International Journal of Physical Distribution & Logistics Management

Tage Skjoett‐Larsen

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336144

European companies are facing new challenges in the next millennium. Seven trends in international logistics are outlined. These are supply chain management, globalisation of the supply chain, virtual enterprises, e-business, green logistics, strategic partnerships and new management principles. The implications for European companies are discussed and illustrated by examples from advanced companies. Asserts that it is employees and not the systems and processes that will ensure solutions to the logitstics tasks and provide companies with the necessary competitiveness.

Hans‐Christian Pfohl; Hans Peter Buse

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336153

Discusses the growth of inter‐firm logistics networks. Inter‐firm network denotes a complex arrangement of reciprocal, cooperative rather than competitive, relationships between legally independent but economically interdependent firms. Asserts that the organisation of the inter‐firm logistics network is influenced by the organisation of the network itself. Analyses the respective requirements of the inter‐organisational logistics system. Focuses on the question of which specific logistics‐related capabilities firms operating in production networks have to develop depending on the respective network type. Presents a qualitative study of a production network of a German car manufacturer to identify organisational capabilities and describe possible systemic development.

P.D. Laurence

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336171

Discusses a recent practical experience of reconfiguring a logistics system in Europe. Begins by outlining the changing market boundaries and asserts that, whilst the trend is towards global manufacturing and a simplification of the supply chain and standardization of products, conflicts are arising with customers who want more tailor‐made products. In the light of this changing environment and new challenges, the paper looks at the company Energizer, the European arm of Eveready Battery. Suggests a number of recommendations for re‐engineering the supply chain of the company and outlines how this has affected the organisational structure.

Luigi Battezzati; Roberto Magnani

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336180

Analyses the supply chains of the FMCG and the durable goods in Italy and shows particular methods of management, points of considerable development (manufacturing postponement) and the general lack of scale economics. Postponement is a practice that is being increasingly diffused to meet better the need to manage the complexity of the growing variety of products in hand. The development of the postponement practice in Italy is determined by the specific characteristics of the industrial and distributive structure and of the suppliers of services. It may be seen that postponement is particularly suited to the Italian industrial structure if flexibly realised as it does not specifically require scale economics.

Peter van Laarhoven; Magnus Berglund; Melvyn Peters

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336216

Discusses the results of a survey among shippers in several European countries involved in outsourcing their transport, warehousing and other logistics activities. The survey, which is a joint initiative of the universities of Cranfield, Eindhoven, Linköping and Rotterdam (Erasmus) and of ManDat GmbH, is a sequel to a similar survey carried out five years ago and has led to a renewed insight into the characteristics of logistics partnerships, the key success factors for making partnerships work, the concerns that shippers have about outsourcing and the benefits they expect to receive from it. The survey has led to two major observations: first, that the scope and level of sophistication of the partnerships has increased over the last five years, be it very gradually, and second, that the perception of outsourcing by shippers has not changed over the last five years.

Keith Evans

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336225

Begins by reviewing the need to outsource logistics activities. Asserts that a new market‐led business philosophy has become the core competence of companies that are serious about their survival. Addresses the question of whether there is a need for localised services and whether the development of suppliers into giants who can dominate the market is good for users, clients or consumers. Expresses fear based upon practical experience in working with logistics service providers, of the growth of cartel‐like companies that will have a strangle‐hold on business. Pros and cons of large and small players are listed, leading to a structured argument.

van Hoek, Remko I.

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010336234