International Journal of Physical Distribution & Logistics Management

Dag Näslund

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210434143

This paper describes how qualitative research methods, particularly action research case studies, can contribute to further advance and develop logistics research. The paper also describes limitations with the current dominance of quantitative (especially survey) research in logistics. However, the paper is not a pure criticism of the use of quantitative research methods in general or in logistics in specific. Rather, the argument is that it is necessary to use both quantitative and qualitative methods if we really want to develop and advance logistics research. Logistics problems are often ill‐structured, even messy, real‐world problems. Modern logistics is based on holistic and systemic thinking and uses multi‐disciplinary and cross‐functional approaches. Thus action research case studies are especially suited for an applied field such as logistics since they strive to advance both science and practice. This should also be reflected in published logistics research, which it is not. In order to change this situation, we first have to understand paradigms and their influence on how we approach and evaluate research. Second, we have to define what case studies in journal articles mean. Third, we need to develop criteria for evaluating action research case studies.

Stanley E. Fawcett; Gregory M. Magnan

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210436222

The terminology “supply chain management” is used frequently in today’s materials management environment and is generally associated with advanced information technologies, rapid and responsive logistics service, effective supplier management, and increasingly with customer relationship management. Most materials managers are familiar with the supply chain mantra of “suppliers’ supplier to customers’ customer”. However, experience shows that few companies are actually engaged in such extensive supply chain integration. To obtain an accurate view of SCM as it is currently practiced, the experience and insight of industry managers engaged in supply chain initiatives was sought via a multi‐method empirical approach involving both surveys and case study interviews. The findings reveal that supply chain practice seldom resembles the theoretical ideal. Three different levels of SCM implementation are identified and a series of limiting factors are discussed. Managers must recognize the tension that exists between SCM’s competitive potential and the inherent difficulty of collaboration.

René (Marinus) B.M. de Koster

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210434152

In this paper, the relation between the constructs operational complexity, Web‐based orientation of the company and the company’s distribution structure used for the fulfilment of Internet customer orders is investigated in the food home shopping branch. A model is proposed with relations between these constructs, which is researched through a survey among food e‐tailers. A positive association between operational complexity and the distribution structure used could be established, meaning that more complex operations (with a full‐line assortment and a large number of orders) tend to have special (Internet orders only) distribution centres for the fulfilment of Internet customer orders. Companies with a store infrastructure tend to keep using this existing infrastructure (unless the number of orders becomes large) and new Internet‐only companies tend to use special Internet‐orders only warehouses, unless the number of orders is small, in which case co‐operation with existing stores is preferred.

Nynke Faber; René (Marinus) B.M. de Koster; Steef L. van de Velde

2002 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030210434161

Warehousing is becoming more and more a critical activity in the supply chain to outperform competitors on customer service, lead times, and costs. However, if warehousing is to be a source of competitive advantage, then the implementation of a warehouse management information system (WMS) is a necessary condition to achieve efficiently the high performance of warehousing operations required in today's marketplace. A major practical question is then whether a given warehouse should implement a standard or a tailor-made WMS. A standard WMS offers many advantages; it is a proven solution, it is less costly, the implementation lead time is shorter, and the after-sales service is better. On the other hand, a standard WMS remains largely making compromises between the way a warehouse wants to work and the way the system allows the warehouse to work. In certain environments, such compromises might seriously degrade warehouse performance, in which case it then seems better to implement a tailor-made WMS. To answer the above question, we conducted an exploratory field study of warehouses with recently implemented WMSs to first understand the empirical reality and then build up a theory linking the constructs warehouse complexity and warehouse planning and control structure. Warehouse complexity refers to the number and variety of items to be handled, the degree of their interaction, and the number, nature, i.e. technologies used, and variety of processes, determined among others by the warehouse's position in the logistic chain and the nature of its market. Warehouse planning and control structure refers to the management functions that plan, direct, coordinate and control the flow of goods through the warehouse, from the time of receiving to the time of shipping. It is strongly related to the WMS in use. We found that the number of orderlines to be processed per day and the number of stock-keeping units are the two main observable aspects of warehouse complexity; that the more complex the warehouse is, the more tailor-made the planning and control structure should be; that for simple warehouses a standardized planning and control structure suffices; and that the design of a new-to-build warehouse should be carried out in close concert with the design of the warehouse planning and control structure.