International Journal of Physical Distribution & Logistics Management
Опубликовано на портале: 03-10-2003
Joseph L. Cavinato
International Journal of Physical Distribution & Logistics Management.
1999.
Vol. 29.
No. 3.
P. 162-181.
A framework for comparing supply chain logistics and the strategic orientation of
the firm is explored. Seventeen attributes of supply chain logistics management are
investigated along with five stages of strategic evolution of firms. Specific findings
note management challenges when it is either below or beyond the strategic level
of the firm. In addition, this research highlights how supply chain logistics managers
can prioritize training, development, and purchasing activities.
Опубликовано на портале: 12-02-2003
Brian J. Gibson, Robert Lorin Cook
International Journal of Physical Distribution & Logistics Management.
2001.
Vol. 31.
No. 10.
Reports the results of a survey of 41 US third-party logistics (3PL) firm practices
for hiring entry-level managers. Reveals the recruiting, selection, and compensation
methods used for 96 different positions and related compensation data (e.g. mean
starting salary = US$34,358). Recommends that 3PL firms use the information to benchmark
current practices and offers specific ideas to improve recruiting effectiveness.
Also proposes research results-driven job search strategies for individuals seeking
positions with 3PL firms.
Опубликовано на портале: 03-10-2003
John 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: 03-10-2003
Gregory 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: 03-10-2003
Sergio 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: 17-06-2004
Stephen 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
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