International Journal of Physical Distribution & Logistics Management

Joseph Sarkis; R.P. Sundarraj

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010325966

In the last decade, we have witnessed companies investing in financially and laboriously expensive enterprise information technologies (EITs) that unify the internal and external supply chains for the purpose of gaining strategic advantages. As performance metrics data resulting from such investments are beginning to emerge, both practitioners and researchers are taking a critical look at whether these systems indeed produced the benefits proclaimed by their proponents at the pre-implementation stages. In this context, the well-managed appraisal, design, operation, and auditing of EITs within the ambit of organizational goals become significant. Provides a conceptual discussion on: a framework outlining a recommended decision process; a categorization of factors that must be considered during the process; and a summary of techniques and tools for the evaluation of those factors.

Srinivas Talluri

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010325984

Supply-chain management (SCM) involves coordinating and managing all the activities from raw materials procurement to the delivery of the final product to the customer. A key ingredient for effective SCM is timely planning and information processing across the entire value-added chain. This process demands the efficient use of information technologies/information systems (IT/IS) at strategic, tactical, and operational levels of SCM. There are currently several software vendors that support planning and execution at each of the aforementioned levels, which provide the decision-maker with several alternative choices. Proposes a multi-objective mathematical model for effective acquisition and justification of IT/IS systems for SCM. An illustrative example details the application of the model.

Wendy Currie

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010325993

Explores the supply-side of the global IT outsourcing marketplace. Argues that companies should seek to understand the strategic positioning of IT suppliers. In recent years, the large IT service providers have made inroads into new vertical markets from health care to e-commerce. They have also expanded their service offerings to include business process outsourcing (BPO), customer relationship management (CRM) and e-business. Explores some of these changes and presents a conceptual framework which captures some of the dynamic changes in the software and computing services industry. These involve mergers, acquisitions, joint ventures and partnering.

David Tucker; Laurie Jones

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326000

Intelligent software agents offer the potential to unleash the power of the Internet to optimise the process of supplier sourcing. Aims to promote an awareness in the buyer/supplier community of the potential for using intelligent software agents over the Internet for this purpose. The traditional relationship between suppliers and buyers is contrasted with that of Internet-based trading. This comparison confirms that trust is a critical component in the traditional relationship and that an understanding of the nature of trust is necessary in revealing where and how agent technology will have maximum benefit for both buyers and suppliers. It is shown that the technology that can enable this form of sourcing is already well established, and a range of conceptual agents are described. Finally, identifies the benefits that will accrue to organisations that adopt agent technology as part of their supplier-sourcing portfolio, and recommendations for further work are made.

Ellen Christiaanse; Kuldeep Kumar

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326019

Increasingly, two key trends - value- and cost-conscious customers, and globalization of markets and supply sources - are shifting the competitive focus from the competitive advantage of firms to competitive advantages of entire supply chains. At the same time, the possibilities for flexibility and coordination inherent in modern information and communication technologies are making it possible to design and follow a much greater variety of organization and governance strategies for delivering customer value. Contributes primarily to the development of general principles for ICT-enabled redesign of supply chains. Rather than examine the individual impact and design implications of each new ICT innovation, proposes principles of abstraction that can be used to frame supply-chain redesign options and decisions. Concludes with how these principles lead to flexibility in the design of various supply chain options, thereby providing cost and value advantages for the supply chain.

Gary Graham; Glenn Hardaker

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326055

The concepts of supply-chain design and management have come to the fore, owing to the ever-increasing complexity of the systems driving buyer-supplier relations in both industrial and consumer-based markets. The unprecedented levels of supply-chain management complexity are partly attributed to the Internet, through its more recent business acceptance and commercial use. Deals with new competitive challenges being realised from the unprecedented speed of growth of the Internet and building commercially-viable supply chains to meet the challenges faced by emerging virtual organisations.

Majed Al‐Mashari; Mohamed Zairi

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326064

The development of enterprise resource planning (ERP) packages has created an opportunity to re-engineer supply chains within and beyond the organizational scope. Most notably, SAP R/3 has been widely implemented to create value-oriented supply chains that enable a high level of integration, improve communication within internal and external business networks, and enhance the decision-making process. Though many organizations have reported dramatic improvements from SAP R/3 implementation, others have experienced difficulties in getting the R/3 modules aligned with other business components and systems. Describes a case study of a failed implementation of SAP R/3 to re-engineer the supply-chain and business processes of a major manufacturer. Lessons, in terms of factors that led to failure and their future implications, are discussed in the light of the contrasting experiences of several best practice companies. Based on the overall analysis, a framework for effective implementation of SAP R/3 is proposed.

Jayanth Jayaram; Shawnee K. Vickery and Cornelia Droge

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326082

An empirical study of 57 top-tier suppliers to the North American automotive industry examined the direct and complementary effects of information system infrastructure (ISI) and process improvements on time-based performance. The results show that the three dimensions of ISI - design-manufacturing integration (DMI), manufacturing technology (MT), and information technology (IT) - directly influenced at least one dimension of time-based performance. For example, DMI influenced manufacturing lead time, MT influenced new product development time, and IT influenced customer responsiveness. Process improvement also directly influenced supply-chain time performance. Finally, ISI and process improvement had a positive and complementary effect on time-based performance. Specifically, the IT factor along with process improvement variables (standardization and concurrent engineering) had a complementary and significant positive influence on time-based performance. The findings strongly support the idea of joint deployment of information system infrastructure and process improvement to streamline cycle time performance in a supply chain.

M. Kia; E. Shayan; F. Ghotb

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326118

Information technology has become an essential part of the rapid and accurate transfer and processing of enormous volumes of data processed in international transport firms and port organisations. The proper management of systems, which process this information and communicate it to those who manage port operations, is vital for efficient transport. This explains why container-tracking systems are given high priority among operational computer applications in ports. Investigates the importance of information technology and its role in improving the operational systems in cargo handling. A computer simulation model is developed to compare two different operational systems - a container terminal equipped with electronic devices versus a terminal without such devices. The importance of information technology in supply-chain management is also discussed.

Tony Elliman; Graham Orange

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010326163

Looks at the changing nature of the construction supply industry and the role of electronic commerce in the evolved market. With the emphasis shifting from supply- to demand-driven product design, the trading relationships become more complex. In their current form, electronic commerce and brokering systems are too immature to support such relationships. Proposes an electronic market in design and supply capability that spans the supply chain and discusses some of the research issues raised by such a prospect. Many elements of a technical solution are available. The research must address significant changes in working practices and soft systems methods addressing human issues, which are more important than technological design. Exploration of business process re-engineering options using simulation models is another important aspect of the work. Although the target area is the construction industry, many of the issues which will need to be explored are relevant for other sectors moving to adopt open networked solutions.