Russian language logistics terminology: an attempt at systematizationAndrei N. Rodnikov
1996 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/09600039610149075
Presents the Concise Dictionary of Business Logistics ( CDBL ) published in Russia in 1995. The CDBL with its 900 entries is both an A to Z reference work and a Russian language terminological glossary. Most of the entries are thoroughly cross‐referenced to provide complete coverage in inventory control, traffic management, insurance of commercial risks, waste recycling, storage techniques, mathematical foundations of logistics, etc. All the terms defined in the CDBL have English equivalents which have been grouped into an alphabetically arranged index of English terms. Makes an attempt to define some of the fundamental concepts of logistics (material flow, logistical channel, logistical chain). Raises the problem of translation of the logistics terms unique to the command‐directed economies.
Operating in the Caribbean: a logistics perspectiveMatthew B. Myers; Stanley E. Fawcett; Sheldon R. Smith
1996 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/09600039610149084
Notes the various factors, e.g. increased domestic production costs, which have led many US firms to pursue production sharing efforts in overseas regions. Also that areas having attractive trade relationships with the USA have become particularly favourable locations for investment in production facilities catering to export markets. Cites the Caribbean Basin Initiative (CBI), established in 1982, as one trade agreement which has resulted in increased production sharing ventures due to liberal import‐export legislation. Notes, however, that these overseas facilities, traditionally are characterized by increased transportation costs and related logistics problems. Investigates the current logistics performance within the value‐added strategies of North American firms operating in the Caribbean Basin. A survey of corporate managers responsible for strategic business unit operations was conducted in order to understand better the relative importance of logistics related priorities and information gathering capabilities, the nature of production sharing within the CBI, and the logistics performance of the firms within this region. Discusses managerial implications and conclusions.
Internal, vertical and horizontal logistics integration in Italian grocery distributionMauro Caputo; Valeria Mininno
1996 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/09600039610149101
Notes that logistics costs in the grocery sector, in Italy, are about 25,000 billion lire and that in order to reduce these costs logistics integration has to be improved between institutions of the distribution channel. Focuses on two of the main institutions of the grocery distribution channel: branded product industry and large‐scale trade. Referring to these institutions and to the logistics functions they carry out, analyses integration areas in order to identify some organizational and managerial solutions for improving interfunctional and interorganizational co‐ordination. In particular, divides these solutions into three main groups according to the level of integration they refer to: internal integration (inside each business), vertical integration (between businesses located at different stages of the channel) and horizontal integration (between different businesses located on the same level of the channel). Internal and horizontal integration are the prerequisites for achieving vertical integration and consequently for achieving synergies between the institutions involved.