International Journal of Physical Distribution & Logistics Management

Murphy, Paul R.; Poist, Richard F.

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039110004025

With logistics increasingly adopting a strategic orientation inmany firms, seniorlevel logisticians must possess certain skills inorder to successfully manage the logistics function. This article arguesthat the contemporary seniorlevel logistics manager needs to beproficient in three categories namely business, logistics andmanagement skills. The purpose of this research is to report the resultsof a survey of US logistics managers designed to assess the importanceof business, logistics, and management skills. Management skills emergedas the most important of the three, followed by logistics and businessskills. These findings suggest that contemporary seniorlevel logisticsexecutives must be managers first and logisticians second. In addition,the emphasis on management skills suggests that highranking logisticsexecutives may have the opportunity of rising to top managementpositions such as the Chief Executive Officer a career pathunheard of two decades ago.

Bardi, Edward J.; Tracey, Michael

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039110134986

The majority of the companies surveyed are outsourcing sometransportation functions. The most frequently outsourced transportationfunctions are freight bill auditing, freight payment and transportationreports, which are basically clericalrepetitive in nature. Also,frequently outsourced are international shipping and fleet maintenance,functions that require considerable technical expertise and assets.Transportation functions of a strategic nature are usually notoutsourced. The primary reasons for outsourcing are labour cost savings,specialisation, asset reduction, and expanding workload. Generally, thefirms that outsourced transportation are satisfied with the service.Loss of management control is the most important reason for notoutsourcing, although loss of control was not identified as a majorproblem area for firms who do outsource. The providers of transportationoutsourcing services are relatively small corporations.

Daugherty, Patricia J.; Drge, Cornelia

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039110143481

In recent years, more firms have chosen to use outside servicevendors to provide at least a portion of their logistical supportrequirements. The analysis presents projected usage trends for selectedservices as identified by logistics executives. Differences inanticipated usage levels of external logistical services were found whenfirms of different organisational structure were examined.

Lorin Cook, Robert; Holton Wilson, J.

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039110006618

Since logistics employee substance abuse can have a significantnegative effect on logistics efficiency and effectiveness, logisticsmanagers should develop policies and procedures effectively to controllogistics employee substance abuse. This article provides a benchmarkfor managers who seek to develop such policies by reporting the resultsof a survey of current US corporate logistics substance abuse policiesand practices. Forty per cent of the respondents reported not having awritten substance abuse policy. The most widely used detection methodswere management observation followed by drug testing. Only 50 per centof the firms employed preemployment screening and less than 40 per centscreened current logistics employees. Of those who did drug test, morethan twothirds tested for cause only, in all logistics occupationsexcept truck driver, airline pilot and vehicle mechanic. Logisticsmanagement should aggressively pursue substance abuse policydevelopment, preemployment screening, detection methods for all jobclassifications and employee assistance programmes.