International Journal of Physical Distribution & Logistics Management

Abby Day

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248082

Ponders the factors which make senior management support of logistical initiatives so important and explores means of ensuring that such initiatives are included in the boardroom agenda. Presents an understanding of logistical activity which emphasizes its all‐embracing organizational influence, and its function as the deliverer of the marketers’ “promises”. Offers a further reason for boardroom attentiveness to logistical strategy ‐ the issue of profitability. Recommends a number of practical strategies for individuals to rehearse in day‐to‐day dealings with senior management in their endeavours to retain board‐level support for logistical processes.

Stephen A.W. Drew; Peter A.C. Smith

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248091

Major change efforts, such as business process redesign and transformation of the supply chain, can usefully be linked to an organizational learning approach. Radical change stands a far greater chance of success if attention is first paid to overall organizational readiness. Suggests a framework for first conducting a “change audit” using a holistic and systemic view of the firm. Concepts of the learning organization can then be applied to increase flexibility and increase capacity to withstand and exploit unexpected and rapid change. Makes recommendations for successfully combining a learning approach to strategy with proactive and integrated logistics management.

Gordon Wills; Mathew Wills

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248109

Describes the key elements of total logistics systems and their cycle times for requisite service levels at least cost. Shows how these constructs originally emerged from military necessity but have more recently been driven for commercial and manufacturing advantage. Analyses the traditional logistics cycle in academic and professional publishing and then demonstrates how the application of a total logistics system approach with the emerging capabilities of electronics totally transforms the performance of the system, reducing cycle time by 75 per cent. Significantly re‐engineers the five key elements of logistics systems ‐ facilities, unitization, communications, inventory and transportation ‐ and rewrites the cost/benefit equation of service levels. Explores the opportunities for backward and forward integration by traditional librarians and publishers respectively in the re‐engineered total system.

Robert Sabath

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248118

Highlights the problems encountered by a traditional supply chain system and shows how these problems can be eradicated by implementing an integrated supply chain. Discusses the workings of an integrated supply chain with the example of a US sports clothing manufacturer. Concludes by including a supply chain diagnostic guide which can be used to assess the efficiency of a company’s supply chain.

Benita M. Beamon; Tonja M. Ware

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248127

A manufacturing supply chain is an integrated set of business functions, encompassing all activities from raw material acquisition to final customer delivery. Delivering the right product at the right time in the right amount are essential objectives of efficient and effective supply chain systems. Thus measures must be taken to ensure that all operational components of the supply chain system are operating efficiently. This research examines quality measurement in a supply chain process by developing the process quality model to be used in the assessment, improvement and control of a manufacturing supply chain system.

Zeinab A. Karake

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248136

Investigates the relationship between the level of institutional ownership in a corporation and the magnitude of a company’s investment in information technology resources as measured by the relative information technology index (RITI) developed by the author in a previous paper. By studying 64 publicly held corporations in the USA, the statistical analysis revealed a strong relationship between the level of institutional ownership and the company’s RITI

C.E.R. Wainwright; N. Bateman

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248145

Suggests that there is a need to develop a process to enable manufacturing managers to formulate and implement effective manufacturing strategies. Describes research aimed at identifying those characteristics of manufacturing strategy formulation performance measures which were considered by practitioners to lead to successful creation of strategies. Proposes a viable tool which can help businesses to identify current levels of flexibility, hence enabling them to improve manufacturing flexibility in accordance with strategic objectives.

P. Gary Jarrett

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248154

The purpose of this study was to undertake a diagnostic investigation of the international health care logistical environment to determine if regulatory policies or industry procedures have hindered the implementation of just‐in‐time systems. The analysis was conducted in a systematic manner and compared the anticipated benefits with those validated in other industries from the implementation of just‐in‐time. The study also compared the health care industry environments of the USA, UK, and Germany with the manufacturing industry. The author focussed on answering: first, why has the health care industry not implemented just‐in‐time; second, is it feasible for a healthcare provider to implement a just‐in‐time logistical system; and third, what benefits will a health care provider achieve by implementing just‐in‐time. Concludes that controlling health care pricing requires reducing product cost or continues to place limits on product prices, quantities of services, or both. An alternative approach to controlling prices is to restructure the market for health services to encourage greater price competition among providers.

Rebecca Angeles; Ravinder Nath; Donald W. Hendon

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248163

Electronic data interchange (EDI) is a critical technology used in supply chain management systems involving logistics functions. This study explores the construct of “level of EDI implementation” in order to establish its relationship with system success and the criticality of selected implementation factors. Using the survey method that employed a pair of questionnaires for a customer‐supplier dyad engaged in EDI, the final data set consists of 128 firms constituting 64 dyads. Level of EDI implementation is positively related to one out of four EDI system success measures and is associated with the criticality of the following implementation factors: use of cross‐functional EDI teams, the conduct of pilot projects, the inclusion of security and auditing controls, the conduct of training for end users, maintenance of trading partner relationships, use of value‐added network services, and guidelines for digital signatures.

Robert M. Mulligan

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810248172

At this time UN/EDIFACT is best suited to companies with “tied” customers, e.g. MNCs and their subsidiaries and companies who conduct a very high proportion of their overseas business with a small number of customers. Such EDI utilisation has been found to be most effective in the transport function where the UN/EDIFACT messages are most developed. SMEs are reluctant to invest in traditional EDI at the moment mainly because of the number of participants involved in a single export/import process and the fact that it does not offer complete compatibility with paper‐based systems. Additionally, the layout keys described by UN/EDIFACT messages do not follow existing designs for paper‐based systems: the SITPRO/ADEEP project is addressing this issue. Training issues are also involved. All types of companies are making increasing use of so‐called Web‐based EDI via the Internet, particularly as a sales tool.