International Journal of Physical Distribution & Logistics Management

Göran Svensson

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010351444

A conceptual framework for the analysis of vulnerability in supply chains is developed. The conceptual framework is limited to the inbound logistic flow of manufacturers. The study has been performed as a two-step process. Step one explores the concept of vulnerability from the point of view of an inductive approach. The conceptual framework is generated and based on the empirical findings from a case study of a Swedish car manufacturer in the automotive industry. Step two is deductive in terms of testing in other industries the generated conceptual framework that originates from step one. The conceptual framework consists of two dimensions, namely categories of disturbance and sources of disturbance. Principally, categories of disturbance are divided into quantitative and qualitative disturbances. Sources of disturbance are divided into atomistic (direct) and holistic (indirect) disturbances. In addition, the specific criteria of an inbound logistic flow indicate how vulnerability in supply chains is proposed to be analysed according to the developed conceptual framework of vulnerability.

James Hoyt; Faizul Huq

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010351453

Buyer-supplier relationships play an important role in an organization's ability to respond to dynamic and unpredictable change. If the relationship is too restrictive, flexibility will be difficult to achieve and, if it is too lenient the risk of opportunism will be present. This paper provides a framework for understanding how buyer-supplier relationships have evolved over the past two decades from transaction processes based on arms-length agreements to collaborative processes based on trust and information sharing. To achieve this objective, buyer-supplier relationships are reviewed from the perspectives of transaction cost theory, strategy-structure theory and resource-based theory of the firm. Findings from early supply chain research are contrasted with the findings of more current research to provide a better understanding of how these relationships have changed. Current theory is extended by offering two proposals that test the influence of trust and information sharing and a third proposal that rejects the notion that supply chain alliances lead to monopolistic practices.

Soonhong Min; John T. Mentzer

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010351462

The concept of supply chain management (SCM) started in the logistics literature, and logistics has continued to have a significant impact on the concept. This study, however, proposes that the concepts of the marketing concept, a market orientation, relationship marketing, and SCM are not separate. Rather they are inextricably intertwined. The main purpose of this study is to highlight the role of marketing in the implementation of SCM by suggesting cause-and-effect relationships. Research propositions are presented and future empirical studies are called for to test the cause-and-effect relationships suggested in an integrative model.

S.M. Hong‐Minh; S.M. Disney; M.M. Naim

2000 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030010351471

Considers the dynamical effect of lateral emergency transhipments within a supply chain. It tests various different strategies for improving customer service via the MIT Beer Game. Four distinct strategies are considered. "Electronic point of sales (EPOS)", where marketplace information is forwarded to all players throughout the supply chain; "Excel", where the stock levels in all echelons are controlled by the factory; "Emergency transhipments", where an express transportation route bypassing an echelon in the supply chain is permitted; "Eliminate", where an echelon is removed from the supply chain. The Beer Game strategies are also studied via a simulation exercise. Results show that the Excel strategy is flawed, whereas the EPOS strategy has a strong impact on inventory cost, Emergency transhipments has a strong impact on customer service level and Eliminate results in less stock for an improved customer service level. Combinations of the three viable strategies are also tested. This paper concludes that the three strategies can be integrated to significantly improve supply chain performance.