International Journal of Physical Distribution & Logistics Management

Bart Vos

1997 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039710188459

Presents a design method aimed at supporting managers in decisions regarding the (re)design of international manufacturing and logistics structures. The heart of this method consists of analyses to determine the combined impact of changes in the location and annual capacity of a multinational’s manufacturing plants. The proposed design method was applied in five case studies, covering various problem types in the field of international manufacturing and logistics. Reveals that the participating managers appreciated the results obtained by the systematic, mainly quantitative, analyses of variations of both plant location and annual plant capacity. These results provided valuable insights into the participating firms’ sensitivity to international competition. Concludes that the design method is a useful tool to support strategic decision making on international manufacturing and logistics issues.

Alex Sharland

1997 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039710188468

Posits that relationship marketing is often suggested as being the best approach to dealing with suppliers and customers. However, there may be situations where the costs or goals of the parties involved do not require or justify incurring the costs of building a relationship. Presents an empirical analysis of some of the costs that may affect perceptions of a relationship. The independent variables analysed include switching costs, buyer investments, seller investments, and the product’s basis of competitive advantage. The dependent variables include perceptions of the relationship’s value, its expected longevity, and the likelihood of future relationships. Indicates that there are market conditions where the cost of building a relationship may not be worth the investment costs.

Stanley E. Fawcett; Sheldon R. Smith; M. Bixby Cooper

1997 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039710188477

Discusses how many competitive initiatives have been implemented in the quest for competitive advantage; however, these initiatives have frequently failed to yield the sought after improvements in firm competitiveness. Part of the implementation problem is that strategic initiatives often lack the organizational support needed for success. To understand the linkage better between strategic intent and value‐added performance, looks at the relationships that exist between strategy, measurement, and operational performance. Reveals that significant gaps exist between selected strategic priorities and both measurement capabilities and performance. Suggests expanding measurement horizons to include a broader range of non‐traditional measures. By increasing strategic alignment companies can expect to increase their competitive performance.

Keith Goffin; Marek Szwejczewski; Colin New

1997 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039710188486

Shows that manufacturing companies place a strong emphasis on the role of supply‐chain management ‐ the management of supplies, suppliers, inventory and distribution. Much of the literature talks about the trend to reduce supplier base. Database analysis gave empirical evidence of this trend in UK manufacturing companies ‐ 201 companies from different industrial sectors cut their supplier base over the last four years, by 9 per cent in the household products sector and approximately 35 per cent in the process, engineering and electronics sectors. Reports on further research at four companies, looking at their experiences with suppliers and establishes that a key reason for supplier base reduction is to free time to manage the remaining suppliers more effectively. Identifies the criteria used for supplier selection and reasons why single‐sourcing was avoided. Suggests that these findings on supplier management have implications for both researchers and managers in industry.