International Journal of Physical Distribution & Logistics Management

J. Hammant; S.M. Disney; P. Childerhouse; M.M. Naim

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910287501

Describes the use of a decision support system (DSS) in part of a strategic supply chain initiative of an international automotive aftermarket organisation undertaken in 1996‐97. The strategic initiative consisted of four distinct stages; a review of the current state, definition of the future vision, development of the operational blueprint and its implementation. A simulation based decision support system was developed by the academic team to aid the decision making in the definition of the future vision. The paper documents, models and simulates the development of supply chain structures in the automotive aftermarket sector in relation to the historical, present and predicted future market trends. The characteristics of the supply chain in terms of number of players, consolidation, market and customer requirements are given. Suitable measures of performance (MOPs) are defined and classified as either market qualifiers or order winners. Aggregate MOPs include quality, service time, service level and total logistics costs. Sample simulation results from the DSS are outlined.

Michael A. Haughton; William L. Grenoble; Evelyn A. Thomchick; Richard R. Young

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910287510

Any firm participating in external (or inter‐firm) benchmarking anticipates at least two benefits: useful statistics on how it performs relative to the other participating firms; and guidance in identifying promising performance improvement actions. Using data from a five‐year benchmarking program for firms engaged in import operations, this research illustrates how these benefits might be assured. A major recommendation of the research is that, along with formal analysis of quantitative data, the structure of ongoing inter‐firm benchmarking programs must facilitate the firms’ receipt of information that enhances the realization of these benefits. This is likely to improve such programs along the dimensions of data gathering efficiency, data quality, and hence the usefulness of benchmarking to participating firms.

Rohit Bhatnagar; Amrik S. Sohal; Robert Millen

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910287529

Focusses on three constructs that we believe are the primary determinants of the future usage of third party logistics services. These constructs are: extent of use of the third party logistics services; decision making process for choosing contract logistics services provider; and impact of the usage of contract logistics services on the organisation. An empirical research was carried out in Singapore to study the impact of these three factors on the future usage of third party logistics services in Singapore. Results based on an analysis of data relating to 126 Singapore‐based firms indicate that most users of these services are satisfied with their providers and believe that this has led to positive developments within the organisation. With a high current level of satisfaction, a large number of these firms are likely to increase their usage of contract logistics services moderately or substantially.

Chee‐Chuong Sum; Chew‐Been Teo

1999 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039910287538

As organizations globalize to reach new markets and achieve higher production and sourcing efficiencies, logistics will play an increasingly important role in moving materials and products throughout the organizations’ supply chains. For many companies, third party logistics providers (or logistics providers) represent a viable and effective alternative to fulfilling their own logistics requirements. Amidst growing competition, the logistics providers must strategize to determine how they want to position their logistics services in terms of cost, quality, features, and value‐added to their customers. This research represents the first study that examines the different strategic postures of logistics providers using Porter’s competitive framework and analyzes the business performance, technologies, operations objectives, and future plans of each strategic type. The differences among the strategic types generate new managerial insights and implications for logistics managers and executives.