International Journal of Physical Distribution & Logistics Management

Kenneth B. Kahn; John T. Mentzer

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610182753

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.

Paul R. Murphy; Richard F. Poist

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610128249

Focuses on the logistics‐marketing interface and possible mechanisms for enhancing co‐ordination between the two functions. A comparison of both logistics and marketing practitioners reveals that there were minimal differences in the usage of 14 co‐ordination‐enhancing techniques. The results also suggest that improvements in the relationship between marketing and logistics can be made relatively quickly and at a relatively low cost. Concludes with a discussion of managerial implications.

Carol J. Emerson; Curtis M. Grimm

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610128258

Observes that interfunctional co‐ordination is important to the provision of outstanding customer service since both marketing and logistics activities are required. Builds on a model first presented by Mentzer, Gomes and Krapfel, which conceptually integrated the logistics and marketing aspects of customer service. Communication, an additional logistics dimension, is added to the Mentzer, Gomes and Krapfel model. Uses factor analyses to test for convergent and discriminant validity, as well as to test for the appropriate number of model dimensions. Reliability of the measures is also assessed. Indicates seven dimensions of customer service. Three are from logistics: availability, delivery quality and communication; and four are from marketing: pricing policy, quality, product support‐sales representatives and product support‐customer service representatives. These differ somewhat from the Mentzer, Gomes and Krapfel model, which suggests that the physical distribution customer service dimensions might include availability, timeliness and delivery quality.

Edward A. Morash; Cornelia Dröge; Shawnee Vickery

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610128267

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration rather than individual function (sub) optimization. Logistics’ unique role as a boundary spanning interface between marketing, production, and new product development, is also identified as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total, these results imply that logistics, new product development, and demand‐management capabilities may provide firms with that extra competitive edge which shows up in “bottom‐line” performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.

John L. Kent

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610128276

Presents a conceptual framework and a set of research hypotheses that are intended to help explain the interfunctional co‐ordination between the logistics and information technology functions. Much has been written over the past decade regarding the strategic potential of the logistics and information technology functions for creating customer value, process efficiencies, and differential advantage for the firm. Additionally, the interrelationships that exist within business organizations have received considerable discussion within the literature. However, little attention has been paid to the co‐ordination of the logistics and information technology functions. The framework presented is based on a combined review of the logistics, information technology, and interfunctional co‐ordination literature. The constructs of interaction and collaboration are utilized to explain how differing levels of interfunctional co‐ordination affect the firm’s logistics information system. Initial support for the conceptual framework is provided by qualitative research. Finally, research results and concluding comments on implications for practitioners and future research are discussed.

Sander de Leeuw

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610128285

Discusses the selection of distribution control techniques for a manufacturer of exhaust systems. A method for this selection process is proposed and worked out for the case study company. Argues that selecting one control technique for a complete company is not advisable. Distribution control should be differentiated to clusters of products that have a similar set of product, process and market characteristics. Shows, furthermore, that the question as to whether central stock should be kept depends to a large extent on the production frequency. Also discusses selection of distribution control techniques and states that it is important to take account of the fact that an ABC classification of an item on a European level may differ from the classification of the item on country level. Finally, argues that the use of appropriate control techniques may significantly reduce handling costs.