International Journal of Physical Distribution & Logistics Management

Ira Lewis; Jim Suchan

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310478784

While the physical paths that goods traverse are being simplified, the capture, storage, processing and dissemination of information associated with logistics has become considerably more complex. Logistics researchers need to better understand the behavioral and managerial issues created by information technology implementation. The paper suggests that structuration theory, a research approach derived from sociology that has become well established in the study of information systems, can contribute to that understanding. This paper introduces logistics researchers to structuration theory as a useful theoretical framework that can help understand the relationship between technologies, the people who interpret them, and the patterns of use that stem from that interpretation.

Paul W. Hyland; Claudine Soosay; Terrence R. Sloan

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310478793

This paper reports on research into continuous improvement and learning in logistics. It is generally acknowledged that in today's dynamic and turbulent environment, firms have to develop capabilities that allow them to be very flexible and agile, and at the same time, be able to incorporate new (product and process) technologies that enable them to develop and exploit better practices in supply chains. This flexibility and agility calls for companies to increase their effectiveness, exploit synergies, and learn throughout all areas of their operations. This research extends a model developed by Australian and European researchers who examined learning in the product innovation process. The research developed a model of continuous innovation in the product development process and a methodology for mapping learning behaviours (termed the CIMA methodology) that was the starting point for this project. This paper focuses on ten case studies of Australian and Singaporean companies operating distribution centres.

Johanna Småros; Juha‐Matti Lehtonen; Patrik Appelqvist; Jan Holmström

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310478801

Information sharing practices such as vendor‐managed inventory (VMI) give manufacturers access to more accurate demand information, e.g. customer sales data, than before. The value of this type of information sharing has been established in many studies. However, most of the research has focused on the ideal situation of the manufacturer having access to information from all downstream parties. In practice, this is rarely the case. In this paper, discrete‐event simulation is used to examine how a manufacturer can combine traditional order data available from non‐VMI customers with sales data available from VMI customers in its production and inventory control and what impact this has on the manufacturer's operational efficiency. The simulation model is based on a real‐life VMI implementation and uses actual demand and product data. The key finding is that even for products with stable demand a partial improvement of demand visibility can improve production and inventory control efficiency, but that the value of visibility greatly depends on the target products’ replenishment frequencies and the production planning cycle employed by the manufacturer.

Ana Cristina Paixão; Peter Bernard Marlow

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310478810

Since the Second World War, ports have been going through an evolution which the United Nations Conference on Trade and Development (UNCTAD) refers to as generations. The generation of a port reflects whether the approach adopted by port authorities/operators in developing their activities is likely to be reactive or proactive. These activities start with the traditional ones (cargo loading and discharging) and end up with the establishment of a wide range of logistics and value‐added activities, developed in conjunction with industrial and commercial businesses. This generation of ports, classified as third generation, would be sufficient if the world economic growth pattern could be forecast with any certainty. Unfortunately, this is not the case and the external environment today comprises constant changes that are reflected in the high levels of market uncertainty. To cope with this uncertainty it is suggested that ports should adopt a new logistics approach, agility, which has already been employed in other industries. This paper provides a definition of fourth generation ports and a methodology for implementing the concept of agile ports.