International Journal of Physical Distribution & Logistics Management

Khaled Al Falah; Mohamed Zairi; Abdel Moneim Ahmed

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310481979

Manufacturers are facing intensifying challenges from both local and international competitors in the marketplace. In order to survive, manufacturers must be able to manage the dynamic market variables and satisfy their customers better than their competitors. Recent investigations have started to look in a more detailed manner at particular management techniques and practices to provide better advice on how these manufacturers should react to this challenge. One of the alternatives that seek to leverage manufacturers' ability to compete is developing a high standards relationship starting with their customers and ending with their vendors, which defines the term supply‐chain management (SCM). The same hurdle is facing Saudi manufacturers. This paper is based on an empirical study, which analysed a sample of 104 manufacturing organisations in The Kingdom of Saudi Arabia, using a mailed questionnaire.The survey tackled uses relating to, and particularly focused on, SCM. The paper concludes with a model of the effective management of SCM in an integrated manufacturing management proposal based on world‐class practices.

Mats B. Klint; Ulf Sjöberg

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310481988

This paper is focused on the elaboration of a comprehensive model for the analysis and understanding of strategic networks/alliances, by using the classic: structure‐conduct‐performance‐paradigm. The intention in developing such a comprehensive model is to identify factors and/or elements, which may be considered more relevant than other factors, in the creation and maintenance of strategic networks/alliances. With the model it should be possible to describe that the performance of the joint actions, such as general success of the network cooperation, the profits achieved by individual companies, or the appreciation perceived by the individual, are functions of conduct, such as interaction, exchange of knowledge and adaptation. These factors are in turn governed by structural phenomena, which are discussed in the paper. Different dimensions, levels of aggregation as well as sequences of cause and effects in the process of creating and managing strategic networks/alliances, is included and discussed in the paper.

Yvonne von Friedrichs Grängsjö

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310481997

Owing to the complexity of the tourist product most firms in a tourist destination are interdependent on one another. As well as being competitors they also have to work together on creating the overall quality of the total tourist product. It is difficult to separate co‐operation from competition. The purpose of this paper is to discuss a co‐opetitive theory of business derived from the results given by a networking study of marketing a tourist destination dominated by micro businesses and independent entrepreneurs. The results of the study show that there are two different sets of values in the destination and these determine and distinguish the way firms are involved in networking.

Mosad Zineldin; Torbjörn Bredenlöw

2003 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030310482004

The number of strategic alliances has almost doubled in the past ten years and is expected to increase even more in the future. More than 20,000 corporate alliances have been formed world‐wide over the past two years, and the number of alliances in the USA has grown by 25 percent each year since 1987. Outsourcing is a form of strategic alliance which is attractive for many organizations, but it is not simple or easy to create, develop, and support. There are many implementation problems and the failure rate is projected to be as high as 70 percent. In this paper a case study methodology is employed and the chosen case is outsourcing. Our case study shows that the development of a long‐term strategic outsourcing relationship requires moral, ethical standards, trust and a willingness not to try to exploit the new relationship at the expense of long‐term cooperation. The paper concludes that a strategic outsourcing relationship needs a specific management strategy and that companies should also pay more attention to the burdens embedded within it.