International Journal of Physical Distribution & Logistics Management

Paul D. Larson

1994 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039410066123

While the purchasing literature notes the importance of quality, it reports little empirical study into causes and consequences of supplier product quality. Develops, tests and finds empirical support for the following propositions: higher levels of buyer‐supplier co‐operation lead to higher product quality, and lower total costs; higher product quality yields lower total costs. These results are based on survey responses from over 500 members of the National Association of Purchasing Management (NAPM), who purchase components for manufacturing firms.

Kant Rao; Richard R. Young

1994 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039410066141

Explores the attitude of shippers and service providers towards outsourcing of logistics functions performed within large multinational, manufacturing companies engaged in global trade and presents a model describing the factors which influence the outsourcing decisions. Indicates that five key factors influence the outsourcing decision: centrality of the logistics functions to the firm′s core competency; risk liability and control; cost/service tradeoffs in operations; information and communications systems; and market relationships. Discusses several drivers, involving product, process and network complexities, which govern these factors.

Patricia J. Daugherty; Dale S. Rogers; Michael S. Spencer

1994 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039410066150

It has been proposed that the just‐in‐time (JIT) philosophy can be effectively integrated systemwide to yield increased efficiencies and excellence throughout an organization. Greater understanding is needed as to what this entails. The researchers empirically test and attempt to validate a previously developed basic functional model of JIT comprising three components – respect for people in the system, the execution system and planning process prerequisites – needed to support JIT′s goal of elimination of waste through a process of continual improvement. Regression model results support the hypothesized relationships between the model components and the JIT waste‐elimination goal.

Peter G. Eibl; Roddy Mackenzie; David B. Kidner

1994 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039410066169

Presents an in‐depth case study of the practical experience of applying interactive vehicle routeing and scheduling software at a major brewing company in the United Kingdom (UK). Illustrates the use of the software at all levels of transport planning and addresses strategic, tactical and operational issues; comprises a review of the software′s overall implementation and its consequences within the organization. Special attention is given to the critical analysis of both quantitative and qualitative benefits, as well as organizational problems arising from the use of such software.

John Fernie

1994 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039410066178

Discusses the development of quick response techniques in different parts of the world, notably the UK, USA, continental Europe and Japan. While much of the initial work on quick response focused on the fashion sector of business, deals specifically with grocery markets where arguably quick response should be a part of corporate philosophy. Shows that the enabling technologies to implement quick response are in place but success at reducing inventory through the supply chain and in minimizing lead times varies not only from country to country but also between companies in specific countries. The reasons for such variations include the nature of retailer‐supplier relations, the degree of fragmentation or concentration of retail markets, the extent of retail branding and the distribution “culture” evident in different parts of the world.