International Journal of Physical Distribution & Logistics Management

Binshan Lin; James Collins; Robert K. Su

2001 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000006286

The purpose of this research paper is to help managers improve their understanding of logistics costs and the accounting for those costs in order to optimize use of the total cost approach to managing logistics processes. This paper will discuss the history and evolution of logistics management and activity-based costing (ABC), the driving cost factors affecting the key logistics activities, and the use of ABC systems to help improve the allocation of logistics costs to specific cost objects. This paper also includes several important managerial implications and implementation techniques for an ABC system.

Brian J. Gibson; Robert Lorin Cook

2001 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030110411400

Reports the results of a survey of 41 US third-party logistics (3PL) firm practices for hiring entry-level managers. Reveals the recruiting, selection, and compensation methods used for 96 different positions and related compensation data (e.g. mean starting salary = US$34,358). Recommends that 3PL firms use the information to benchmark current practices and offers specific ideas to improve recruiting effectiveness. Also proposes research results-driven job search strategies for individuals seeking positions with 3PL firms.

Richard Lancioni; Howard Forman; Michael F. Smith

2001 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000006287

With student, scholarly, and especially corporate interest in the study of logistics dramatically increasing, it is important for institutions of higher learning to act as quickly as possible to help meet this demand. In doing so, these institutions run into many roadblocks and challenges. This paper explores these and offers suggestions to minimize their effects.

Hannu Yrjo¨la¨

2001 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030110411419

Electronic grocery shopping (EGS) with direct home delivery is gradually becoming an option for busy families. The early EGS operators offer service built on top of the traditional grocery shop and the Internet is only used as a communication tool to transmit the customer order. To become a viable option for consumers the EGS has to be supported by a completely new logistics structure in which the Internet is used to connect all parties in the supply chain to the same real time information. As a result, the supply chain, all the way from the supplier to the household, needs to be redesigned. In the USA, dedicated EGS companies have entered the marketplace with investors backing them up. Huge losses are experienced in the battle against the traditional players. In smaller markets the funds needed for this kind of action are not easy to generate. Describes an evolutionary model for traditional grocery traders to start EGS gradually, mainly based on investments already made. Studies, in detail, the cost structure of some essential elements of the new supply chain and presents the initial results.