International Journal of Physical Distribution & Logistics Management

Anders Ljungberg

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210430642

Presents a framework for the development of process measurement systems. The purpose can be described as reflecting a strong need for increased knowledge of the development of process‐oriented measurement systems for analysing the order process, as well as knowledge concerning the prerequisites for this development and the potential effects it can have. The research subordinated a systems approach together with elements of the actor‐based approach. The research area’s boundary spanning character required an interdisciplinary integration of knowledge. The research process encompassed an extensive study of the literature, as well as a field study and a major case study carried out in the form of action research. The author’s present occupation as a management consultant has also been important for the verification of the results presented. Presents an eight‐step model for developing a measurement system for a specific process. Special attention is given to the step of deriving and selecting the actual measures. The framework also includes a suggestion for measurement system, a process measure classification model and a discussion of the measurement needs of the process‐oriented organisation.

M. Theodore Farris II; Paul D. Hutchison

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210430651

Over recent years supply chain management has grown in importance because of the proliferation of improved information flows, outsourcing practices, strategic alliances and partnerships, and the reshaping of the organizational focus from functional silos toward integrated activities. Logistics and supply chain management emphasize achieving lowest total cost through synergistic interaction of all supply chain components. The cash‐to‐cash (C2C) metric is an important measure as it bridges across inbound material activities with suppliers, through manufacturing operations, and the outbound sales activities with customers. This paper first defines how to calculate C2C. It then overviews the importance of measuring C2C, using both accounting and supply chain management perspectives. Next, it identifies key leverage points that are necessary to manage C2C effectively. Finally, future research questions are developed that should prove useful in guiding the development of C2C as a usable metric.

Jonathon T. Fite; G. Don Taylor; John S. Usher; John R. English; John N. Roberts

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210430660

This paper describes the results of an effort to predict future freight volume in the truckload (TL) trucking industry. The approach involves the use of stepwise multiple linear regression models that relate freight volume to a variety of economic indicators. The models are built using a large set of actual freight data provided by J.B. Hunt Transport (JBHT), one of the world’s largest TL carriers. The data was first analyzed using the overall set of national data, and then for specific industrial and regional segments. The overall results of these analyses should prove useful to a wide variety of transportation and logistics operations.