approach. Radical change stands a far greater chance of success if attention is first paid to overall organizational readiness. Suggests a framework for first conducting a "change audit" using a holistic and systemic view of the firm. Concepts of the learning organization can then be applied to increase flexibility and increase capacity to withstand and exploit unexpected and rapid change. Makes recommendations for successfully combining a learning approach to strategy with proactive and integrated logistics managemen