International Journal of Physical Distribution & Logistics Management

Shams‐ur Rahman

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210455429

Many attempts have been made to study factors influencing the performance of supply chains. These studies are generally quantitative and involve rigorous statistical analyses. This paper describes an application of a systems approach known as the thinking process of the theory of constraints not only to identify critical success factors in supply chain management, but also to understand causal relationships between these factors. The study was conducted in a group‐based model building environment with a group of students who specialised either in logistics management or e‐commerce. The results suggest that understanding the dynamic nature of supply chains through cause and effect relationships is critical to the formulation of supply chain growth strategies.

Matthias Holweg; Joe Miemczyk

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210455438

It is now becoming apparent that the prevalent “stock‐push” approach in the automotive industry of building vehicles against a long‐term forecast and fulfilling the large majority of orders from existing stock is no longer a viable proposition. Pressure from rising stock levels in the market and the discounts needed to sell these vehicles is forcing the vehicle manufacturers to rethink their sourcing strategy in favour of “build‐to‐order” systems. More responsive order fulfilment at vehicle manufacturer level however will have wide implications on the component supply and logistics subsystems. Based on findings of the 3DayCar research programme, this paper aims at assessing whether current logistics systems are capable of supporting such a “build‐to‐order” approach. Based on empirical evidence of benchmarks covering three million annual vehicle movements in the UK vehicle distribution system, key constraints in current vehicle distribution logistics will be established, and the cost and environmental impact of more responsive logistics will be assessed.

Susan L. Golicic; Donna F. Davis; Teresa M. McCarthy; John T. Mentzer

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210455447

E‐commerce is such a new phenomenon that little research has addressed the effects it has on relationships in supply chains. A qualitative study was conducted with eight e‐commerce companies in order to construct theoretical relationships with which to develop a grounded theory of the impact of e‐commerce on managing supply chain relationships. The e‐commerce environment was perceived as highly uncertain, stemming from increased information visibility and dynamic market structures. A stronger emphasis on relationship management as part of business strategy enables managers to manage uncertainty better. Interestingly, increased information does not decrease the perception of uncertainty, but creates more uncertainty. As logistics is the function often involved with both information and relationship management within the supply chain, it may prove to be invaluable in helping firms succeed in this dynamic environment. Our research also found support for the application of transaction cost analysis and the resource dependence theory in explaining interorganizational relationship formation in e‐commerce.

Amanda Donaldson‐Briggs; John Peters; Richard Whitfield

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210455456

This is a case study discussion drawn from scholarly publishers Emerald, formerly MCB University Press. It discusses the unusual “supply circle” phenomenon in scholarly publishing, where authors (suppliers) are often the same people as readers (customers). It addresses this from the standpoint of trying to measure and manage performance in an area where measures are highly subjective – where, like art, performance is typically judged on “I know what I like”. The paper suggests areas for further research, and points to some steps taken by the firm to make the intangible more tangible.